Courses

The following courses are offered:

Core Curriculum
(2 credits per course)

Personality analysis, group dynamics and communication compose the basic topics of this course. The first part of the course presents the latest developments in organizational behaviour, and aims to develop the essential skills required for managers to understand and deal with the human factor in the business environment. The second part of the course presents the basic topics of organizational design.
This course examines market behavior and focuses on the actions and reactions of business firms and consumers in a variety of market environments. The impact of different market structures (including perfect competition, monopoly and oligopoly) on production and consumption is analyzed. No prior knowledge of economics is assumed. The objectives of the course are: 1. To master the basic tools of microeconomics: supply and demand analysis, the theories of consumer and producer behavior, and market structure analysis. 2. To introduce the analytical foundations for managerial decision-making and the formulation of a firm’s competitive strategy. 3. To provide a framework for analyzing the role of government in a market economy and to explore how a firm’s behavior is related to its overall environment.
This is the basic Finance course. The first part of the course deals with the corporate finance and all the relevant financial decisions and procedures. The second part covers the operation and the environment of financial market; it examines the financial products and derivatives, which are available in the modern markets.
Financial Accounting covers topics related to asset valuation, income determination, and disclosure of the various items in the Financial Statements. The course places special emphasis on issues of earnings management and off-balance sheet financing since both have implications for the risk and the return of a publicly traded company. The material of this course is particularly useful in decision making that affects the allocation of resources to business entities, e.g. loan decisions, investment decisions, etc. The course relies extensively on case studies that present international and domestic accounting issues and requires the application of the course material on the analysis of a firm listed on the Athens Stock Exchange.
The objective of this course is to introduce the student to the basic Marketing Management principles and functions. Topics include product planning and development, product pricing, promotion and advertising, and distribution channels.
This course introduces students to the basic tools and techniques in using data to make informed management decisions, as well as their applications in a number of business areas including finance, marketing, and operations management. The course covers introductory probability, decision analysis, basic statistics, regression, and linear / integer programming. Students implement the above techniques in a number of case studies using computer packages based on Excel.
The purpose of this course is to provide a broad understanding of the role and importance of Information Systems (IS) in the modern business environment. Topics to be covered include the fundamentals of IS management, strategic I.S, business and IS strategy, the impact of IS in organizational structures, applications to support business processes, IS planning, IS resource management.
This course introduces students to the design, analysis, optimization and functional control of operations -production or service provisioning systems- in both industrial and service companies. It highlights the intense need for effective management of the constrained resources of these systems. Through the course, the student will understand the organizational structure and the various components, sub-systems and functions of a production or service provisioning system. They will gain knowledge about the problems arising during their design and operation, and how these can be addressed through strategic choices, specific methods and analytical techniques. The topics of the course cover all complex and interrelated business processes inherent in the system’s operation, e.g., Operations Strategy – Lean Management, Product/Service/Process Design, Facility Location, Capacity Planning, Forecasting, Quality Management, Inventory Management, and System Control with ERP software.
This course deals with the fundamental problems facing every manager: a) how to analyse the external environment of the company (structural analysis of industries, strategic groups, trends), b) how to exploit and build resources and capabilities needed to achieve, maintain and improve the firm’s market positioning, c) how to direct the company into the future (mission/ vision/ strategic intent), d) how to make a strategic choice, given a number of alternative strategic options, and e) how to build and sustain competitive advantage. The course provides frameworks for identifying the challenges of different competitive environments and gives some analytical approaches that are useful to widely different strategic problems. The final aim is to help students understand how to build a strategically responsive organization by tuning systems, structures and people to strategy, and how to effectively manage the process of strategizing.
The course examines ethical issues and responses of enterprises to social demands and expectations about responsible business behavior. It outlines the current discussion, dilemmas and trends about corporate responsibility, regulation and corporate governance. In particular it considers changes in regulations and societal expectations about the role of the modern corporation, outlines the need for redefining the purpose of the business and examines strategies for aligning the enterprise with societal demands. In this framework it focuses on mechanisms and practices used by enterprises such as value management and social responsibility codes. It links business responses with competitive advantage and presents examples of successful strategies.
This course offers an introductory view on the issues associated with opportunities / challenges faced by the internationalized firm in the era of globalization. The motives of the firm and the barriers to grow abroad are analyzed. The different modes of foreign market servicing mode categories, namely exporting, licensing / franchising, joint ventures/strategic alliances and subsidiaries, and the criteria for the firm to select between them are discussed. Also, the role of the environment of the host country as well as that of the home country is examined in relation to international activities of the firm.
The course examines ethical issues and responses of enterprises to social demands and expectations about responsible business behavior. It outlines the current discussion, dilemmas and trends about corporate responsibility, regulation and corporate governance. In particular it considers changes in regulations and societal expectations about the role of the modern corporation, outlines the need for redefining the purpose of the business and examines strategies for aligning the enterprise with societal demands. In this framework it focuses on mechanisms and practices used by enterprises such as value management and social responsibility codes. It links business responses with competitive advantage and presents examples of successful strategies.

Elective courses

1 — General Management and HRM (6 courses)

The concept of change is not a new one. Indeed change has always been recognised as necessary and inherent to all aspects of life. However the last decade has, for most organisations, been a time of totally unprecedented and seemingly ever accelerating change so that the phrase ‘change or die’ has increasing resonance. Coping with change has become another element in organisations’ battle to compete, thereby focusing attention on the need to manage change effectively. The aim of this course is to provide an understanding of the change management process and to present a framework for managing change.
Building and capitalizing on an organization’s knowledge base and intellectual capital is crucial for any company that wants to take a lead in the market place by developing a constant flow of new products and services for enhanced competitive advantage. This course will look into the basic building blocks of individual and organizational knowledge. It will examine the processes by which knowledge is created, stored, transferred and transformed into capabilities and business processes that pay off. Students will be trained in the conceptual aspects of knowledge and its management and how they are applied in practice. An overview and demonstration of major tools and IT-based methods that are used in companies to support knowledge management is another important part of the course. Numerous examples and case studies illustrate the importance and practice of knowledge management in different business concepts.
 Managerial interaction [MI] constitutes one of every manager’s most important functions.  An MI is effective when it leads to sensible and feasible decisions and to their successful implementation.  The Instructor’s long experience indicates that very often MIs do not reach feasible decisions and/or the decisions they reach are not implemented effectively because of the way they are being conducted. In order to establish effective MIs, managers must find ways to bridge over the gaps caused by differences with and between their interactants.  The gaps that need to be bridged can be in priorities, concerns, expectations, practices as well as in private agendas.  Also, they can be differences in basic assumptions, mutual perceptions, experience and skills, work rhythms, work ethics as well as in distinctive constraints. Unless these gaps are bridged, interactions fail.  Promising policies, plans and decisions are not implemented effectively and failure ensues.  In fact, ineffective managerial interaction constitutes one of the most frequent causes of wastage of skills, of means and of overall inefficiency in companies. The corporate world more often than not grossly underestimates how damaging ineffective managerial interaction is and how it inhibits profits and growth.  Few companies recognize the need for action designed to develop a mindset as well as a process for establishing and sustaining EMI.  As a rule, managers are left to cope with this focal managerial challenge on an ad hoc basis as best they can.

This is a practical, hands-on management course.  It has been developed by the Instructor exclusively on the basis of his long experience in interacting as entrepreneur, manager, consultant and researcher.  The course views establishing and sustaining EMI as a process of three distinct phases: preparing for EMI, conducting EMI and sustaining EMI.  It presents the key-stone mindset and insights gained by the Instructor and offers concrete guidelines for preparing, conducting and implementing EMI. Its objective is to make participants aware of their own verbal and non-verbal interactional behaviour and of the ways it inhibits or facilitates interactions and to equip them with useful, clear and simple concepts and guidelines for meeting their constant challenge to establish and sustain EMI. The course is enriched by relevant presentations of experienced outside speakers, class discussions of business cases and through exercises in interactional behaviour awareness. A compendium containing relevant materials, bibliography and relevant on-going databanks will be supplied. 

The objective of this course is to assist participants with the development and improvement of their personal skills, which are nowadays considered as essential in order to succeed in a contemporary business environment. Focusing in particular on team dynamics and emotional intelligence, the course attempts to aid participants identify potential strengths they should build on and weaknesses they should improve. It includes self and peer assessment of work-related personal skills through workshops, role-playing, teambuilding exercises and case studies.
Topaz Management Simulation is a sophisticated software-based program that reflects the competitive, ever changing marketplace. Topaz Management Simulation places teams into a real life business setting. They run a virtual company for five business quarters and compete for market excellence.The simulation exercise lets teams learn and gain experience by making true-to-life business decisions.Teams tackle market analysis, strategy formulation and implementation, and they benefit from the immediate consequences of their actions.
Project based work is the new norm in business. Effective Project Management is of paramount importance for project success and consequently business success.

This course is designed for an MBA level study into Project Management. In this course students will consider and critically evaluate the problems associated with project selection, evaluation of projects and project managers, managing project teams and communicating with all parties involved. Students will become involved in presentations, discussions, extensive case studies, role playing exercises and so address the key aspects of project management.

This course will examine closely the effects of project management upon business needs, and how project management can establish a firm foundation for managing project and non-project work, independently of sector. Students will be introduced to techniques of selecting, initiating, planning, monitoring, controlling and closing projects in order to maximise the success of the project and the profitability of the organisation they operate. The most widely accepted methodology based on the Project Management Body of Knowledge (PMBOK 5th edition), as well as a number of modern books and approaches to Project Management will be presented and tested.

2 — Finance and Accounting (7 courses)

The preparation and presentation of information that facilitates the allocation of resources within a business entity are the main objectives of managerial accounting. Managerial decisions rely extensively on budgets and cost allocations. The course covers topics related to the preparation of budgets, e.g. activity-based budgeting, and the allocation of the various costs, first to the different responsibility centres and then to the products. The course also presents cases that require the determination of the relevant costs and their application on issues of product pricing, outsourcing and idle facilities, product mix decisions, etc. Important managerial decisions about capital budgeting, executive compensation and product quality are also topics of this course. The primary emphasis of the course is on small case studies that require decision-making on the basis of different costs.
Under a broad definition, everything a business does may fit under the rubric of corporate finance. This course will equip students with the state-of-the art tools, methodologies and ideas needed in making the three basic decisions in corporate finance: Investment Decisions, Financing Decisions and Dividend Decisions. Case studies and empirical applications with real data will be used to develop guidelines and practical skills needed to implement models for equity and debt risk, discount rates and valuation. Special importance will be given in incorporating the latest developments in corporate finance involving issues such as real options, asset backed securitization, corporate risk management and hybrid securities.
The course aims to provide a good understanding of the principles of equity portfolio theory and investment management. Both theoretical and practical aspects of risk and return measurement for portfolios and individual securities are examined. In the process, the concepts of diversification, portfolio selection, construction and evaluation are analysed. Various equilibrium models of asset prices, against which market prices of securities are compared, are put forward. Portfolio performance evaluation is part of the course.
The course aims to present the institutional and economic forces affecting the financial markets and the firm at a global level. Financial markets include money markets (short-term debt) and capital markets (long-term debt and equities). Money markets provide companies and governments with liquidity, and the capital markets provide the same entities with long-term capital. Typical financial institutions are commercial banks, investment banks, thrifts, insurance companies, and credit unions.
This course covers financial futures-forwards, swaps and standard options, by drawing examples from the Greek market. Concepts, trading strategies, pricing and hedging methods/models will be covered. The course will focus on only index/stock derivatives. The topics of interest rate derivatives, and Value-at-Risk (VaR) of derivatives are treated in other courses.
Value-At-Risk, Hedging, Capital Adequacy Requirements, Monte-Carlo simulation, minimum variance hedges, hedging rations and regression methods, duration and convexity, key rate duration and PVBPs-Present Value Basis Points, etc.
Project Finance is now increasingly applied across the world, both in developed and developing countries, as an alternative way to privately finance infrastructure and industrial projects, at all scales and in various sectors: transportation, energy, sewage and water-treatment plants, health care, education, tourism and government offices. This course aims at equipping participants with the basic tools and critical concepts needed to grasp and model the technical, analytical and structural features of large-scale project financing. In particular, participants will learn how to structure, value and finance projects under different frameworks (PPP, PFI, BOOT, etc).

3 — Marketing (5 courses)

In this course the students become familiar with the main methodologies of market research for the introduction of a new product or service. The central topics are: The new product/service development process and the need for market research, approaches to sales forecasts, methodologies for desk and qualitative research (idea generation, personal interviews, focus groups….), and quantitative market research methodologies (sampling, questionnaire building and data analysis). The students will choose a methodology that fits best with their new business / product / service idea and apply it in order to gather field data on their idea. The course is evaluated on the students’ presentations on their field research.
This course follows a multidisciplinary approach to examine and analyze the consumer as a decision-maker. Its main goal is to understand how fundamental consumer behavior concepts and principles can be used in marketing decision-making and strategic marketing actions. Topics covered include consumer decision-making models and information processing, consumer perceptions, loyalty and involvement, attitude measurement and change, consumer analysis and research, demo-psychographic research, interpersonal and social influences, buyer behavior, and strategic implications on market segmentation, product positioning and marketing communications.
Commercial exchanges among companies, the so called Business-to-business markets, account for the biggest part of GNP in all developed countries. The course aims at making students familiar with the specificities of business-to-business markets and the resulting need to adapt marketing frameworks, tools and decision – making approaches to this specific context, as compared to fast moving consumer product markets. Building on the knowledge acquired during the core Marketing course, this course deals with the following issues: characteristics of B2B markets, analysis of industrial buyers’ decision making, segmentation of B2B markets, product, price and communication policies for B2B products and services, sales management and distribution decisions.
This course introduces the students to marketing over Internet and its impact on current marketing practices. The students have the chance to explore these new opportunities, explain their interrelationships, develop an understanding of the consumer decision making process in this new environment and examine the integration of Internet in an organization’s marketing strategy. Topics also include consumer behaviour models, purchase processes, online sales automation, category management, etc.
The internationalised firm may have to tailor-made its marketing mix to the different cultural preferences of consumers around the world. Thus, the role of culture (Hofstede’s dimensions) and its importance for the selection of the appropriate marketing mix in different countries is discussed. The adaptation versus the standardized strategy in international marketing is explored. Product, price, distribution and promotion strategies, and their intricacies for internationalised firms are additionally analysed.

4 — International Business and Management (4 courses)

The objectives of this course are: to inform participants on the background and current business environment of the countries of the Region, to provide them with a managerial mindset conducive to a realistic evaluation of ever changing local opportunities and hurdles, and to offer guidelines for planning, implementing and operating investments, as well as for establishing effective interaction with their local partners, managers and peers. The course is enriched with business cases and presentations by experts as well as experienced managers of Greek companies operating in the Region.
The course is intended for students wishing to learn Greek or to improve their Greek, while getting to know the Greek culture and way of living. Since Greek, together with latin, is one of the “mother languages” for other european languages, people speak Greek every day without knowing it! Think of words like “method”,”history”,”problem” and of course…”economy”! Learning Greek, you understand what is said around you while in Greece, you communicate better with the Greeks, but you also go back to the roots of every european language! Later, your knowlwdge of Greek will help you to work for a Greek company, if you wish so. Don’t forget that the knowledge of less widely spoken foreign languages is a big plus for your CV.
The impact of globalization has considerably increased the exchanges between countries as well as the culture impacts in many ways and particularly on the negotiation processes across borders. Belief and behaviour differ between cultures in such a way that bargaining means many different things to different people from different cultures. To augment his or her capabilities a business negotiator needs to learn how to observe, analyze, develop solid mutually beneficial relationships to travel the road to success. This course is designed to provide the participant with a framework of the negotiation process and basic tools in order to help him/her understand and manage negotiations successfully. It is constructed so as to balance conceptual framework, case studies, use of video and constructive dialogue drawing on the knowledge, experience and insights from the participants.

5 — Technology, Logistics and Operations (4 courses)

The growth of the Internet and electronic commerce in the last decade has dramatically changed the business landscape and the way that enterprises communicate with their customers and the broader business community (consumers, public administration, or other firms). The world-wide-web in combination with new technological infrastructures and business models provides opportunities for novel business activities, more effective management of inter-organisational processes, and efficient interactive communication through electronic means. This course covers the area of e-Commerce and e-Business through an interdisciplinary approach, combining business and technology application elements. The course has a practical focus, aiming to support decisions related to the development and management of e-business initiatives. At the end of the course, students will have gained the appropriate knowledge and skills needed to reach effective business decisions regarding e-Commerce and identify growth opportunities through e-Commerce applications. In addition, students will be able to develop a “real-life” e-shop.
This course introduces the role of technologies for e-Business and the technical challenges for new and old businesses. It provides the basic understanding of the role of e-Business in supporting businesses from a technical point of view. Furthermore, the course gives an overview of the possibilities of different software platforms that incorporate the functionality and components needed for Electronic Commerce. Finally, the course deals with the telecommunications networks (with an emphasis on the Internet), used for e-Business, which are large, decentralised, heterogeneous, and provide open access.
The objective of this course is to introduce basic concepts and tools used in modern Supply Chain Management. The course covers topics related to supply chain planning, design and operations. Special emphasis is placed on the strategic role of Supply Chain Management and the optimisation of the customer level of service. Issues regarding the modelling of strategic, tactical, and operational decisions and the introduction of advanced technologies in Supply Chain Management are also discussed.
The course helps you gain a comprehensive overview of Internet marketing, and finish with a solid understanding of not only how each discipline works, but how the disciplines work together. The curriculum is made up of an introductory unit with the Fundamentals and is followed be six discipline-specific short courses, such as Web Analytics, Social Media, Conversion Optimization, Online PR. You will only be examined for the unit of the Fundamentals, but you are free to go through any of the rest courses throughout the time period of 30 days.

6 — Strategy and Decision Making (5 courses)

The course is designed to provide an introduction and comprehensive overview of concepts of Energy Economics and Policy (as well as Environmental and Resource Economics). The course introduces energy, resource and environmental economics, as a sub discipline of economics focusing on the interrelationships between the environment and the economy. It explains how the concept of economic efficiency in the allocation of scarce resources underpins costbenefit analysis and decision making in energy, resource and environmental
management.  The course also explores why economists attach importance to the monetary valuation of energy related goods and services, and introduces a number of techniques for doing so using various Greek, European and other International case studies. It provides a critical overview of current methods and their applications. It examines the main criticisms of the approaches that are available for non-market valuation.
Finally in order to set the concepts and theories introduced in the context of current concerns relating to sustainable development the course examines the relationship between energy policy making and the concept of sustainable development.
The objective of this course it to introduce students to the major geopolitical and institutional drivers which shape the world today, and to expose the global trends that are driving fundamental shifts in global international relations. The course emphasizes the rise of the BRIC economies, Asia, the Middle East and the Muslim world on the global scene, and how the emerging new economic order affects the established blocks of the US and the EU.
Mergers and acquisitions can be considered as a dynamic vehicle for corporate expansion and growth. Corporate practice has historically seen a pattern of merger ‘waves’ in various business sectors, although results have not always justified underlying motives. The course will provide a concise theoretical and empirical background on the topic, based on applied tools, methods and techniques. Case studies and empirical applications will be employed to elaborate on the theoretical issues. The objectives, process and motives of the M&A will be discussed, the economic consequences will be evaluated and the impact on target and acquiring firms will be analyzed. Emphasis will be placed on acquisition strategies, target-picking, merger valuation and shareholder value implications.
The aim of this course is to introduce students to social network analytics (SNA) and their instrumental value for businesses and the society. SNA encompasses techniques and methods for analyzing the constant flow of information over online social networks (e.g. Facebook posts, twitter feeds, foursquare check-ins) aiming to identify, sometimes even in real-time, patterns of information propagation that are of interest to the analyst. The course will provide students with an in-depth understanding of the opportunities, challenges and threats arising by online social media as far as businesses and the society at large are concerned. It will use case-based teaching and discussions to introduce students to the social and ethical issues that often arise by mining the publicly available information across online social networks for business purposes and/or other types of analyses. Finally, students will be introduced to the concepts of the wisdom of the crowds and social learning, investigating the conditions under which opinion convergence (asymptotic learning) or herding may occur in online social networks.
The course is intended to provide students with an overview of the different Global Sustainability Strategies, corporate and nonprofit perspectives, legislations, related risks and opportunities. It aims at providing a better understanding of the individual elements and criteria necessary for the development and implementation of comprehensive global sustainability strategies and Reporting addressing the different needs of stakeholders. The course takes a strategic perspective to organizations’ Sustainability and the building of competitive advantage in highly competitive environments.

 7 — Entrepreneurship and Innovation (3 courses)

Today’s high performing businesses must have the ability of constantly innovating, leveraging creativity and managing technology. The first module of the course provides an introductory overview of what creativity and innovation are, of how creativity and innovation can be managed and enhanced in organizations, and how various tools and methods can be used in order to enhance creativity. The second module provides an in-depth analysis of the role of technology as a contemporary strategic imperative and the impact of innovative activities on corporate strategy and especially international strategies. Special emphasis is placed on the developments in the internal and external environment of firms, the innovation strategy, the R&D process itself and the management of knowledge workers. Overall, the course will help students understand what it is that makes innovative firms different from “ordinary” firms and familiarize them with the contemporary managerial challenges towards the effective leveraging of creativity, innovation and technology.
The course focuses on the entrepreneurial process related with sustainable energy. It provides students with insights and advanced skills in all aspects of sustainable energy including upstream/exploration, generation/distribution, waste management, energy efficiency and monitoring.

After being introduced to the reality of the entrepreneur and the central issues related to the preparation of an entrepreneurial project, the students have the opportunity to specialize in the energy sector. The students work on the financial, marketing and managerial aspects of developing a business plan within energy sector with the help of market experts that bring their experience to the course.

By the end of the course, students gain useful and technical knowledge in the areas of sustainable energy and business; they prepare their own business plan and are adept at communicating and presenting it to an audience.

In this course students become familiar with the practical issues facing an innovative start-up company. After being introduced to the main building blocks / elements of a typical business model, the students will have the opportunity to analyze the critical issues pertaining to business start-ups: Product / service Development, Financial and Business Models, Go-to-market plan / marketing and Sales, Pitching for investors / Fundraising, Organizational Structure and Team Building, Legal issues / Patents. Overall, the course will help students identify the critical success factors to transform their business idea to a readable enterprise and sketch the fundamentals of their business plan.
Current Distinctions & Awards
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