The following courses are offered. Comprehensive information about the courses is available in the Study Guide.
(2 academic credits per course, unless indicated otherwise)
Personality analysis, group dynamics and communication are the basic topics of the first part of the course. It presents the latest developments in organizational behaviour and aims to develop the essential skills required for managers to understand and manage the human factor in business environments. The second part focuses on the design, analysis, optimization and operational control of processes and systems for the production of products and the provision of services. It highlights the need for effective management of the limited resources of these systems. Topics cover Operations Strategy – Lean Management, Product/Service/Process Design, Facility Location, Capacity Planning, Forecasting, Quality Management and Inventory Management.3 Academic credits
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 corporate finance and all the relevant financial decisions and procedures. The second part covers the operation and the environment of the 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 deals with the key issues facing every manager: a) how to analyze 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 also 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 responses to societal demands and expectations of responsible business behavior. In this context, it focuses on mechanisms and practices used by enterprises such as value management, sustainability measures and social responsibility. It links business responses to competitive advantage and provides examples of successful strategies. 3 Academic credits
This course introduces students to the practice of entrepreneurship providing insights and knowledge about the entire entrepreneurial journey. The course not only focuses on best practices and case studies but more importantly puts students in the shoes of entrepreneurs by engaging them in building an innovative startup. The course focuses on five elements; first creativity and prototyping (creativity and innovation workshop and rapid prototyping workshop); second value proposition (customer profiling and value map); third innovation (ten types of innovation); fourth planning (business plan and business model canvas); and finally on financing and running a startup. Students are evaluated through in-class assignments, pitch presentation (and video) of their startups, and the startup business plan.Guest speakers – from entrepreneurs to experts and investors – will complement the course, presenting their own entrepreneurial journey.
Internationalization of the firm is one of the most important trends taking place in business nowadays. When the firm expands in the international marketplace, it has to adjust its internal competencies and resources and formulate its strategies in order to exploit opportunities abroad that may shape the firm’s growth worldwide and avoid threats in the international environment. The IB course covers the key elements of the international business environment (the external environment), and the strategic decision-making inside the firm (the internal environment) with specific reference to IB theories and frameworks. In this course, the methods and strategies that companies use to analyze, enter and develop business in foreign markets are also discussed. This will cover international market research methods and strategic international market development decisions. Additionally, the course focuses on the emergence of international firms (small and large) in all parts of the world, managerial challenges and implications of going international, and the competing and complementary goals of governments and international businesses. The latter includes discussion of frameworks to help us understand economic and political integration processes
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 to 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.The PSD course is not graded on the 0-10 scale but is only Pass or Fail, based on attendance, participation in sessions, and performance in assigned work.
1 — General Management and HRM (3 courses)
The concept of change is not a new one. Indeed change has always been recognized as necessary and inherent to all aspects of life. However, the last decade has, for most organizations, 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 organizations’ 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. The topic of restructuring covers both organizational and financial restructuring, illustrated by guest speakers 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, regardless of the sector. Students will be introduced to techniques of selecting, initiating, planning, monitoring, controlling and closing projects in order to maximize the success of the project and the profitability of the organization they operate. The most widely accepted methodology based on the Project Management Body of Knowledge (PMBOK 6th edition), as well as a number of modern books and approaches to Project Management, will be presented and tested.
2 — Finance and Accounting (5 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 centers 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 analyzed. 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.
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 (4 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 will 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.
The internationalized firm may have to tailor-make 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 are discussed. The adaptation versus the standardized strategy in international marketing is explored. Product, price, distribution and promotion strategies and their intricacies for internationalized firms are additionally analyzed.
4 — International Business and Management (2 courses)
The impact of globalization has considerably increased the exchanges between countries as well as the cultural impacts in many ways and particularly on the negotiation processes across borders. Belief and behavior differ between cultures in such a way that bargaining means many different things to different people from different cultures. To augment his/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.
The purpose of the course is to provide a geopolitical insight on business decisions. The world has vastly changed in the last 30 years. The fall of communism in Europe and Deng’s “four modernizations” in China lead many to believe that western capitalism had finally triumphed, in tandem with democratic liberalism. The extraordinary success of modern globalization is a direct consequence of these two historic events. The purpose of the course is to clarify i) the forces that shape the geopolitical world; ii) the interplay between geopolitics and business; iii) the increasing role of proprietary technology in the balance of powers.
5 — Technology, Logistics and Operations (4 courses)
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 optimization of the customer level of service. Issues regarding the modeling of strategic, tactical, and operational decisions and the introduction of advanced technologies in Supply Chain Management are also discussed.
The use of data in modern data-rich business environments has been identified as one of the most crucial parameters in successful decision making. Data collection, processing and analysis are present in any daily activity: financial transactions, call records, smart phones, wearable devices. Terms like business intelligence, big data, business analytics, machine learning, GDPR, are in the epicenter of any business unit of an organization. This course introduces iMBA students to data management concepts, modern data analysis methods and data visualization techniques. These skills are necessary in our data-driven economy.
The course introduces the students to the main areas and transformations in the current wave of digitalization. It presents trends and developments across business sectors and discusses strategic directions for various digitalization challenges. Specific themes include the creation of digital value, development of digital infrastructure, delivering IT applications, and the digitalization of product management, work management, and operations.
Techniques and methods for analyzing the constant flow of information in offline and online networks aiming to identify patterns of information propagation that are of interest to analyst and decision-makers. Understand innovation diffusion and information spread through networks.
6 — Strategy and Decision Making (4 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) to postgraduate students. 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 cost-benefit analysis and decision making in energy, resource, and environmental management. Basic concepts in economic theory are first introduced, so that understanding is developed of how markets are supposed to achieve economically efficient allocations and why, when they fail to do so, the result is pollution and degradation. Understanding the failure of markets involves the key concept of the property rights regime. Much of energy, resource, and environmental economics is concerned with identifying when, and under what circumstances, failures in property rights and in markets are likely to occur and how best to correct them. 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. It introduces core concepts of ‘sustainability’ and considers the policy implications of applying these in energy (mainly renewable energy: solar, wind, waves, etc.) within the European and International policy framework.
Mergers and acquisitions can be considered as a dynamic vehicle for corporate expansion and growth. The 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 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 course is intended to provide students with an overview of the different Global Sustainability Strategies, corporate and nonprofit perspectives, legislation, 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 on organizations’ Sustainability and the building of competitive advantage in highly competitive environments.
The Health/Pharma and Life Sciences sectors overall are become increasingly important for both peoples’ well-being and the economy, globally and locally. In order to respond to the new demands, there is an urging need for a strategic restructuring of the sector, for the introduction of new operational models, for new processes, and for introducing new ways to keep track of health services quality and quantity. This course explores how these changes can be implemented and the opportunities that arise from the process. We will discuss the use of the new technologies and how these integrate into processes of the health sector. A special emphasis will be placed on the analysis of big data, social media, e-health, and ill integrated healthcare services, Innovation and Entrepreneurship in healthcare. We will be looking into new business models, including insurance business and their importance for covering health costs by leveraging on new financial instruments and investment mechanisms. We will also discuss the structure and opportunities for health tourism. Finally, we will dive a bit deeper into the workings of the Pharma industry and talk about the importance of new medicine pipelines, the regulatory environment, R&D, clinical research, Pricing and Reimbursement systems, Health Technology Assessment, etc.
7 — Entrepreneurship and Innovation (2 courses)
Today’s high performing businesses must have the ability to constantly innovate, leverage creativity and manage 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 to 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 will have the opportunity to specialize in the energy sector. The students will work on the financial, marketing and managerial aspects of developing a business plan within the energy sector with the help of market experts who will bring their experience to the course. By the end of the course, students will have gained useful and technical knowledge in the areas of sustainable energy and business; they will have prepared their own business plan and will be adept at communicating and presenting it to an audience.