New Era University: School of Graduate Studies

New Era University
SCHOOL OF GRADUATE STUDIES

No. 9 Central Avenue, Quezon City
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CURRICULUM
MASTER IN BUSINESS ADMINISTRATION
A. BASIC COURSE…………………………………………………. 12 UNITS
_____ MBA 101 Management and Organizational Behavior 3

_____ MBA 102 Managerial Accounting and Control 3
_____ MBA 103 Research Methodology 3
_____ MBA 104 Inferential Statistics 3
B. MAJOR FIELD OF CONCENTRATION………………………. 18 UNITS
_____ MBA 121 Corporate Planning 3

_____ MBA 122 Financial Management Process 3
_____ MBA 123 Management and Industrial Relations 3
_____ MBA 124 Marketing Management 3
_____ MBA 125 Business Policy 3
_____ MBA 126 Human Resource Development 3
C. COGNATES………………………………………………………. 6 UNITS
_____ MBA 127 Materials & Process Management 3

_____ MBA 128 Legal Aspects of the Management Process 3
_____ MBA 129 Philosophy and Practice of Cooperatives 3
_____ MBA 130 Entrepreneurship 3
_____ MBA 131 Managerial Economics 3
D. SEMINAR IN THESIS WRITING……………………………….... 3 UNITS
E. THESIS WRITING-------------------------------------------------------- 6 UNITS

45 TOTAL UNITS
SUMMARY:
Basic Courses - 12 units
Major Courses - 18 units
Cognates - 6 units
Seminar - 3 units
Thesis Writing - 6 units
TOTAL - 45 units
Note: Non-business graduate enrolling for the MBA are required to take a seminar in
Business Principles (non-credit) before they can enroll in any major subjects.
Coverage: Subjects Units

BA - 133 Management & Marketing 3
BA - 134 Economics & Finance 3
BA - 135 Accounting 3
Total = 9
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CURRICULUM for
MASTER IN BUSINESS ADMINISTRATION
A. BASIC COURSE…………………………………………………. 12 UNITS
_____ MBA 101 Management and Organizational Behavior 3

_____ MBA 102 Managerial Accounting and Control 3
_____ MBA 103 Research Methodology 3
_____ MBA 104 Advanced Business Statistics 3
B. MAJOR FIELD OF CONCENTRATION………………………. 18 UNITS
_____ MBA 121 Strategic Management 3

_____ MBA 122 Financial Management Process 3
_____ MBA 123 Management and Industrial Relations 3
_____ MBA 124 Marketing Management 3
_____ MBA 125 Business Policy 3
_____ MBA 126 Human Resource Development 3
C. COGNATES………………………………………………………. 6 UNITS
_____ MBA 127 Production and Operations 3

_____ MBA 128 Legal Aspects of the Management Process 3
_____ MBA 129 Philosophy and Practice of Cooperatives 3
_____ MBA 130 Entrepreneurship 3
_____ MBA 131 Managerial Economics 3
D. SEMINAR IN THESIS WRITING………………………………... 3 UNITS

(To be enrolled in after passing the Comprehensive Examination)
E. THESIS WRITING-------------------------------------------------------- 6 UNITS
SUMMARY:
Basic Courses - 12 units

Major Courses - 18 units
Cognates - 6 units
Seminar - 3 units
Thesis Writing - 6 units
TOTAL - 45 units
Note: Non-business graduate enrolling for the MBA are required to take a seminar in
Business Principles (non-credit) before they can enroll in any major subjects.
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Coverage: Subjects Units
BA - 133 Management & Marketing 3

BA - 134 Economics & Finance 3
BA - 135 Accounting 3
_______
Total = 9
Joy/7/30/10
New Era University

COURSE NUMBER : MBA 101

COURSE TITLE ; MANAGEMENT & ORGANIZATIONAL BEHAVIOR
COURSE DESCRIPTION
Theories and models of individual and group behavior in organizations fundamentals of
organizational behavior; supervision and motivation of employees; problems of interpersonal
relationships.

COURSE TITLE : MANAGEMENT ACCOUNTING & CONTROL
COURSE DESCRIPTION
A core course in accounting that stresses the more analytical uses of accounting
information by managers and outside analysts rather than the procedural details that the
practicing accountant needs to know. The accounting module is oriented toward the non-
accountant user of accounting information to generate participant interest as in a management
development program. The course is divided into two parts; the first deals with financial
accounting and the second part deals with management accounting.

COURSE TITLE : RESEARCH METHODOLOGY
COURSE DESCRIPTION
This course deals with the various methods of investigation employed in research.
Particular attention is given to the methodology of business research specially marketing
research, the experimental, the mechanics of case study methods and other forms of
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qualitative and quantitative researches.. The mechanics of thesis writing, the selection and
formulation of thesis topic and the thesis proposal are part of the course.

COURSE TITLE : BASIC INFERENTIAL STATISTICS
COURSE DESCRIPTION
This course covers a comprehensive presentation of the basic statistical concepts and
principles used in the collection, tabulation, presentation, analysis and interpretation of data.
It will include discussion on the application of descriptive and inferential statistics.

COURSE TITLE : FINANCIAL MANAGEMENT PROCESS
COURSE DESCRIPTION
The course covers the introduction to the scope and nature of Philippine corporate
finance, the analytical foundations, and the working capital (or short-term) management of the
firm. It deals primarily with financial planning covering the areas of financial performance
evaluation, financial analysis, financial forecasting and budgeting. The students are provided
with the tools and techniques in cash management, accounts receivable management,
inventory management and management of short-term fund sources.

COURSE TITLE : MANAGEMENT INDUSTRIAL RELATIONS
COURSE DESCRIPTION
An overview of Industrial Relations as an academic discipline, a review of the various
theories on Industrial Relations, human resources management, economics, labor laws as the
four disciplines which are interdependent and connected in the study of Management
Industrial Relations.
COURSE CODE : MBA 124

COURSE TITLE : MARKETING MANAGEMENT
I. COURSE DESCRIPTION
The course deals with the process of planning and execution of the concept of pricing,
promotion, and distribution of ideas and/or goods and services that will create exchanges to
meet individual and organizational objectives. This focuses on the theories and practices of
marketing for the students to know the basic task, various orientation, and critical functions to
successful marketplace.
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COURSE TITLE : BUSINESS POLICY
A course deals with the roles, tasks and skills of the general manager leading the
overall enterprise or business unit. Emphasis is given on the administrative process of
coming up with an organization’s strategy.

COURSE TITLE : MATERIALS & PROCESS MANAGEMENT
COURSE DESCRIPTION
Mathematical and statistical decisions for the design, operation and control of
production systems, forecasting, inventory, capacity, aggregate planning, scheduling,
maintenance, and cost control models.

COURSE TITLE : HUMAN RESOURCE DEVELOPMENT
The first part of the course is the orientation of the University’s Vision, Mission,, Goals
and Objectives. A part of the discussion includes the guiding philosophy of School of
Graduate Studies of NEU.
The second part, introduce also the students with the knowledge of human resource
development concepts and principles that been proven sound in light of current practice in
organizations. It discusses the pivotal role of human resource development geared towards
organizational effectiveness, efficiency, productivity and profitability
The last part explains the human resources development areas as primary
process of integrated approach for better organizational performance.

COURSE TITLE : LEGAL ASPECTS OF THE MANAGEMENT
PROCESS
COURSE DESCRIPTION
The course is an overview of the legal environment in which business takes place. It
discusses the legal aspect of the management process. It covers wide ongoing topics that
affect the daily management decisions and business strategies. It also gives students a
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deeper understanding of business ethics that regulate the relations and competitions between
and among business enterprises.

COURSE TITLE : COOPERATIVE PHILOSOPHY
COURSE DESCRIPTION
This study involves the identification of the different forms of cooperative enterprises;
their functions and socio-economic goals; and their role in attaining a balance and sustainable
growth of the national economy.

COURSE TITLE : ENTREPRENEURSHIP
COURSE DESCRIPTION
The course is designed to introduce the MBA students to the key concepts, theories,
practice, problems and skills associated with a high quality of entrepreneurial spirit. This will
help future entrepreneurs to function more effectively in the organizational environment,
improve key managerial skills and dramatically increase effectiveness to design more
innovative marketing tools and strategies. The end product of this course is to create jobs for
the unemployed through the implementation of the proposed business plan.
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COURSE TITLE : MANAGEMENT & ORGANIZATIONAL BEHAVIOR
Theories and models of individual and group behavior in organizations fundamentals of

organizational behavior; supervision and motivation of employees; problems of interpersonal
relationships.
II. COURSE OBJECTIVES:
The course aims to acquaint the students with the concepts, approaches, major
writings and research in organizational behavior. It also aims to enable students to relate their
knowledge and insights gained in the theoretical part with empirical situations, through the
analysis of cases in organizational behavior. Finally the course would encourage students to
explore alternative organizational forms, including their assumptions about human personality
and behavior.
III. COURSE CONTENT:
TOPICS TIME FRAME
1. Vision / Mission and Objectives of NEU 1st week
2. The field of Organizational Behavior
A. Introduction to OB 2nd week

1. The Origins of Management
2. Managerial Functions and Roles
3. Contributing Disciplines to the OB Field
4. TQM
B. Organizational Culture and Impact of 3rd week

Socio-Cultural Dimensions on Business
1. Organizational Culture and Social Value
2. Socialization and Culture
3. Social Culture, Role and Status
4. Characteristics of Effective Socialization
IV. Understanding and Managing Human Behavior
A. Individual Differences and Work Behavior 4th week

1. Individual Variables
2. Organizational Variables
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B. Motivation 5th week
1. Content Approaches
2. Process Theories
3. Motivational Models
C. Evaluating and Rewarding Individual Behavior 6th week

1. Performance Evaluation Methods
2. Reinforcement Theories
3. Rewards
D. Values, Attitudes and Job Satisfaction 7th week

1. Importance of Values
2. Sources of Value System
3. Types of Values
4. Ethical Behavior
5. Sources of Attitudes
6. Types of Attitudes
7. Measuring Job Satisfaction
8. Effect of Job Satisfaction on Employee Performance
9. How Employees can Express Job Dissatisfaction
V. Group Behavior and Interpersonal Influence
A. Group Behavior 8th week

1. Types of Groups
2. Reasons and Stages of Group Formation
and Development
3. Characteristics of Groups
B. Intergroup Behavior and Conflict

1. Why Intergroup Conflict Occurs
2. The consequences of Dysfunctional Intergroup Conflict
3. Management of conflict
C. Organizational Power, Politics & Negotiations 9th week

1. Concept and Sources of Power
2. Nature of Empowerment
3. Political Strategies and Tactics
4. Ethics, Power and Politics
MID-TERM EXAMINATIONS 10th week
VI. Organizational Processes
A. Leadership 11th week

1. Personal- Behavior Theories
2. Situational Theories
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3. Vroom-Jago Model
4. Attribution Theory
5. Charismatic Leadership
6. Transactional and Transformational Leadership
7. Multicultural Leadership
B. Communication 12th week

1. Communication Process
2. Communicating with Organizations
3. Interpersonal and Multicultural Communication
4. Barriers to Effective Communication
5. Improving Communication in Organization
C. Decision-Making 13th week

1. Decision-making Process
2. Behavioral Influences in Decision-making
3. Group Decision-making
VII. Issues in Organizational Design and Development
A. Organizational Structure and Design 14th week

1. Division of Labor
2. Delegation of Authority
3. Departmentalization
4. Span of Control
5. Organizational Design Model
B. Organizational Change and Development 15th week

1. Forces for Change
2. Diagnosis of a Problem
3. Selection of Appropriate Methods
C. Organizational Stress
1. Stress consequences
2. Stress Moderators
3. Stress Prevention and Management
Case Analysis Defense 16th-17th week
FINAL EXAMINATIONS 18th week
VIII. COURSE REQUIREMENTS:
1. two examinations
2. term paper / case write - up
3. case analysis
4. attendance and active participation in class discussion
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IX. REFERENCES:
1. Greenberg, Jerald and Baron Robert; Behavior in Organizations, 9E: QC; Pearson
Education South Asia PTE Ltd; 2007
2. Huczynski, Andrzej and Buchanan, David; Organizational Behavior, GE: QC; Pearson
Education South Asia PTE Ltd; 2007
3. George, Jennifer and Jones, Gareth 5E; Understanding and Managing Organizational
Behavior 5E: QC; Pearson Education; 2007
4. Robbins, Stephen P. ; Organizational Behavior (8th ed.) ; Singapore: Prentice Hall,
1998
5. Ivancevich, John M. and Matteson, Michael T.; Organizational Behavior and
Management (4th ed.), USA: Irwin, 1996
6. Kreitner, Bob and Kinicki, Angelo ; Organizational Behavior (3rd ed.); USA: Irwin, 1995
7. Newstorm, John W. and Davies, Keith; Organizational Behavior: Human Behavior at
work (10th ed.) ; New York: Mc Graw-Hill Companies, Inc. 1997
8. Martires, Concepcion R. and Fule, Galileo S.; Management of Human behavior in
Organization; Manila,: National Bookstore , 1993
9. Pilar, Nestor N, and Rodriguez, Rafael A.; Readings in Human Behavior in
Organizations; UP Diliman, Quezon City: Management Education Council, 1991
10. Steers, Richard M.; Introduction to Organizational Behavior (4th ed.); New York: Harper
Collins, 1991
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COURSE CONE : MBA 102
COURSE TITLE : MANAGEMENT ACCOUNTING & CONTROL
A core course in accounting that stresses the more analytical uses of accounting
information by managers and outside analysts rather than the procedural details that the
practicing accountant needs to know. The accounting module is oriented toward the non-
accountant user of accounting information to generate participant interest as in a management
development program. The course is divided into two parts; the first deals with financial
accounting and the second part deal with management accounting.
II. COURSE OBJECTIVES
1. General Objectives - To provide the students who have no background of

accounting, the procedural orientation of the subject
including the technical, conceptual, analytical, and user-
oriented aspects thereof.
2. Specific objectives
a. To serve as an introductory course especially to students who have no

prior training in accounting;
b. To compensate the students’ lack of experience from which skills are
acquired and developed, by solving case problems that simulate actual
situations;
c. To train students in analyzing a problems in weighing various factors
involved in it and in making some calculations; and,
d. To contribute to the students’ communication skills as well as to they
understand of accounting.
III. COURSE OUTLINE
Part I - FINANCIAL ACCOUNTING
1. Basic Accounting Concepts: the Balance Sheet
The Topic describes five of the eleven-concepts/the postulate from which principles of
accounting are derived such as: money measurement, entry, going-concern, cost, and dual
aspect. The balance sheet shows the financial condition of an entity as of a specified moment
in time. It consists of two sides. The assets side show the economic resources controlled by
the entity that are expected to provide future benefits to it and that were acquired at
objectively measurable amounts. The equities side shows the liabilities, which are obligations
of the entity, and the owners’ equity, which is the amount invested by the owners.
Required number of hours - 7.5
2. Basic Accounting Concepts: The Income Statement
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The topic introduces the idea of income as used in financial accounting and describes
the income statement, the financial statement that reports income and its determinants. The
remaining six of the eleven basic concepts are discussed which are; accounting period,
conservatism, realization, matching, consistency, and materiality. The income statement
summarizes the revenues and expenses of an entity for an accounting period. The balance
sheet and income statement has a definite relationship between them. The amount of net
income reported on the income statement, together with the amount of dividends, explains the
change in retained earnings between the two balance sheets prepared as of the beginning
and the end of the accounting period.
Required number of hours - 7.5
3. Accounting Records and Systems
The accounting procedures that are described provide the mechanical means for
making it easier to record and summarize transactions. Record keeping fundamentals of
bookkeeping has to learn by doing in preparation for solving accounting problems. The
account is a device for collecting information about each item that is to be accounted for. It
has two sides: the left - hands, or debits side, and the right - hand of credit side. The rules
are such that assets and expense accounts increase on the debit side whereas liabilities,
owners’ equity, and revenue accounts increase on the credit side. This maintains both the
equation: Assets = Liabilities + Owner’s Equities, and the equation: Debits = Credits. The
accountant makes use of a device called worksheet that facility that facilitates recording or
analysis and the preparation of financial statements.
Required number of hours - 12
PART II. MANAGEMENT ACCOUNTING
1. The Nature of Management Accounting
Management accounting is the process within an organization that provides information

used by an organization’s manager in planning, implementing, and controlling the
organization’s activities. As contrasted with financial accounting, management accounting is
optional rather than required; is not governed by GAAP; has more emphasis on the future;
includes more non monetary information; has less emphasis on precision; involves more
frequent reports which are use on a more timely basis; and does not expose the company to
lawsuits by users of the reports.
Required number of hours – 3
2. The Behavior of Costs (Variable Costing)
Understanding cost-volume relationships - how costs behave as the level of activity

changes - is necessary for understanding the various uses of management accounting
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information. The concepts of fixed and variable costs as well as step-function costs are thus
presented. Total variable costs change in direct proportion with volume, whereas, unit
variable cost is a constant. Total fixed costs do not vary with volume, but unit fixed cost
decreases as volume increases. Semi-variable costs can be decomposed into a variable
cost and a fixed cost component.
When a revenue line is superimposed on a Cost - Volume diagram, the diagram

becomes a profit graph. The profit graph shows the relationship between revenue and costs
(and hence the profit or loss) at any volume within the relevant range. A special case shown
on the profit graph is the break-even volume, which can be calculated by dividing fixed costs
by the unit contribution (unit price minus unit variable costs).
3. Short - Run Alternative Choice Decisions
The third use of management accounting information is making alternative choice

decisions. In such problems, the manager seeks to choose the best one of several alternative
courses of action. Differential costs and revenues are those that are different under one set of
conditions than they would be under another set. Differential costs always relate to a
specified set of future conditions. Variable costs are an important category of differential costs
in situations where changes in volume are involved.
When an alternative choice problem involves changes in costs but not in revenue or
investment, the best solution is the one with the lowest differential costs in so far as cost
information bears on the solution. When the problem involves both cost and revenue
considerations, differential revenues as well as differential cost must be estimated. The best
alternative is the one having the largest differential profit. Differential costs and revenues
rarely provide the answer to any business problem, but they facilitate comparisons and narrow
the area within which judgment must be applied in order to reach a sound decision.
IV. REFERENCES:
1. Bamber, et al; Managerial Accounting 5E: Qc; Pearson Education; 2007

2. Proctor, Ray; Managerial Accounting for Business Decisions 2E: Qc; Pearson; 2006
3. Atkinson, et al; Management Accounting, SE: Q.C.; Pearson Education; 2007
4. Brewer, et al: Managerial Accounting, 2E: New Your; Mc Graw Hill; 2007
5. Atkinson, Anthony, et al. Management Accounting. Prentice-Hall, Inc., 2001.
6. Lau, Amy. Managerial Accounting: An Overview. MacGraw-Hill, Inc. 1994.
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New Era University

COURSE TITLE : Research Methodology
A course that deals with the basic tools of business research through comprehensive
discussion of various research methodologies and techniques. The course emphasizes in
applied approach based on practical applications that give students a basic understanding of
the scope of business.
1. To provide students with the basic information needed to understand the

research process, from idea formation through data analysis and interpretation.
2. Enable students to use this knowledge to design their own research
investigation on a topic personal interest.
3. To provide a fundamental treatment of business research that stresses the
importance of research methods in business and non-profit organizations.
4. To develop a Model Business Research, namely: Project Feasibility Study,
Industry Study, Corporate Strategy Study, Case Study and Basic
Developmental Research or Research Proposals.
III. INTRODUCTION
IV. THE RESEARCH

- Overview of Research
- The New Research Paradigm
- Understanding the Concept of Research and Business Research
- Importance of Research and Business Research
- Steps in Conducting Research
- Common Type of Business Research
- Illustration of Research Guide: Project Feasibility Study
V. THE RESEARCH PROCESS

- Concept of Research Process
- Objective of Research Process
- Stages in Research Process
- System approach of Writing A Research
VI. FORMULATING RESEARCH PROBLEM

- Concept of Research Problem
- Sources of Research Problems
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- Considerations in Selecting a Research Problem
- Formulation of Research Objectives
- Strategy in Identifying Problem Areas
- Significance of Research Study
- Scope and Limitations of Research Study
VII. REVIEW OF RELATED LITERATURE

- What is Literature Review
- Purpose of Literature Review
- What Do I Write? How Do I Begin? What End Result?
- How To Review Related Literature. Local and Foreign Studies
VIII. FORMULATING THEORETICAL FRAMEWORK

- Concept and Components of:
- Theoretical Framework
- Conceptual Framework
- Operational Framework
- Understanding Between Hypothesis and Assumption
- Tools in Formulating Theoretical Framework
- Hypothesis, Assumption, and Operational Definition
IX. METHODS OF STUDY, DESIGN AND SOURCES OF DATA

- Concept of Research Design
- Function of Research Design
- Types of Research Design
- Concept and Steps in Sampling and Sample Design
X. METHODS OF DATA COLLECTION

- Primary and Secondary Data
- Guidelines in Data Gathering:
* Treatment, Presentation, Analysis, Interpretation
- Primary Tools of Collecting Data
* Observation, Interviewing, Questionnaire, Survey
- Data Collection Techniques
* Personal Interview, Telephone Interview, Mailed Questionnaire,
E-mail/Internet
- New Age of Secondary Information & Conducting Research
* The Internet, The Websites, The Search Engines
XI. ETHICAL ISSUES IN CONDUCTING RESEARCH

- Understanding the Importance of Ethics in Research Undertaking
- The Rights of Researcher
- The Rights of the Respondents
- The Rights of Sponsoring Clients
- Common difficulties in the Conduct of Research
XII. ANALYSIS AND PRESENTATION OF DATA

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- Understanding Data Entry Processing
- Steps in Data Processing: Raw Data, Editing, Encoding, Analysis
- Data Analysis
 Qualitative analysis, Statistical Techniques, Descriptive Statistics
- Descriptive Statistics: Frequency Distribution, Measures of Central tendency,
Measures of Variability
- Presentation of Data:
* Textual, Tabular, Graphical: Bar Chart, Pie Chart, Line Chart, and Graphic
Aids: Tables, Graphs, Charts
XIII. SUMMARY, CONCLUSION AND RECOMMENDATION

- Understanding Guidelines in Writing Summary of Findings, Recommendations,
and Conclusions\
- Significance of Summary, Conclusions and Recommendations to the Research Study
XIV. RESEARCH PROPOSAL

- Define
- What is to be done; How is to be alone; When it will be done;
What it will cost; Who will do it.
- Aspects of Research Proposals
 Overview, Historical Perspectives, Philosophical or Ideological Issues, theories,
Trends affecting Subject Matter, Main Problems, and Insights
- Importance of Research Proposal
XV. GUIDELINES IN THESIS WRITING AND ORAL DEFENSE

- Understanding the Concept of a Thesis
- Guidelines in Thesis Writings
- Thesis Proposal
- Role of the Adviser
- Role of Consultants
- Effective Advisorship
- Responsibilities of Thesis Advisee
- Table of Contents of a Thesis
- Component Parts of a Thesis
- Documenting Your Sources
 Footnotes: Ibidem [In the same plce] Op Ct, [In the work cited], Loc cit, [the place
cited]
 Bibliographies, End Notes, Appendices, Referencing
- Thesis Oral Defense:
 Schedule and Venue
 Defense Panel
 Other formalities
- Revision and Final Approval
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COURSE TITLE : BASIC INFERENTIAL STATISTICS
This course covers a comprehensive presentation of the basic statistical concepts and
principles used in the collection, tabulation, presentation, analysis and interpretation of data.
It will include discussion on the application of descriptive and inferential statistics.
A. GENERAL :
This course aims to provide the graduate students with the basic statistical skills in
accordance with the objectives of the University and the School of Graduate Studies in order
to prepare them for successful careers in their chosen fields of endeavors. At the end of the
course they are also expected to:
A. Recall their basic skills in solving problems related to business

statistics.
B. Demonstrate practical statistical knows how and skills in dealing with
everyday problems related to business and for their pursuits of research.
C. Manifest values for proper mind and character development particularly
honesty and truthfulness, self-discipline , initiative , resourcefulness ,
creativity, self-confidence and the like,
D. Evolve as discussants and presenters with self trust and discriminating
judgment ;
E. Demonstrate mental and emotional clarity as well as physical prowess
essential to survival and to compete globally..
B. SPECIFIC: SPECIFICALLY, THE STUDENTS ARE EXPECTED TO:
F. show skills in the methods of collecting, tabulating , or presenting ,

analyzing and interpreting both quantitative and qualitative data;
G. Recall their computational skills and techniques in operating various
formulas in solving statistical problems;
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H. Explain the usefulness of statistics and apply its tool to enhance their
personal, family, social, cultural, and spiritual aspects;
I. Display positive attitudes such as interest, enthusiasm, patience, and love
in doing their works.
J. Demonstrate skill in solving statistics problems.
III. COURSE OUTLINES TIME FRAME
1. Importance of measurement and evaluation 1 week

2. Principles of educational evaluation
2.1 Construction of Teacher-made Test

2.1.1 essay test 1 week
2.1.2 true-false test 1 week
2.1.3 multiple choice test 1 week
2.1.4 matching type test 1 week
2.2 Administration and Scoring of Test
2.2.1 validity 1 week
2.2.2 reliability 1 week
2.2.3 discriminating power 1 week
2.2.4 comprehensiveness 1 week
3. Analysis and Interpretation of Tests Results 1 week

3.1 Analysis of test Result 1 week
3.1.1 measure of central tendency/position 1 week
3.1.2 measures of variability 1 week
3.1.3 normal distribution 1 week
3.1.4 testing of hypothesis 1 week
3.1.5 goodness of fit test 1 week
3.1.6 analysis of variance 1 week
3.1.7 correlation of coefficient 1 week
VI. SUGGESTED ACTIVITIES
V. COURSE REQUIREMENTS
Report
Three (3) long examination
VI. REFERENCES MATERIALS
1. Asadorian, Malcolm O., Essentials of Inferential Statistics; University Press of

America; Published 2004
2. Huck, Schuyler W., Reading Statistics and Research (5th Edition); Publisher:
Allyn & Bacon; 5 edition (February 26, 2007)
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3. Sprinthall, Richard C., Basic Statistical Analysis (8th Edition); Publisher:
Allyn & Bacon; 8 edition (August 2, 2006)
1. Aquino, Gaudencio V. Educational Test and Measurement, Manila Philippines
National Books Store, 1987
2. Ferguzon, George and Yashio Taken, Statistical Analysis in Psychology and
Evaluation, U.S.A. McGraw Hills, 1985.
3. Garret, Henry, Statistics in Psychology and Education in Psychology New York. U.S.A.
David Mckay Company 1988.
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COURSE TITLE : CORPORATE PLANNING
This course deals with the systematic process for deciding the top decisions that an
organization must come up with and implement to ensure long-term success. Focus is made
on the strategies on how to go about the major changes to be made to an organization.
In accordance with the SGS’s objectives to prepare students for successful

careers in business and other related fields, at the end of the semester, the students
are expected to:
A. GENERAL
Develop their knowledge and skills in the preparation of a corporate plan

in relation to top management decisions that would ensure organizational
performance.
B. SPECIFIC:
1. To provide inputs that will be used in determining/identifying aspects in
the organization that would require changes or modifications.
2. To provide means in generating and evaluating possible solutions to
problems identified.
3. To prepare students on the major tasks and responsibilities of executives
in the top management level.
III. COURSE OUTLINE TIME FRAME
A. Introduction/Orientation on NEU and

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SGS Mission, Vision, Goals and Objectives 1st week
1. The Nature of Corporate Planning 2nd week

2. The Importance of Corporate Planning 3rd week
3. Who should do Corporate Planning? 4th week
4. The Stages in the Corporate Planning
Process
4.1 Formation of a Planning Team 5 week
B. Setting of Objectives and Targets
1. Forecasting and Analysis 6th week
2. Strengths and Weaknesses Analysis 7th week
3. Opportunities and Threats Analysis 8th week
5. Generating and Evaluating
Alternative Strategies 9th week
5. Selection of Strategies 10th week
6. Action Planning 11th week
7. Monitoring 12th week
MID-TERM EXAMINATION 13th week
C. Presentation of Corporate Plans

Group 1 14th week
Group 2
Group 3 15th week
Group 4 16th week
Group 5 17th week
Group 6 18th week
D. Synthesis and General Comments in the

Corporate Plans Presented 19th week
IV. REFERENCES:
1. Lynch, Richard; Corporate Strategy, HE: Q.C.; Pearson Education, 20055

2. Carpenter, Mason A. and Sanders, William Gerard; Strategic Management: Q.C.;
Pearson Education, 2007
3. Aaker, David A. Developing Business Strategies. John Wiley and Sons, Inc.,
1992
4. Argenti, John. Practical Corporate Planning. Unwin Hyman, Ltd. 1989
5. Collier, John. Corporate Environment. Prentice – Hall, 1995
6. Goldberg, B. & Sifonis, J. Dynamic Planning. Oxford University Press, Inc. 1992
V. COURSE REQUIREMENTS:
1. Mid-term Examination
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2. Final Examinations (or its equivalent)
3. Regular Attendance
4. Substantive Participation in class Discussions
5. Reports on Special Topics
6. Written and Oral Presentations on Corporate Plans
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New Era University

COURSE TITLE : FINANCIAL MANAGEMENT PROCESS
I. COURSE DESCRITIVE
The course covers the introduction to the scope and nature of Philippine corporate
finance, the analytical foundations, and the working capital ( or short-term) management of the
firm. It deals primarily with financial planning covering the areas of financial performance
evaluation, financial analysis, financial forecasting and budgeting. The students are provided
with the tools and techniques in cash management, accounts receivable management,
inventory management and management of short-term fund sources.
A. GENERAL OBJECTIVES:
To provide the student with an understanding of the current theorist in finance

and their relevance to the unique business conditions in the Philippine
environment.
B. SPECIFIC OBJECTIVES:
1. To enable the students to obtain a comprehensive understanding of

financial management,
2. to equip the students with the ability to apply the latest analytical
techniques to a variety of problems in financial management,
3. to help establish a link between finance theory and the practice of finance
including some implications of peculiar Philippine business conditions on
the financial policies and decisions in business enterprises, and
4. to develop and enhance the communications skills of the students.
TOPICS
1. Financial Statement Analysis 3 weeks

2. Financial Forecasting, Planning, and Budgeting 2 weeks
3. The Management of cash and Marketable Securities 1 week
4. Receivable Management 3 weeks
MID-TERM EXAMINATION 1 Week

5. Inventory Management 1 weeks
6. Working Capital Policy and Sources of Short-Terms
Funds 3 weeks
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CASE ANALYSIS ORAL PRESENTATION BY GROUP 4 weeks
FINAL EXAMINATION 1 Week
IV. COURSE REQUIREMENTS:
1. Case Analysis
2. Group Oral and Written Presentations
3. Substantive Class Participation
4. Mid-term and Final Examination
Financial Statement Analysis
Financial statements contain a wealth of information that can be used to assess the
financial health, performance and continued viability of an enterprise. Bank and other lending
institutions use financial statement information to evaluate credits worthiness. Brokers and
stocks markets analytic do likewise in justifying buy and sell recommendations. The most
common methods of financial statement analysis are ratio analysis, common-size (vertical)
analysis, and trend (time series, horizontal) analysis. The simple technique of establishing
relationship between and among two (or more) items presented in financial reports has proven
to be amore powerful and informative analytical device.
Required numbers of hours – 9
Financial Forecasting, Planning and Budgeting
Financial planning is concerned with the analysis of financial data for operating
decisions, investment decisions, and financing decisions. Key financial parameters include
the estimates of future earnings and cash flows and the resulting financing gap after paying
dividends, loans, and capital expenditures. Financial forecasting and planning tools that are
discussed are the financial statement method, cash budgeting, and pro forma balance sheet.
The financial statement method uses historical ratios of assets and liabilities to revenues in
forecasting the balance sheet and in estimating external funds needed. The components of
the cash budget include: a) cash receipts, b) cash disbursements, and c) the target cash
balance.
The Management of Cash and Marketable Securities
Cash management seeks to minimize the opportunity costs to maintaining liquidity. To

achieve this, efficient cash management system for receipts and disbursements must be
designed to collect cash at the shortest time and to control cash outlaws. Efficient
management of cash allows the firm to determine idle cash balances or cash deficits. Idle or
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surplus cash should be invested to earn income and deficits should be financed. The criteria
for managing marketable securities are: a) liquidity, b) investment risk, and c) income.
Receivable Management
The management of receivable is concerned with the magnitude of funds tied up in

trade and notes receivable, credit policies, billing and collection systems, and receivable
financing. Credit policies deal with the determination of credit terms, cash discounts terms
and collateral requirements. When credit policy is used to generate sales, the additional
profits must be compared with the additional costs from a more liberal credit policy which may
include the following: a) incremental bad debt losses, b) additional promotional costs of the
proposed policy, c) additional collection costs, d) carrying cost of additional investment in
receivable, and e) interest income waived on receivable, if any. Likewise, if cash discounts
are offered to customers, this should be compared with the opportunity savings from the
reduction in receivable due to accelerated collections.
Inventory Management
With the substantial amount of resources invested in inventories by manufacturing

companies, a sound inventory management must be in place. The topic includes the different
types of inventories: raw materials, work-in-process, and finished goods; and the three basic
inventory costs; holding or carrying costs; ordering or transaction costs; and stockout costs.
To determine the optimical order size, the economic order quantity (EOQ) model may be
used. The order point, however, is adjusted to account for lead-time and uncertainly in
demand. As a result of technological development, systems have been developed that have
dramatically reduced inventories in many companies. These include the just-in-time system
(JIT) and materials requirement planning (MRP).
Required numbers of hours – 9
Working Capital Policy and Sources of short-term Funds
Working capital policy is concerned with the manner in which the firm’s current assets
or working capital should be financed. Working capital consists of a permanent component as
well as seasonal or temporary requirements. In financing working capital, the three financing
strategies or approaches are a) the conservative approach, b) the maturity matching approach
and c) the aggressive approach. Some sources of short-term funds are a) bank loans, b)
commercial paper issues, c) trade financing, and d) receivable factoring. Commercial papers
are relatively cheaper than bank loans, trade financing and receivable financing. Small and
medium firms their working requirements through supplier’s credit.

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V. REFERENCES:
1. Weetman, Pauline; Financial and Management Accounting: An Introduction; 4E:

Q.C. Pearson; 2006
2. Harrison, et al; Financial and Managerial Accounting, IE: Q.C. ; Pearson Education;
2008
3. Valix, Conrado T. and Peralta, Jose F.; Financial Accounting: Manila, GIC Enterprises;
2007
4. Williams, et al: Financial Accounting: New York; McGraw Hill; 2004
5. Click, Reid W. & Coval, Joshua D. International Financial Management. Prentice-Hall,
Inc., 2002.
6. Daniels, John D. & Radebaugh, Lee H. International Business: Environments and
Operations. Pearson Education Asia., 2000.
7. Eakins, Stanley G. Finance: Investments, Institutions, and Management. Pearson
Education, Inc., 2002.
8. Fabozzi, Frank J., et al. Foundations of Financial Markets and Institutions. Person
Education, Inc., 2001.
9. Fraser, Lyn m. & Ormiston, Aileen. Understanding financial Statements. Prentice-Hall,
Inc., 2001.
10. Gitman, Lawrence J. Principles of Managerial Finance. Addison Wesley Longman,
Inc., 2003.
11. Keown, Arthur J., Martin, John D. Financial Management: Principles and Applications.
Pearson Education, Inc., 2005
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New Era University


COURSE TITLE : MANAGEMENT INDUSTRIAL RELATIONS
An overview of Industrial Relations as an academic discipline, a review of the various

theories on Industrial Relations, human resources management, economics, labor laws as the
four disciplines which are interdependent and connected in the study of Management
Industrial Relations.
1. To identify and interpret theories on IR that have bearing to management decisions,

stance of labor unions and the government’ s positions as well as identify as to
which among these theories applies to Philippine context.
2. To connect and analyze the implications/ impact of trends and issues of the
international economy to the local economy or Philippine context and the
dynamic global changes in the industrial policies.
3. To provide students with the SAP measures adopted by the three actors to sustain
their operations over time and select the best options that will preserve the
interest of each actor and the national economy in general.
4. To provide students with insights that enable students determine options and
alternatives for labor and management, with respect to sound decisions, as well
as the government policies for purposes of legislation that will guarantee
sustainability and stability of the national economy.
5. To select and formulate recommendations or alternative policies, management

theories suited for decision making with respect to the requirements of the times,
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as well as the strategic –choice of the state, labor, and management that will
guarantee their sustainability and stability amidst a dynamic industrial policies.
METHODOLOGY:
A combination of students’ active participation, reporting, case analyses, and lecture.

Topic will be divided to the students for their respective report and they will be required to
develop a research paper as they forecast implications and weigh its repercussions.
Discussion will follow after all reporters for a particular date are through with their turn
and time. Immediately after their talk, reporters will provide copies of the scope / coverage of
their report.
The students will be required to take midterms and finals. In addition, each student will
be required to submit an individual descriptive research, which will provide analysis in terms of
confirmation or rejection of the theories related, the decrepancies of theory and practice and
the forecast of any possible implications at the micro level and then providing
recommendations therefore.
1. Vision / Mission and Objectives of

New Era University 1st week
2. Theories on IR: Selected theories on
Management; Related Theories on
Human Resources Management,
The National Income Measures:
GNP, Per Capita Income, Theories on
Inflation and Unemployed, Fiscal Policies,
Monetary Policies and the Macro-Economic
Policies of the Marcos Regine,
Ramos Administration and the Aquino
Dispensation. 2nd weeks
3. Labor Unions: objectives, economic agenda
and programs: rights of labor organization
of labor unions; the reasons of unionism
labor side; the reasons of unionism
management side 3rd weeks
4. Unfair Labor Practices: Concept; ULP
committed by Employers; ULP committed
by unions: Landmark Cases of ULP and its
bearing on labor-management relations. 4th weeks
5. The Macro-Economic Policies of the Estrada
Administration: the Philippine Agenda 21:
An assessment of these economic
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policies for growth and development. 5-6th weeks
6. Mid-term 7th weeks
7. Structural Adjustment and Industrial Relations:
Measures adopted by the three actors:
Management, Unions and the Government:
Background and Cause in the Emergence
of Structural Adjustment Programs at the
international level and macro level.
Can we be spared from adopting measures
of Structural Adjustment. 8th weeks
8. Symposia / for a 9th weeks
9. Collective Bargaining – Concept, Procedures,
Organization, Negotiation, Administration.
Some Landmark cases and
Jurisprudence. Mandatory Benefits 10th weeks
10. Strategic Practices in Human Resources
Development in response to Structural
Adjustment. Some studies of selected firms
in Metro Manila; Methods of Job Evaluation
to Selected Industries. 11-12th weeks
11. Women and Industrial Relations –
Labor and Gender the Subordination
of Women to Men; Legislation’s to protect
women’s right to equal employment opportunities.
Successful stories of women who have
contributed to the national economy. 13-14th weeks
12. Compensation and Wage Administration –
The Goals of Compensation: Factors
being considered in Wage Administration.
Job Evaluation and the trends and issues
in Compensation. Some Mandatory provisions
for benefits and related perquisites.
Theories on Wages and Motivation. 15th&16th week
13. International Industrial Relations
Practices – Japan, Germany, U.S.A., England. 17th weeks
14. Final Examination 18th weeks
INTEGRATION
IV. COURSE REQUIREMENT
1. Active Participation, class discussion.

Case Analyses Lecture. 20%
2. Individual Report 20%
3. Midterm & Finals 30%
4. Term Paper 30%
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REFERENCES:
1. Gibson, Andy and Fraser, Douglas; Business Law/ 3E: Pearson Education 2007.
2. Mcdonal, Janis et al; Employment Discrimination Law: Problems, Cases and
critical Perspectives Pearson Education; 2006
3. Philippine Labor Review vol. 22, # 1 January, June 1998
4. Philippine Journal of Labor & Industrial Relations vol. 26, #1 & 2, 1998
5. FFW National Policy Workshop – conference on Structural Adjustments 2-5
September 1993.
6. Structural Adjustments & Emerging Labor Development Patterns – Ofreneo,
Rene U.P. SOLAIR
7. The Labor Code with comments & Cases vol. 1 & 2, CESARIO A. AZUNCENA
8. Philippine Journal of Labor & Industrial Relations vol. 13 #1-2 1991
New Era University
COURSE CODE. : MBA 124

COURSE TITLE : MARKETING MANAGEMENT
The course deals with the process of planning and execution of the concept of pricing,
promotion, and distribution of ideas and/or goods and services that will create exchanges to
meet individual and organizational objectives. This focuses on the theories and practices of
marketing for the students to know the basic task, various orientation, and critical functions to
successful marketplace.
A. General:
Demonstrate a thorough grasp of basic economic forces in the business

environment so that correct strategy in marketing can be intimately linked to the
emerging opportunities for Filipino businessmen and managers. Exhibit skills and
knowledge in the elimination of conflicts, coordination of policies, and integration of
enforcement of measures in a marketing organization. Articulate concepts and tools for
analyzing markets and factual marketing in handling the elements of the marketing mix.
B. Specific:
Discuss the requirements in a rapidly changing global economy explain the core
concepts of marketing describe the differing concepts of marketing exhibit skills in
analyzing marketing environment demonstrate abilities in developing marketing
strategies develop strategies for the global marketplace design a marketing plan design
effective advertising programs.
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III. COURSE OUTLINE:
TOPIC TIME FRAME
A. Introduction/Orientation on NEU and SGS 1st week

Mission and Vision, Goals and Objectives
Part I: Understanding Marketing Management

B. Marketing in the twenty-firsts Century 2nd week
C. Building Customers Satisfaction, Value,
and Retention 3rd week
D. Winning Markets: Market-Oriented
Strategies Planning 4rth week
Part II: Analyzing Marketing Opportunities

E. Gathering Information and Measuring
Market Demand 5th week
F. Scanning the Marketing Environment 6th week
G. Dealing with the Competition 7th week
H. Identifying Market Segment and
Selecting Target Markets 8th week
Mid-Term Examination 9th week
Part III: Developing the Marketing Strategies

F. Positioning the Market Offering Through the
Product Life Cycle 10th week
J. Developing New Market Offerings 11th week
K. Developing Global Market Offering 12th week
Part IV: Making Marketing Decisions

L. Managing Product Lines and Brands 13th week
M. Designing and Managing Services 14th week
Part V: Managing and Delivering Marketing Programs

N. Managing the Salesforce 15th week
O. Managing Direct and on-line Marketing 16th week
P. Managing the Total Marketing Effort 17th week
Final Examination 18th weeks
G. SUGGESTED ACTIVITIES: Lecture, class discussion, use of resource person,

film showing seminar, and case analysis.
IV. COURSE REQUIREMENTS: Regular attendance, active participation during

class discussion, passing series of tests and
quizzes, passing series of assignment, defense
of case analysis, and mini-marketing plan.
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V. TEXTBOOK
Kotler, Philip: Marketing Management (10th Ed.), New Jersey: Prentice
Hall, 2000
REFERENCES
1. Doyle, Peter and Stern, Phil; Marketing Management and Strategy, 4E:
Q.C.; Pearson Education: 2006
2. Winer, Russ: Marketing Management, 3E: Q.C. Pearson Education; 2007
3. Del Val, Edgar P:Marketing Management in the Phillipine Setting(13thEd.)

Ateneo de Manila University Press; National Book Store,1998
4. Davies,Mark: Understanding Marketing;Great Britain: Prentice Hall,1998
5. Go, Josiah: Marketing Plan, Manila:National Book Store, 1997
6. Evans, Joel R. and Berman,Barry Marketing ;USA: Prentice Hall,1997
7. Mudie,Peter: Marketing,An Analytical Perspective; Great Britain: Prentice

Hall,1997
8. Kotler,Philip, Swee Hoon Ang, Siew Meng Leong,and Chin Tiong
9. Tan: Marketing Managent: An Asian Perspective(International Ed.), Singapore:

Prentice Hall, 1996
10. Mersay,John A. and O’Oriscol, Aidan:Strategy and Process in Marketing; USA,

Prentice Hall,1996
11. Go,Josiah: Contemporary Maketing Strategy in the Phillipines Setting, 1996
12. Roberto,Eduardo:User Friendly Marketing Researce: Quezon City: Ateneo Manila

University Press,1996
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New Era University


COURSE TITLE : BUSINESS POLICY
A course deals with the roles, tasks and skills of the general manager leading the
overall enterprise or business unit. Emphasis is given on the administrative process of
coming up with an organization’s strategy.
In accordance with the SGS’s objectives to prepare students for successful

career in business and other related fields, at the end of the semester, the students are
expected to:
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A. General:
Be provided with adequate knowledge on the concepts of corporate

strategy and managing strategic processes.
B. Specific:
1. Be provided with a framework – an approach to the problems of the chief

executive in
1.1 Setting goals
1.2 Developing strategies
1.3 Elaborating long and short term plans
1.4 Seeing that those plans are fulfilled
2. Be guided in their tasks of developing management of executive

development programs.
Introduce/Orientation on NEU and SGS Mission,

Vision, Goals and objectives 1st week
1. The General Management Perspective

and Business Policy 2nd week
Case: Head Ski Company, Inc. 3rd week
2. The Total Environment of the Firm 4th week
3. Industry analysis – Positioning the Firm
in a Specific Environment 5th week
Case: Firestone, Inc.: Globalization 6th week
4. Personal Values and Corporate Strategy 7th week
Case: The Body Shop International 8th week
5. Relating Strategy to Social Responsibility 9th week
Case: Baybank Boston 10th week
MID-TERM EEXAMINATION
6. Building Strategy 11th week
Case: Harvard Business School 12th week
7. Building Organization Capabilities 13th week
Case: The Adams Corp. (A) 14th week
8. Transforming an Organization 15th week
Case: Richardson Sheffield 16th week
9. Building Relationships 17th week
10. The Strategy of Using Foreign Investors and
Licenses: A Philippine Perspective 18th week
FINAL EXAMINATION 19th week

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4. Substantive Participation in Class Discussion
6. Written and Oral Presentations of Case Analyses
REFERENCES:
1. Wheeler, Thomas L. and Hunger, J. David; Strategic Management and Business

Policy: Prentice Hall; New Jersey, 2004
2. Stacey, Ralph; Strategic Management and Organizational Dynamics, SE:
Pearson Education, 2007
3. David, Fred: Strategic Management 11th Ed: New Jersey; Pearson Education,
Prentice Hall; 2007.
4. Bower, Joseph, Business Policy: Managing Strategic Process. Richard D.
Irwin, Inc. 1995.
5. Soriano, Emmanuel V. Business Policy in an Asian Context. Sinag-Tala
Publishers, Inc., 1990.
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COURSE TITLE : HUMAN RESOURCE DEVELOPMENT
The first part of the course is the orientation of the University’s Vision, Mission,, Goals
and Objectives. A part of the discussion includes the guiding philosophy of School of
Graduate Studies of NEU.
The second part, introduce also the students with the knowledge of human resource
development concepts and principles that been proven sound in light of current practice in
organizations. It discusses the pivotal role of human resource development geared towards
organizational effectiveness, efficiency, productivity and profitability
The last part explains the human resources development areas as primary
process of integrated approach for better organizational performance.
A. The general objective
To gain a working knowledge on the strategic importance of human resource

development in organization. The course shall also update the students with trends of
human resource development techniques and strategies in the pursuit of achieving
organizational objectives. The students shall have oriented on the VGMO of NEU as
institution of learning and guiding philosophy of the School of Graduate Studies
B. Specifically, after the course the students shall have:
1. Discussed the NEUs Vision, Mission, Goals and Objectives and School of
Graduate Studies Philosophy and Objectives
2. Explained the need of developing human resources and its strategic
importance in organization
3. Articulated the human resource development concepts and principles
including development strategies and techniques in improving
organizational performance.
4. Pointed out the human development areas as primary process critical for
producing organizational key outputs.
5. Described human resource development trends that can be replicated in
workplace.
6. Described the advantages of “best practice” sharing of human resource
development institutions.
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Time Frame
Week No: 18 weeks
III. COURSE OUTLINE

1. Introduction / Orientation 1st week
1.1 NEU Vision, Mission, Goals and Objectives

1.2 NEU SGS Philosophy and Objectives
(General and Specific)
1.3 Orientation
 Description of the course
 Requirements
 Assignment & Researches, Class activities & projects
 Grading System
MG = 2CS + Midterm Exam.

3
Where MG = Midterm Grade
CS = Class Standing
= Attendance + Reports + Assignments
+ Researches + Class Activities / Projects
FG = 2CS + Final Exam

3
Where FG = Final Grade
AFG = MG + FG
2
Where AFG = Average Final Grade
2. Definition of Human Resource Development its

Concepts and Principles 2nd week
II.1 Strategic Importance of Human Resource
Development
3. Qualities / Skills of Human Resource Development

Practitioner 3rd week
3.1 Human Resource as Team Builder
3.2 Human Resource as Effective Planner
4. Human Resource as Problem Solver and

Decision-Maker 4th week
4.2 Human Resource as Effective Communicator
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5. Other areas of Human Resource Development

5.1 Training and Development 5th week
6. Organizational Development 6th week
7. Career Development 7th week
8. Managing Stress 8th week
9. Midterm Examination 9th week
10. Characteristics of Good Feedback 10th week
11. Effective Motivation & Productivity 11th week
12 Selection, Recruitment, Promotion & Strafing 12th week
13. Performance Evaluation System 13th week
14. Management by Objectives 14th week
15. Total Quality Management 15th week
16. Transactional Analysis 16th week
17. The Role of Research in HRD 17th week
18. Final Examination 18th week
IV. SUGGESTED ACTIVITIES
1. Lecture / Lecturer
2. Focused Group Discussion
3. Panel Discussion
4. Experiential Sharing
5. Case Study
6. Reporting (Individual / Group
7. Field Trip
V. REFERENCES:
1. RAIG, ROBERT L., (1996) Training & Development Handbook, A Guide to

Human Resource Development
2. CHERRINGTON, DAVID j. (1995) The Management of Human Resources 4th
Edition.
3. ANDRES, TOMAS D. (1998) Human Resources Development, The Philippines
Experience
4. DAVIS, KEITH (1985) Human Behavior at Work: Organization Behavior 97 th
Edition, New York: Mc Grawhill
5. CASIO, WAYONE F., (1982) Costing Human Resources: The Financial Impact
of Behavior in Organizations Massachusetts: Kerr.
6. SINGER, MARK., (1990) Human Resource Management, Boston: Allyn and
Bacon
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COURSE TITLE : MATERIALS & PROCESS MANAGEMENT
COURSE DESCRIPTION
Mathematical and statistical decisions for the design, operation and control of
production systems, forecasting, inventory, capacity, aggregate planning, scheduling,
maintenance, and cost control models.
I. COURSE OBJECTIVES
1.To use mathematical and statistical tools for decisions for the design, operation
and control of production systems, forecasting, inventory and scheduling.
2. To develop skills in analyzing operation system problems including
4 scheduling, capacity planning, maintenance, and cost control models, etc.
3. To appreciate the applications of mathematical and statistical techniques in
decision-making.
II. COURSE REQUIREMENTS
4. Active class participation/recitation

5. Prompt and regular attendance
6. Reports on assigned topics
7. Submission of assignment and other requirements
8. Quizzes and Final Examination
III. INSTRUCTIONAL CONTENTS
Lecture
Reports
Group Dynamics
Field trip/Symposium
IV. COURSE CONTENTS
TOPICS TIME FRAME
A. Production and Operation Management 2weeks

1. Function within Business Organization
3. Productivity
B. Decision Making 2 weeks
4. The decision Process
5. Decision Theory
C. Forecasting 1week
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6. Approaches to forecasting
7. Forecast that Use Time Series Data
8. Associate Forecasting Techniques
D. Design of Production Systems 2 weeks
9. Products and Service Design
10. Research and Development
11. Standardization
12. Computer-aid Design
E. Location and Planning 1 week
13. The Need for Location Decisions
14. Factors that Affect Location Decision
F. Process Selection and Capacity 1 week
14. Planning
15. Process Selection
15. Capacity Planning
G. Facilities layout 2 week
16. Basic Layout types
17. Cellular Layouts
18. Line Balancing
19. Designing Process Layout
H. Operating and Controlling the System 1 week
20. Aggregate Planning
21. The purpose and Scope of aggregate Planning
22. Techniques for Aggregate Planning
I. Inventory Management 1 week
23. Requirements for Effective
Inventory Management
J. Material Requirements Planning 1 week
24. MRP Inputs
25. MRP Processing
26. MRP Outputs
27. Capacity Requirements Planning
K. Just-in-time Systems 1 week
L. Scheduling 1 week
28. Scheduling in High-volume system
29. Scheduling in Intermediate-volume System
30. Scheduling in Low-volume System
31. Scheduling in Service System
F. Project Management 1 week
32. Grant Charts
33. PERT-CPM
FINAL EXAMINATION 1 Week
V. BIBLIOGRAPHY
Production / Operation
Management by William J
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Stevenson, 3/e
Production and Operations
Management, 2/e by
Jay Heizer
Production and Operations
Management by Health
VI. REFERENCES
Materials and Process Management

1. Business Process Management: A Practical Guide by Rashid N. Khan,
Publisher: Meghan-Kiffer Press (September 30, 2004)
2. Introduction to Materials Management, Subgenre: Material Science – Format:
Hardcover By: Stephen N. Chapman, Tony Arnold Jr., Lloyd M. Clive Prentice
Hall (06/01/2007)
3. Process Mapping, Process Improvement and Process Management by Dan
Madison, Publisher: Paton Press (August 12, 2005), Business Process
Management: Practical Guidelines to Successful Implementations, by John
Jeston, Publisher: Butterworth; 3rd edition (April 24, 2006)
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New Era University


COURSE TITLE : LEGAL ASPECTS OF THE MANAGEMENT
PROCESS
I. COURSE DESCRIPTION :
The course is an overview of the legal environment in which business takes place. It
discusses the legal aspect of the management process. It covers wide ongoing topics that
affect the daily management decisions and business strategies. It also hives students as
deeper and among business enterprises.
The course aims to acquaint the students with legal topics that may hasten or
mamper smooth management process. At the end of the semester the students are
expected to:
1. Explain why ethics is a must in the conduct of business management.

2. Discuss the different components of the legal environment of management.
3. Distinguish the forms of business organization.
4. Express an understanding of the regulatory environment of management.
5. Analyze some management cases that involve legal concerns.
III. COURSE REQUIREMENTS:
Attendance and service participation in class discussion

One examination
Term paper
Case Analysis
IV. COURSE OUTLINE
TOPICS TIME FRAME
A. Basic Principles
1. Ethics and the Law 1st week
2. Constitutional Basic for Business Regulation 2nd week
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3. Courts, Sources of Law, Litigation 3rd week
4. Agency and Administrative Law 4th week
B. Legal and Regulatory Environment

5. Forms of Business Ownership 5th week
6. Contracted, Sales, Torts 6th week
7. Product liability and Intellectual Property 7th week
8. Environment Law 8th week
MID-TERM EXAMINAITON 9th week
10. Criminal Law 10th week

11. Real Property and Land Use 11th week
12. Competition (Perfect, Monopoly, Oligopolistic) 12 week
13. Consume Protection 13th week
C. Human Resources and Business Ethics

14. Discrimination: Utility Rights, Justice 14th week
15. Employment Agreement 15th week
16. Labor – Management Relations 16th week
17. Securities Fraud and Inside Trading 17th week
FINAL EXAMINATION
V. REFERENCES:
1. Materials & Process Management

2. Business Process Management: A Practical Guide (Paperback) by Rashid N.
Khan (Author) Publisher: Meghan-Kiffer Press (September 30, 2004)
3. Introduction to Materials Management: Subgenre: Material Science – Format:
Hardcover By: Stephen N. Chapman, Tony Arnold jr., Lloyd M. Clive Prentice
Hall (06/01/2007)
4. Process Mapping, Process Improvement and Process Management (Paperback)
by Dan Madison (Author) Publisher: Paton Press (August 12, 2005) Business
Process Management: Practical Guidelines to Successful Implementations
(Hardcover) by John Jeston, Publisher: Butteworth; 3rd edition (April 24, 2006)
5. Bagley, Constance: Manager and the Local Environment: USA; West
Educational Publishing Co. 1999.
6. Urlacher, Lavern S. Small Business Entrepreneurship (An Ethics and Human
Relations Perspective) New Jersey; Practice Hall, 1999.
7. Velasquez, Manuel G. Business Ethics: Concepts and Cases: Singapore:
Prentice Hall, 1998.
8. Rose, Peter S., Money and Capital Markets: USA, Richard D. Irwin, Inc. 1994
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New Era University
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New Era University

COURSE TITLE : COOPERATIVE PHILOSOPHY & PRACTICES
COURSE DESCRIPTIVE
This study involves the identification of the different forms of cooperative enterprises;
their functions and socio-economic goals; and their role in attaining a balance and sustainable
growth of the national economy.
I. OBJECTIVES:
General – Justify the importance if cooperatives in the socio-economic

life of the people.
Specific – Acquire a working knowledge in organizing, managing and
registering of cooperatives under Republic Act No. 6939
METHODOLOGY:
Research Reporting and Class Interaction supplemented by Classificatory

Lecture.
II. COURSE CONTENTS: TIME FRAME
Part I: Cooperative Philosophy, History,

Concepts & Principles
1. Philosophy 2 weeks
1.1 Instrument of equitability
1.2 Social Justice
1.3 Economic Development
2. History 2 weeks
II.1 Robert Owen – Father of Cooperatives
II.2 Rochdale Society – The first coop. Establish
in Britain, 1844.
2.3 Cooperatives in Different Countries
2.3.1 Marketing Cooperatives: Denmark, Netherlands, Norway,

Sweden, France, United Kingdom
2.3.2 Supply or purchasing cooperatives: Great Britain,
Scandinavia & Australia
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2.3.3 Housing cooperatives: London, Melbourne, Sidney,
Bombay, & Delhi
2.3.4 Credit Union: Australia, Canada & U.S.A. and Phil.
2.3.5 Service Cooperative: U.S.A., Philippines
2.3.6 Worker Cooperative: Italy, France, Spain, Ireland,
Switzerland, iceland
2.3.7 Cooperatives in all aspects of life: Israel
3. Concepts 2 weeks
3.1. Cooperative, defined
3.2. Right to association
3.4. Common Bond on Interest
3.5. Voluntarism
3.6. Lawful & Common Ends
3.6.1. Social
3.6.2. Economic
3.7. Equitable Capital Contribution
3.8. Fair sharing in Risk & Profits
4. Principles 2 weeks
IV.1 Open & Voluntary membership
IV.2 Right to Association
IV.3 Common Bond Interest
IV.4 Division of Net Surplus
IV.5 Cooperative Education
IV.6 Cooperative Among Cooperatives
Part II: Cooperative Powers & Objectives
1. Powers & Capacities 2 weeks

1.1 Sue and be sued
1.2 Succession
1.3 Amend Articles of cooperation
1.4 Adopt By-laws
1.5 Acquire & Dispose properties
1.6 Join other cooperatives
1.7 Accept & receive grants, donation from foreign & domestic sources
1.8 Exercises any & all other powers granted by the Cooperatives Code
2. Primary Objectives 2 weeks

3.9. Province goods & services to members
3.10. Encourage savings 7 investments
3.11. Attain increase income & productivity
3.12. Promote equitable distribution of surplus
3.13. Provide maximum economic benefits
3.14. Teach the efficient ways of doing things in a cooperative manner
3.15. Propagate cooperative practices & new ideas in business & mgt.
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Part III. Cooperative Management & Operation
1. Management 1 week
1.1 Registering a cooperative
1.2 The General Assembly
1.3 The Board of Directors
1.4 Cooperative membership
1.5 Article of cooperative
1.6 The coop. By-laws
of
Cooperatives 1 week
2.1 Books to be kept open
2.2 Annual Report
2.3 Bonding Accountable office
2.4 Treat of cooperatives
2.5 Tax and other exemption
2.6 Privileges of cooperative
5 Cooperative Operation: Capital,

Property & Funds 2 weeks
3.1 Sources of Capital
3.2. Capital
3.3. Revolving Capital
3.4. Audit, Inquiry and Members Right to Examine
3.5. Annual Audit
3.6. Audit Report
3.7. Non-Liability for Deformation
3.8. Safety of Records
4. Audit, Inquiry and Members Right to Examine 1 week

4.1 Annual Audit
4.2 Audit Report
4.3 Non—Liability for Deformation
4.4 Safety of Records
5. Allocation & Distribution of Net Surplus 1 week

5.1 Net Surplus
5.2 Order of Distribution
6. Dissolution of Cooperatives 1week

6.1 Proceedings upon Insolvency
6.2 Voluntary Dissolution
6.3 Involuntary Dissolution
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6.4 Dissolution by Order of the Authority
6.5 Dissolution by failure to Organize & Operate
6.6 Cooperative Liquidation
REFERENCES:
1. Nolledo, Jose N.; Principles of Agrarian Reform, Cooperatives &

Taxation (12th & Revised Edition),
National Book Store, Inc., 1990
2. World Book Encyclopedia, Volume 4, p. 137-138;
World Book Inc., 1995
3. Republic Act No. 6939 otherwise known as “Cooperative Code of the
Philippines; Cooperative Development Authority, Quezon City, 1992.
New Era University
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New Era University


COURSE TITLE : ENTREPRENEURSHIP
The course is designed to introduce the MBA students to the key concepts, theories,
practice, problems and skills associated with a high quality of entrepreneurial spirit. This will
help future entrepreneurs to function more effectively in the organizational environment,
improve key managerial skills and dramatically increase effectiveness to design more
innovative marketing tools and strategies. The end product of this course is to create jobs for
the unemployed through the implementation of the proposed business plan.
At the end of the semester, the MBA students should be able to:
a. Learn the basic concepts, theories, principles and actual practices in

Entrepreneurship.
b. Provide a deeper insights into better management, investment, issues and
aspects of entrepreneurial business.
c. To develop the student’s creativity through the preparation of a viable and
deasible business plan.
d. To learn the newest and most innovative marketing tools, strategies,
theories, thrusts and tactics adaptable to budding entrepreneurs.
e. To expose students to problem situations draw from the experiences of well-
known entrepreneurs of basic business and other instructions.
f. To start and implemented as much as possible the proposed business plan
prepared by the MBA students.
III. COURSE CONTENTS: TIME FRAME
1. Entrepreneurship Process 1 week

2. Opportunity Recognition-Search
for High Potential Venture 1 week
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3. Entry Strategies 2 weeks
4. Market Opportunities ad Marketing 1 week
5. Creating a Successful Business Plan 2 weeks
6. Financial Projection – How to do the right way 1 week
7. Venture Capital 1 week
8 MID-TERM EXAMINATION 1 Week
9. Debt and other forms of Financing 2 weeks
10. External Assistance for Start-Ups
and Small Business 1 week
11. Legal and Tax Issues 1 week
12. Intellectual Property 1 week
13. Franchising 1 week
14. PRESENTATON OF BUSINESS PLANS 2 weeks
15. FINAL EXAMINATION 1 Week
III. COURSE REQUIREMENTS:
1. Examination (Midterm and Finals)

2. Written and Oral Reports
3. Business Plan
4. Substantive Class Participation
REFERENCES:
1. The Entrepreneur’s Book of Checklists, 1000 tips to start and grow your
business, 2nd edition, Robert Ashton, Pearson, Aug. 2007, Paperback, 224
pages
2. The Art of the Start: The Time-Tested, Battle-Hardened Guide for Anyone
Starting Anything, by Guy Kawasaki; Publisher: Portfolio Hardcover; 1edition
(September 9, 2004)
3. Thingking Like An Entrepreneur: How To Make Intelligent Business Decisions
That Will Lead To Success In Building and Growing Your Own Company, by
Peter I. Hupalo, Publisher: HCM Publlishing (March 2004)
4. Bygrave, William, Portale MBA in Entrepreneurship. John Wiley and Sons,
Inc., 1994.
5. Gregory, K. The total Business Plan: How to write, rewrite, and revise, latest
edition.
6. Mclaighlin, Harold J. The Entrepreneur’s Guide to Building a Better Business
Plan: A Step-by-Step Approach. J. Wiley and Sons, 1992
New Era University
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New Era University
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New Era University

COURSE TITLE : MANAGERIAL ECONOMICS
This course deals with the fundamentals of microeconomic theories and their
applications in managerial decision-making. It develops students’ economic way of thinking in
making business and personal decisions. Managerial economics deals with the decisions a
manager must make in the course of maximizing the value of the firm.
In accordance with the SGS’s objectives to prepare students for successful careers in
business and other related fields, at the end of the semester, the students are expected to:
A. General:
Develop their knowledge and skills in assessing and evaluating
organizational performance through case/ situation analyses – toward the
improvement of their decision-making capabilities.
B. Specific:
1. To show students (future entrepreneurs and business managers) how the

theoretical concepts can actually be used and implemented in real
decision-making.
2. To demonstrate the relation of managerial economics to other courses in
a business curriculum, such as finance marketing, business policy, and
quantitative analysis.
3. To teach the students the economic approach when making business and
personal decisions.
Introduction/Orientation on NEU and SGS mission,

Vision, Goals and objectives 1st week
1. The Nature and Scope on Managerial Economics 2nd week

2. Price and Pricing Strategies 3rd week
Case: Monitor Textile A 4th week
3. Simulation and Monte Carlo 5th & 6th weeks

Case: Weather Burn 7th week
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4. Linear Programming 8th week
Case: Sherman Motors 9th week
MID-TERM EXAMINATIONS 10th week
5. Market Bidding 11th week

Case: Warren Agency 12th week
6. Economics of Advertising 13th week
7. Economics of Marketing Management 14th & 15 weeks
8. Economics of financial Management 16th week
9. The Stock Market 17th week
FINAL EXAMINATION 18th week
4. Substantive Participation in class Discussion
6. Written and Oral Presentations of Case Analyses
V. REFERENCES:
1. Farnharm, Paul G.; Economics for Managers: New Jersey Prentice Hall; 2005
2. Keat, Paul G. and Young, Philip K.; Managerial Economics: Economic Tools for
Today’s Decision Makers, 5E: New Jersey; Prentice Hall; 2006
3. Maurice, Charles S. Managerial Economics. Richard D. Irwin, Inc.
1995.
4. Poblador, Niceto S. Theory of the Firm. U.P. Research Center, 1998
5. Salvatore, Dominick. Managerial Economics. Managerial Economics
In a Global Economy. McGraw Hall, Inc. 1996.

New Era University: School of Graduate Studies

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New Era University

SCHOOL OF GRADUATE STUDIES

_____ MBA 101 Management and Organizational Behavior 3

B. MAJOR FIELD OF CONCENTRATION………………………. 18 UNITS

_____ MBA 121 Corporate Planning 3

_____ MBA 127 Materials & Process Management 3

D. SEMINAR IN THESIS WRITING……………………………….... 3 UNITS

E. THESIS WRITING-------------------------------------------------------- 6 UNITS

Coverage: Subjects Units

A. BASIC COURSE…………………………………………………. 12 UNITS

_____ MBA 101 Management and Organizational Behavior 3

B. MAJOR FIELD OF CONCENTRATION………………………. 18 UNITS

_____ MBA 121 Strategic Management 3

_____ MBA 127 Production and Operations 3

D. SEMINAR IN THESIS WRITING………………………………... 3 UNITS

E. THESIS WRITING-------------------------------------------------------- 6 UNITS

Basic Courses - 12 units

BA - 133 Management & Marketing 3

New Era University

COURSE NUMBER : MBA 101

COURSE NUMBER : MBA 102

COURSE NUMBER : MBA 103

COURSE NUMBER : MBA 104

COURSE NUMBER : MBA 122

COURSE NUMBER : MBA 123

COURSE CODE : MBA 124

COURSE NUMBER : MBA 127

COURSE CODE : MBA 126

COURSE NUMBER : MBA 128

COURSE NUMBER : MBA 129

COURSE NUMBER : MBA 130

COURSE CODE : MBA 101

Theories and models of individual and group behavior in organizations fundamentals of

II. COURSE OBJECTIVES:

III. COURSE CONTENT:

TOPICS TIME FRAME

1. Vision / Mission and Objectives of NEU 1st week

2. The field of Organizational Behavior

A. Introduction to OB 2nd week

B. Organizational Culture and Impact of 3rd week

IV. Understanding and Managing Human Behavior

A. Individual Differences and Work Behavior 4th week

C. Evaluating and Rewarding Individual Behavior 6th week

D. Values, Attitudes and Job Satisfaction 7th week

V. Group Behavior and Interpersonal Influence

A. Group Behavior 8th week

B. Intergroup Behavior and Conflict

C. Organizational Power, Politics & Negotiations 9th week

MID-TERM EXAMINATIONS 10th week

VI. Organizational Processes

A. Leadership 11th week

B. Communication 12th week

C. Decision-Making 13th week

VII. Issues in Organizational Design and Development

A. Organizational Structure and Design 14th week

B. Organizational Change and Development 15th week

Case Analysis Defense 16th-17th week

FINAL EXAMINATIONS 18th week

VIII. COURSE REQUIREMENTS:

II. COURSE OBJECTIVES

1. General Objectives - To provide the students who have no background of

a. To serve as an introductory course especially to students who have no

III. COURSE OUTLINE