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Deceptive & Counter-Deceptive Machines .5
Deceptive & Counter-Deceptive Machines .5 (Founding) Symposium at IACAP 2013 When & Where: Specific T&P during conference span July 15{17 2013, TBA Kubrick's landmark film 2001 features an at once deceptive and counter-deceptive machine (HAL 9000), and deceptive and (desperately) counter-deceptive humans. Is this volatile mixture our future in a microcosm? Yes, and the mixture is materializing before our very eyes, in no small part because: humans bent on doing great harm can only succeed if they deceive; our best bet for thwarting such humans is probably to enlist the power of counter- deceptive machines; deceptive machines are becoming a crucial part of the Defense arsenal, for PSYOPS and more; and so on. But: Can machines really deceive us? Can they deceive each other? What is deception? Can there be both a science and engineering of machine deception and counter-deception? If so, what would it look like? How can we have a science and engineering of trust in a machine-human space if we don't understand deception and counter-deception? How can we effectively use machines to counter deception perpetrated by machines, and by humans? ::: On these topics, 4 presentations & a follow-on round-table discussion ::: (titles, abstracts, bios follow) A Future for Lying Machines Micah Clark & David Atkinson This talk addresses the present and future potential of autonomous systems that manipulate, mislead, and deceive. As we will show, such \lying machines" already exist, albeit in a nascent state. Lying machines have rather obvious applications in social networking, cyber-security, and state intelligence, as tools for both targeted subversion and broad persuasion campaigns. -
About the Contributors
343 About the Contributors Cassandra Sligh Conway is a Professor at a rural HBCU. Dr. Sligh Conway is an avid grant writer. In the past, she has been awarded over 1.5 million dollars in grant funds. Currently, she serves on grants related to mentoring students. Her research interests are distance education, working and providing services to persons with disabilities, mentoring faculty and students, digital education, and human resources. * * * Rashad Anderson is an Assistant Professor of Teacher Education SC State University; Campus Director of the Call Me MISTER Program and Lead Advisor for the 101 Black Men Society. Anthony Andrews is a Licensed Professional Counselor and has his own private practice, located in Charlotte, NC. Anthony is a North Carolina A&T alum who graduated with his MS in Rehabilitation Counseling in 2014. He is currently back at North Carolina A&T in his second year as a Doctorate Student in the “Rehabilitation Counseling & Counselor Education” program. Anthony is an Adlerian Therapist who focuses on assisting his clients with battling their own inferior feelings and finding meaning in life. Anthony has strong research interest in mentorship, specifically in young African American Males. He has spent a copious amount of time studying and researching methods of building mentoring programs in North Carolina. An- thony believes that mentorship is essential to success. Anthony plans on receiving his Ph.D. in 2019 and continuing to provide outpatient counseling along with the integration of supervision and teaching. Quintin Boston is currently an Associate Professor and Program Coordinator of the M.S. Rehabilitation Counseling program at North Carolina A & T in the Depart- ment of Counseling. -
USC Campus Careers Courses
International Student Guide 2015 Study Campus Careers USC Courses usc.edu.au/international Welcome to the University of the Sunshine Coast. At USC, we believe the best outcomes are achieved when students have access to both the academic services they require and the support services that build skills, confidence and commitment. Our students learn from the most highly awarded teaching and support staff in the nation, and benefit from flexible entry pathways, industry relevant degrees and excellent study facilities. Every year our graduates rate their experiences and the support they receive at USC very highly, and our alumni are making their mark both locally and globally. If you need any more information about USC, or your study options, please contact us. We look forward to meeting you. Professor Greg Hill Vice-Chancellor and President Connect: g usc.edu.au/international ? usc.edu.au/askusc m +61 7 5430 2843 M [email protected] f facebook.com/USCinternational y youtube.com/unisunshinecoast Published by University of the Sunshine Coast April 2014. Information contained in this publication was correct at the time of publishing; however, the University reserves the right to alter any course, procedure or fee. Prospective students should check for any amendments before submitting an application. For the most up-to- date information, visit www.usc.edu.au/international | All prices are in Australian dollars. | University of the Sunshine Coast is registered on the Commonwealth Register of Institutions and Courses for Overseas Students. -
Annual Report Academic Programme Quality 2019 / 2020
Annual Report Academic Programme Quality 2019 / 2020 Contents 1 Executive summary .......................................................................................................................... 3 2 The Covid-19 effect .......................................................................................................................... 5 3 Accreditations .................................................................................................................................. 7 3.1 NOKUT ..................................................................................................................................... 7 3.2 EQUIS ....................................................................................................................................... 7 3.3 EOCCS Re-accreditation ........................................................................................................... 7 4 Improvement projects in 2019/2020 ............................................................................................... 8 4.1 Revised Programme Quality System ....................................................................................... 8 4.2 Future Bachelor Model ............................................................................................................ 8 4.3 Digital exams - Wiseflow ......................................................................................................... 9 5 Quality assessment of programme portfolio ................................................................................ -
Owen Graduate School of Management
Owen Graduate School of Management Vanderbilt University 2017/2018 Archived 2017/2018 of Management Owen Graduate School Containing general information and courses of study for the 2017/2018 session corrected to 2 July 2017 Nashville School 2017/2018 The university reserves the right, through its established procedures, to modify the requirements for admission and graduation and to change other rules, regulations, and provisions, including those stated in this bulletin and other publications, and to refuse admission to any student, or to require the with- drawal of a student if it is determined to be in the interest of the student or the university. All students, full time or part time, who are enrolled in Vanderbilt courses are subject to the same policies. Policies concerning noncurricular matters and concerning withdrawalGraduate for medical or emotional reasons can be found in the Student Handbook, which is on the Vanderbilt website at vanderbilt.edu/student_handbook.Archived Management NONDISCRIMINATION STATEMENT In compliance with federal law, including the provisions of Titleof VII of the Civil Rights Act of 1964, Title IX of the Education Amendment of 1972, Sections 503 and 504 of the Rehabilitation Act of 1973,Owen the Americans with Disabilities Act (ADA) of 1990, the ADA Amendments Act of 2008, Executive Order 11246, the Vietnam Era Veterans Readjustment Assistance Act of 1974 as amended by the Jobs for Veterans Act, and the Uniformed Services Employ- ment and Reemployment Rights Act, as amended, and the Genetic Information Nondiscrimination Act of 2008, Vanderbilt University does not discriminate against individuals on the basis of their race, sex, sexual orientation, gender identity, religion, color, national or ethnic origin, age, disability, military service, covered veteran status, or genetic information in its administration of educational policies, programs, or activities; admissions policies; scholarship and loan programs; athletic or other university-administered programs; or employment. -
The Business School Rankings Dilemma
Ranking Report cover 8/16/05 10:44 PM Page FC1 . The Business School Rankings Dilemma A Report from a Task Force of AACSB International’s Committee on Issues in Management Education . Ranking Report body 9/8/05 1:51 PM Page 1 Contents The Business School Rankings Dilemma A Report from a Task Force of AACSB International’s Committee on Issues in Management Education AACSB International – The Association to Advance Collegiate Schools of Business 777 South Harbour Island Boulevard Suite 750 Tampa, Florida 33602-5730 USA Tel: 1+ 813-769-6500 Fax: 1+ 813-769-6559 www.aacsb.edu © 2005 AACSB International Ranking Report body 9/8/05 1:51 PM Page 2 Foreword usiness school rankings have been around since the late 1980s, when a couple of general business publications real- Bized that “best of” lists were a powerful sales tool. Since then, they have mushroomed. The rankings have consistently caused concern among AACSB International accredited schools and members. For instance, across various rankings different methodologies and data collection produce wide variations in results. Students and others often do not realize that usually only MBA programs are being evaluated. Nonetheless, most business schools continue to participate even though the cost in manpower and resources is high because the rankings garner so much atten- tion from prospective students, alumni, and major donors. A rankings task force of AACSB International’s Committee on Issues in Management Education (CIME) has created the following report to the Board of Directors that marks the beginning of a long-term initiative to place rankings in perspective and to expand access to students and employers to additional, relevant data they need to make decisions. -
Lee Business School WORKSHEET: BSBA Degree, Management, 2015-2016
Evaluator/Date Lee Business School WORKSHEET: BSBA Degree, Management, 2015-2016 Student: NSHE ID#: Students must activate the UNLV e-mail account at http://rebelmail.unlv.edu/activate. University Core Requirements Minimum C (2.0) grade required in all business and *pre- NSHE degree: AB AA AS major courses and all prerequisites for business courses. English Composition, 6 credits * Pre-major courses ENG 101 3 Additional Pre-major Requirement, 3 credits * ENG 102 3 *MATH 127/128/132/176/181/182 3 Constitution, 3-6 credits US Constitution 3 Business Core, 42-45 credits NV Constitution 1-3 Pre-major Business Courses 15-18 credits Math, 3 credits * ACC 201 3 MATH 124 or higher 3 * ACC 202 3 * ECON 102 3 Distribution Requirement, 18-19 credits * ECON 103 3 Humanities & Fine Arts, 9 cr. * ECON 261 3 * COM 101 3 * computer proficiency 0-3 Humanities 3 Humanities courses must be from two different areas. Upper-division Business Core Courses, 27 credits Fine Arts 3 FIN 301 3 Life & Physical Sciences & Analytical Thinking, 9-10 cr. IS 378 3 Science IS 383 3 Science MGT 301 3 Must include one lab Lab satisfied BLW 302 or MGT 303 3 PHIL 102 3 MGT 367 3 Social Sciences -- No additional credits required since this is MKT 301 3 satisfied with business requirements. SCM 352 3 First-year Seminar, 2-3 credits BUS 496 or 497 or 498 (capstone course) 3 Second-year Seminar, 3 credits 3 Required by all Business Majors, 6 credits (For a list of approved coures for the second-year seminar, COM 102 3 go to http://generaled.unlv.edu/core.) ENG 407A 3 Multicultural International For a list of courses that satisfy these requirements go to Major Courses, 24 credits http://facultysenate.unlv.edu/students/multicultural. -
Master of Science in Engineering Management
Applicants not holding an ABET-accredited undergraduate or MASTER OF SCIENCE IN graduate engineering degree must demonstrate or accrue the ENGINEERING MANAGEMENT following preparation prior to enrolling in EGM courses: • Mathematics: 12 hours (calculus, differential equations Master of Science in and statistics, or approved equivalent) Engineering Management • Engineering economy or equivalent; 3 hours • Science (chemistry and/or physics): 12 hours of approved Point of Contact: Yong Zhu, Ph.D. coursework The Master of Science in Engineering Management is a 30 • Engineering: 12 hours of approved coursework credit-hour program that integrates 15 hours of mandatory • Demonstrated ability with computer programming and/or engineering management courses with 15 hours of technical numerical analysis techniques electives or graduate project. The program is committed to the 4. Professional Recommendations: successful development of the upward-bound technical talent in industry. Entering students enjoy a curricular breadth and Applicants must submit two letters of professional flexibility unique to Wilkes University. recommendation. The program emphases include decision processes, Degree Requirements systems modeling, uncertainty analysis and risk assessment. Graduates will learn to effectively address and communicate the growing complexities of organizational performance and The Masters of Science Degree in Engineering Management decision processes as they prepare for leadership roles in requires a minimum of thirty (30) credit hours consisting of technical staff and technology management such as project fifteen (15) credits in CORE courses and fifteen (15) elective planning and execution, production flow, logistics, demand credit hours. forecasting, and quality improvement. The program also prepares students for further academic endeavors that may Typical Course Sequence lead to post-graduate or doctoral studies in Engineering Management, Industrial Engineering or other related First Semester Second Semester disciplines. -
Recognition Qualifications
RECOGNITION QUALIFICATIONS Guide for foreigners MCTES – Ministry of Science, Technology and Higher Education DGES – Directorate General for Higher Education 1 2 Index I. General Information about Portugal 5 II. Portuguese Education System 8 1. Pre-School Education 9 2. Basic Education 9 3. Secondary Education 10 4. Admission to Higher Education 12 5. Higher Education 14 6. Post-Secondary Education 19 III. Academic recognition 20 IV. Professional recognition 28 V. Useful contacts and information 30 1. Useful contacts 31 2. General information 33 VI. Annexes 36 1. Legislation 37 2. List of degrees/degrees acknowledged by 40 Decree-law 341/2007 of October 12th 3. List of higher education institutions in Portugal 50 3 Introductory remarks This guide, produced by NARIC (National Recognition Information Centre), is the result of the implementation of Measure 46 of the Immigrants Integration Plan which was approved by the Minister Council Resolution nº 63-A/2007 of May 3rd, and is under the responsibility of the Ministry of Science, Technology and Higher Education (MCTES). We aim to present, in a clear and objective manner, information that enables all of those potentially interested in understand the Portuguese higher education system, in particular, with regards to the recognition of foreign qualifications, thus contributing to the integration of foreign students and graduates who seek Portugal as their host country. We chose to organize this guide by chapters in order to ease the access to its contents by a larger audience. There was an effort to include in the annex a synthesis of the most recent legal framework regarding the higher education system, the most relevant legal diplomas on recognition of foreign higher qualifications as well as a list of higher education institutions that have been recognized by MCTES. -
The ACE Decision-Making Model When Choosing Between Options, Do You Rely on Cool Analysis Or Lively Intuition? Both Have Their Place, Yet Both Have Shortcomings
The ACE Decision-making Model When choosing between options, do you rely on cool analysis or lively intuition? Both have their place, yet both have shortcomings. Here’s a framework that helps you make smart decisions with rigour By Salman Mufti Find us on the web at www.qsb.ca/insight and on Twitter at @QSBInsight MAKING A DECISION COMES SO NATURALLY TO US that we rarely take the time to explore how we do it and whether or not the decision was the right one. When senior managers are asked how they make decisions, they often tell a similar story. They say they first identify the problem, About the author such as high employee turnover or low sales. They try to find the Salman Mufti is Associate reason behind the problem, then list various objectives or criteria for Dean and Executive Director of Queen's School of solving it, based on the company’s strategy. From this, they say, they Business Executive generate a number of options that are gauged against objectives. Out Education. He is also pops the decision. Associate Professor of Management Information Systems at Queen's School But when researchers actually observe senior managers make of Business and Visiting Associate Professor at The decisions, it is clear that the process has much more nuance. Intuition Johnson School of — a gut feeling — often dictates the final outcome. Management at Cornell University. He teaches and conducts research in the If analysis is the science of decision making, then intuition is the art areas of managerial decision of decision making. -
The Institutions of Corporate Governance
ISSN 1045-6333 HARVARD JOHN M. OLIN CENTER FOR LAW, ECONOMICS, AND BUSINESS THE INSTITUTIONS OF CORPORATE GOVERNANCE Mark J. Roe Discussion Paper No. 488 08/2004 Harvard Law School Cambridge, MA 02138 This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ The Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/abstract_id=###### This paper is also a discussion paper of the John M. Olin Center's Program on Corporate Governance JEL K4, H73, G34, G28 The Institutions of Corporate Governance Mark J. Roe* Abstract In this review piece, I outline the institutions of corporate governance decision- making in the large public firm in the wealthy West. By corporate governance, I mean the relationships at the top of the firm—the board of directors, the senior managers, and the stockholders. By institutions I mean those repeated mechanisms that allocate authority among the three and that affect, modulate, and control the decisions made at the top of the firm. Core corporate governance institutions respond to two distinct problems, one of vertical governance (between distant shareholders and managers) and another of horizontal governance (between a close, controlling shareholder and distant shareholders). Some institutions deal well with vertical corporate governance but do less well with horizontal governance. The institutions interact as complements and substitutes, and many can be seen as developing out of a “primitive” of contract law. In Part I, I sort out the central problems of corporate governance. In Part II, I catalog the basic institutions of corporate governance, from markets to organization to contract. -
Recognition of Bologna Masters Degrees in Europe
Recognition of Bologna Master’s Degrees in Europe Recognition of Bologna Master’s Degrees in Europe 2005-3507 / 001-001 SO2 61-NAR This research project report is published by UK NARIC. The project has been funded with support from the European Community. Reproduction is authorised provided the source is acknowledged. Please cite this publication as: UK NARIC et al., Recognition of Bologna Master’s Degrees in Europe, 2005, Cheltenham, England. © 2005 UK NARIC The National Recognition Information Centre for the United Kingdom Oriel House Oriel Road Cheltenham GL50 1XP e.: [email protected] w.:www.naric.org.uk 2 Contents Executive Summary ........................................................................................................ 4 Introduction / Chronology ................................................................................................ 5 1. Germany ..................................................................................................................... 7 1.1 Historical Background ............................................................................................ 7 1.2 Types of Master’s degree ...................................................................................... 8 1.3 Entry ...................................................................................................................... 9 1.4 Content .................................................................................................................. 9 1.5 Structure .............................................................................................................