ABEST21 Accreditation Kaizen Report 2017

ABEST21 Accreditation
APPENDIX
“The Kaizen Report 2017 (Format-A)”
FACULTY OF ECONOMICS & BUSINESS

DIPONEGORO UNIVERSITY
Address: Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA 50272
Phone: +62 24 76486851, 76486853, Fax: +62 24 76486852

Web: www.feb.undip.ac.id/en
29 June 2017
DETAILS OF SCHOOL
Name of School : School of Business
Name of Faculty : Faculty of Economics & Business
University : Diponegoro University
Address : Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA

50272
Phone: +62 24 76486851, 76486853,
Fax: +62 24 76486852
Web: www.feb.undip.ac.id/en
Proposed Program for : Master of Management and Master of Accounting

Accreditation
Dean : Dr. Suharnomo,MSi,
mail: suharnomo.undip@gmail.com
Contact Person : Anis Chariri, PhD, Akt
Email: anis_chariri@live.undip.ac.id
anis_chariri67@ymail.com
APPENDIX 1
PUBLICATION
LIST OF PUBLICATION
Periode June 2016 - May 2017
1. Suharno, Indah Susilowati, Sutrisno Anggoro, Dan Edy Yusuf A.G. 2016. The
Fisheries Management For Small-Scaler of Shrimp Fishers in Cilacap Using
Bionomics Model. International Journal Of Applied Business And Economic
Research (IJER) Vol.14 No.10 P. 6915-6920
2. Sri Nawatmi, Miyasto, Dan Akhmad Syakir Kurnia. 2016. The Impact Of
Globalization On Inflation In Indonesia.International Journal Of Applied
Business And Economic Research (IJER) Vol.13 No.3 P. 1213-1230.
3. Sucihatiningsih Dian Wisika Prajanti, Indah Susilowati. 2016. The prospect of

integrated farming system of crops-fish-husbandary as the survival strategy to
secure the farmers’ economy: case study in magelang – Indonesia. International
Journal of Economics and Financial Issues, 6(S6) 84-87
4. Shanty Oktavilia, Firmansyah Firmansyah. 2016. The Relationships of

Environmental Degradation and Trade Openness in Indonesia. International
Journal of Economics and Financial Issues, 6(S6) 125-129
5. Gregorius N. Masdjojo, FX. Sugyanto, Miyasto and R. Mariatmo. 2016. An

Empirical Study Of Foreign Exchange Reserve Through The Balance Of
Payment Of Indonesia Based On The Keynesian And The Monetary
Approach. International Journal Of Applied Business And Economic
Research (Ijaber). Vol 14. No 11: 7647-7674
6. Firmansyah, Shanty Oktavilia. 2015. Indonesian Economic Structure: An Analysis

of Temporal Leontief Inverse. JEPVol.16 No.2 Desember. DOAJ.
7. Agus Budi Santosa, FX. Sugiyanto and Dwi Setia Poerwono. 2017. Dornbusch
Sticky Price Model Test In Explaining The Exchange Rate Fluctuation Of Rupian
To American Dollar. International Jounal Of Economic Research (IJER) Vol.
14 Issues 4: 1-13.
8. Nuryakin and Berta Bekti Retnawati. 2016. Using Technological Relational

Capabilities to Investigate Marketing Performance in International Wooden
Market . Information (Japan). Vol. 19. No 7A. pp.2555-2564.
9. Sukresna, I.M.a, Hamilton, J.b, Tee, S.b. 2016. Channel relationships from the
perspectives of manufacturers and their connecting distributors in
Indonesia . Asia Pacific Journal of Marketing and Logistics. Volume 28, Issue
3,, Pages 525-546.
10. Hersugondo, Robiyanto, Wahyudi, S., Irene, R.D.P., 2016. The test of day of the
week effect and turn-of-month effect by using a garch approach: Evidence from
Indonesia capital market . International Journal of Economic
Research.Volume 13, Issue 1, Pages 153-163.
11. Suseno, B.D.ab, Dwiatmadja, C.c.2016. Technology transfer motive of managers
in Eastern Asia: Empirical results from manufacture industry in Banten province,
Indonesia. Problems and Perspectives in Management. Volume 14, Issue 2,
2016, Pages 36-45
12. Bambang Moertono, I. Made Putrawan, Syliviana Murni, Imam Ghozali. 2016.
Effect of organizational structure, leadership and trust on job performance of
employee: a case study on employee at universitas ternama. International
Review Of Management And Marketing, 6(4), 711-721.
13. Berta Bekti Retnawati dan Nuryakin. 2016. Developing salesperson performance:
the role of customer encountering competency portfolio, relational capital and
excellent customer heterogeneity. International Review Of Management and
Marketing, 6 (4) 891-897
14. Naili Farida, Elia Ardyan, dan Nuryakin. 2016. Gender differences in interest in
using electronic money: an application of theory planned
behaviour. International Review Of Management and Marketing, 6 (4) 898-904
15. Manaf, A., Suharnomo, Yuzal,H., Fisher, M. 2016. Inclusive approach: A

perspective towards more equitable housing provision? Housing, Care and
Support. Volume 19, Issue 3-4, Pages 81-92.
16. Farida, N., Ardyan, E. 2016. Repeat purchase intention of starbucks consumers
in Indonesia: A green brand approach. Trziste, Volume 27, Issue 2, Pages 189-
202.
17. Farida, N., Ardyan, E., Nuryakin, N. 2016. Gender differences in interest in using
electronic money: An application of theory planned behavior. International
Review of Management and Marketing. Volume 6, Issue 4, Pages 898-903.
18. Kin, N., Farida, N. 2016. Effects of convenience online shopping and satisfaction
on repeat-purchase intention among students of higher institutions in
Indonesia. Journal of Internet Banking and Commerce. Volume 21, Issue 2,
Article number 176, 19p.
19. Farida, N. 2017. Antecedent of innovation and marketing performance in Batik

industry. Advanced Science Letters, Volume 23, Issue 1, Pages 471-474.
20. Widodo, Yuwalliatin, S., Astuti, E.D. 2016. The development design of knowledge
quality based on knowledge networking and cross-functional integration towards
SMES’ innovative performance. Journal of Applied Economic Sciences. 10 (8)
21. Widodo, 2016. The implementation of knowledge strategy-based entrepreneurial

capacity to achieve sustainable competitive advantage. Source of the
Document International Business Management, 10 (9), pp. 1581-1591
22. Widjajanti, K., Widodo. 2016. Improving organizational innovation by human

capital, knowledge sharing and organizational learning base. Source of the
Document International Business Management. 10 (9), pp. 1599-1609
23. Nurhayati, Tatiek, Hendar. 2017. Customer Interaction Management Capabilities
on the Micro-Retail Fashion in Indonesia.Journal Of Relationship Marketing.
16 (1):1-20.
24. Juliarto, Agung. 2017. Managerial Ownership Infuencing Tunnelling

Behaviour. Australasian Accounting, Business and Finance Journal. Vol 7
(2): 25-46.
25. Nupus, H., Setiadi, R., Soesanto, H. 2016. The effect of social capital on the
product innovativeness and marketing performance in indonesian furniture small
and medium-sized enterprises. International Review of Management and
Marketing. Volume 6, Issue 7 Special Issue,Pages 355-360.
26. Anne Putri, Abdul Rohman, Dan Anis Chariri. 2016. Tax Avoidance, Earnings
Management And Corporate Governance Mechanism ( An Evidence From
Indonesia), International Journal Of Economic Research (IJER) Vol.13 No. 4
P. 1931-1934
27. Weli, Imam Ghozali, Dan Agus Purwanto. 2016. The Level Of The Enterprise
Software Usage And Firm Performance: User’s Satisfaction As A
Mediator. Information Vol.19 No. 7b P. 2943-2948
28. Dwi Theresia Hastuti, Imam Ghozali, Etna Nur Afri Yuyetta. 2016. The effect of
international financial reporting standars on the real earnings management and
internal control structure as a moderating variable, International Journal Of
Economics And Financial Issues, 2016, 6(4), 1807-1814.
29. Hengky Latan, Christian M. Ringle, Charbel Jose Chiappetta Jabbour. 2016.
Whistleblowing intentions among public accountants in indonesia: testing for the
moderation effects. Journal of Business Ethics. pp 1–16
30. Muhtar, Abdul Rohman, Anis Chariri. 2016. Opportunistic Behaviour And Public
Spending: The Case Of Indonesia.Corporate Ownership & Control. Vo.14,
Issue 1, (Continued 3)
31. Stefani Lily Indarto, Imam Ghozali. 2016. Fraud Diamond: Detection Analysis On
The Fraudulent Financial Reporting.Risk Governance And Control: Financial
Markets & Institution, Vol 6. Issue 6 (Continued 1)
32. Suleman H. A. Kahar, Abdul Rohman, Anis Chariri. 2016. Participative

Budgeting, Budgetary Slack And Job Satisfaction In The Public Sector. Journal
of Applied Business Research (JABR), Volume 32. Number 6
33. K.D Karlina Aprilia, Abdul Rohman, Anis Chariri and Imam Ghozali. 2016. Credit
Risk And Earning Management Mediated The Relationship Between Cash
Compensation And Bank Performance: Evidence From Indonesia. The Social
Science. Vol 11. No 21: 5060-5070
34. Syahril Djaddang, Imam Ghozali and Tarmizi Achmad. 2016. The Determinant
On Accrual Management And Earning Volatility: A Study Hedge And Unhedged
Company In Indonesia. The Social Science. Vol 11. No 21: 5071-5079.
35. Zulaikha, Ghozali, I., Hadiprajitno, P.T. 2016. Factors affecting the government
procurement fraud: The independent auditor’s point of view evidence from
Indonesia. Corporate Board: Role, Duties and Composition. Volume 12, Issue 3,
Pages 61-68.
36. Lilis Sulistyani, Imam Ghozali, Jaka Isgiyarta, 2017. ORGANIZATIONAL

CONTROL AND PERFORMANCE: AN EMPIRICAL STUDY OF FINANCIAL
INSTITUTIONS. Corporate Ownership and Control. Volume 14. Issue 3
(DOI:10.22495/cocv14i3art6 ).
37. Suratno Suratno, Syahril Djaddang, Imam Ghozali. 2017. The Role of Business
Risk and Non Debt Tax Shields to Debt to Equity Ratio on Pharmacy Listed
Companies in Indonesia. International Journal of Economics and Financial
Issues. Vol 17 (2): 73-80.
APPENDIX 2
CURRICULUM
CURRICULUM
MASTER OF ACCOUNTING
MISSION STATEMENT
The mission of Master of Accounting Program consistent with the mission and
objectives of the School of Business, and the mission and objectives of Diponegoro
University. The mission of the School is to be the centre of excellence in
graduating highly skilled business professionals through innovative
education and a broad range of research and community services.
MISSION STATEMENT
MISSION STATEMENT
PROGRAM STUDENT LEARNING OUTCOMES AND GOALS

A. Our graduates will be critical thinkers and will have an in-depth understanding of
Accounting principles, theories and concepts.
Goal 1: Each student will develop a deeper knowledge and understanding of
accounting principles, theories and concepts and be able to identify
business and government accounting problems and use the appropriate
research tools to develop effective solutions to accounting problems.
Goal 2: Each student will be able to analyze emerging developments and their
possible effect on accounting theory and practice.
B. Our graduates will understand professional responsibilities and ethics.

Goal 1: Each student will be able to recognize ethical weaknesses in accounting
situations and be able to propose effective solutions to those
weaknesses.
Goal 2: Each student will understand his/her professional responsibilities and the
role of corporate governance, risk management and internal controls.
C. Our graduates will be proficient in the assessment and use of accounting

information and technology.
Goal 1: Each student will understand the importance and elements of high quality
accounting information and the role of technology.
Goal 2: Each student will understand how to assess and use information and
exercise appropriate judgment.
PRE SEMESTER
Code Subject Credit
EMA 22601 Financial Accounting 3
EMA 22602 Cost and Management Accounting 3
EMA 22603 Auditing 3
EMA 22604 Business Statistics 3
Total Credit 12
CORPORATE ACCOUNTING SPECIALIZATION

Semester Subject Credit
I 12
EMA 22611 Accounting Theory 3
EMA 22612 Public Sector Accounting 3
EMA 22613 Forensic Accounting 3
EMA 22614 Philosophy of Science 3
II 12
EMA 22621 Strategic Management Accounting 3
EMA 22622 Study of Accounting Standards 3
EMA 22623 Accounting Information Systems and Control 3
EMA 22700 Research Methodology 3
III 15
EMA 22631 Business Analysis and Valuation 3
EMA 22632 Governance and Business Ethics 3
EMA 22633 Tax Management*
3
EMA 22634 Corporate Risk Management*
EMA 22701 Research Proposal 3
EMA 22702 Quantitative: Multivariate Analysis*
3
EMA 22703 Qualitative: Sociology in Accounting*
IV 6
EMA 22800 Thesis 6
Total Credit 45
* Optional subject
GOVERNMENTAL ACCOUNTING SPECIALIZATION

I 12
II 12
EMA 22624 Governmental Accounting Systems 3
EMA 22625 Governmental Budgeting and Performance Evaluation 3
EMA 22626 Administrative Law 3
III 15
EMA 22635 State Financial Auditing
EMA 22636 Governance and State Financial Management 3
EMA 22637 Governmental Assets Management*
Contemporary Issues in Public Sector Accounting* 3
EMA 22638
EMA 22701
Quantitative: Multivariate Analysis*
3
Qualitative: Sociology of Accounting*
EMA 22702
IV 6
EMA 22800 Thesis 6
Total Credit 45
* Optional Subject
FORENSIC ACCOUNTING SPECIALIZATION

I 12
II 12
EMA 22627 Internal Control Systems 3
EMA 22628 Economic and Technology Cyber Crime 3
EMA 22629 Criminal Law 3
III 15
EMA 22639 Investigative Audit
EMA 22640 Financial Statement Fraud 3
EMA 22641 Criminology*
3
EMA 22642 Contemporary Issues in Forensic Accounting*
EMA 22701 Quantitative: Multivariate Analysis*
3
EMA 22702 Qualitative: Sociology of Accounting*
IV 6
EMA 22800 Thesis 6
Total Credit 45
* Optional Subject
MASTER OF MANAGEMENT
NEW CURRICULUM
VISION
To be a learning resource graduating a highly professional in management with a broad
range of knowledge development
MISSION
 To serve community better through development, dissemination and application of
sciences in management
 To inspire and implement a broad range of researches
 To improve and develop a learning environment with outstanding professionalism,
teaching and academic quality.
No. Learning Goal Learning Objectives
Graduates demonstrate The ability to develop rational management solutions
1 professional ability in the field of The ability to develop strategic scenario in management
management and business
Graduates demonstrate the The ability to design management research.
ability to conduct research in the The ability to apply management research
2
field of management and The ability to disseminate management research
business

Produce research with the funding from relevant
To produce quality research in institutions (The Ministry of Research, Technology and
1 the field of management and Higher Education)
business Generate applied research in the field of management
and business with third party funding source.
To produce quality publications To publish in national journal
2 in the field of management and To publish in international journals
business

Community service in accordance with the thematic
Conducting community service areas of science
1
projects Community service in accordance with the needs of the
campus environment.
Learning Objective by Course

The ability to The ability to The ability to The ability to The ability to
develop rational develop design apply disseminate
SUBJECTS solutions in the strategic research in the management management
field of scenario in field of research research
management management management
Introduction To Business
Management √ √
Business Communication √ √
Entrepreneurship √ √
Statistics For Managers √ √ √ √ √
Introduction to Economics For
Managers √ √ √ √ √
SEMESTER 1- COURSES (18 credits - 4-6 months)
SUBJECTS
Problem Solving and Decision
Making √ √ √ √ √
Marketing Management √ √ √ √ √
Financial Management √ √ √ √ √
Human Resources Management
and Ethical Leadership √ √ √ √ √
Operational Performance
Management √ √ √ √ √
Strategic Management √ √ √ √ √
Spesialistics (Elective Courses): Marketing Management
SEMESTER 2 - COURSES (12 credits - 4-6 months)
Managerial Accounting √ √ √ √ √
Strategic Marketing √ √ √ √ √
Consumer Behaviour Analysis √ √ √ √ √
Marketing Research √ √ √ √ √
Managerial Economics √ √ √ √ √
Sales and Distribution Management √ √ √ √ √
Product Portfolio Analysis and
Brand Management √ √ √ √ √
Seminar in Marketing Management √ √ √ √ √
Thesis Supporting Course √ √ √ √ √
Soft Competence for Managers √ √ √ √ √
Thesis √ √ √ √ √
Spesialistics (Elective Courses): Financial Management
Portfolio and Investment
Business Planning and Corporate
Budgeting √ √ √ √ √
Research in Finance √ √ √ √ √
Lialibilities and Assets Management √ √ √ √ √
Risk Management √ √ √ √ √
Seminar in Financial Management √ √ √ √ √
Thesis √ √ √ √ √
Spesialistics (Elective Courses): Human Resources Management

Organizational Behaviour Analysis √ √ √ √ √
Compensation Management √ √ √ √ √
Research in Human Resources
Training and Development
Smart Emotions For Managers √ √ √ √ √
Seminar in Human Resources
Thesis √ √ √ √ √
Spesialistics (Elective Courses): Strategic Management

Strategic Planning √ √ √ √ √
Competitive Advantage Strategy √ √ √ √ √
Research in Strategic Management √ √ √ √ √
Business Portfolio Analysis √ √ √ √ √
Innovation Management and
Organizational Development √ √ √ √ √
Seminar in Strategic Management √ √ √ √ √
Thesis √ √ √ √ √
STUDYGUIDE
2016-2017
MASTER OF MANAGEMENT
(M.M.)
UNIVERSITAS DIPONEGORO
INDONESIA
Table of Contents
FOREWORD......................................................................................................................................... 4
CURRICULUM...................................................................................................................................... 5
Curriculum for Master in Management (Marketing) ..................................................... 6
Curriculum for Master in Management (Finance) .......................................................... 7
Curriculum for Master in Management (HR) ................................................................... 8
Curriculum for Master in Management (Operation)...................................................... 9
Curriculum for Master in Management (Strategic Management) ........................... 10
Curriculum for Master in Management (Strategic Management for Public

Sector) ...................................................................................................................................... 11
COURSE DESCRIPTION ................................................................................................................. 13
A. MANDATORY SUBJECTS FOR ALL CONCENTRATIONS ................................. 13
SEMESTER I COURSES .......................................................................................... 13
SEMESTER II COURSES......................................................................................... 16
SEMESTER IV COURSES........................................................................................ 16
B. SUBJECTS FOR HUMAN RESOURCES MANAGEMENT MAJOR..................... 25
SEMESTER III COURSES ....................................................................................... 26
C. SUBJECTS FOR MARKETING MAJOR.................................................................. 18
D. SUBJECTS FOR STRATEGIC MANAGEMENT MAJOR ...................................... 33
E. SUBJECTS FOR PUBLIC SECTOR STRATEGIC MANAGEMENT MAJOR...... 37
2
F. SUBJECTS FOR FINANCE MAJOR........................................................................ 21
3
FOREWORD
Assalamu’alaikumwarahmatullahiwabarakatuh,
The Master of Management Program,

UniversitasDiponegoro (MM Undip) is aware that it is
very important that students know what they can
expect when they start to study at MM Undip. We
would like to keep our connections within and outside
MM Undip informed about what we do and support.
This study guide is presented so students can have
adequate information and consideration about their
study route at MM Undip. It will also help students
who would like to plan part of their study at our
partner universities abroad. Course descriptions,
literatures andECTS conversion were included in this study guide.
We hope that you have found the answers to your questions and/or have been
informed about Undip in general and MM Undip in particular, after going through
this study guide. Please do not hesitate to contact us if you have any questions or
would like to know more about certain topics.
Wassalamu’alaikumwarahmatullahiwabarakatuh.
Dr.Susilo Toto Rahardjo

Head of Master of Management Study Program
4
CURRICULUM
The Master of Management program offers 5 concentrations: Marketing, HRM,

Finance, Strategic Management and Public Sector Strategic Management. Students
can choose their study concentration on the second semester. Therefore, all
students will have the same subjects on their first semester.
On the second semester, students will be grouped based on their concentration.

Students can also start working on their thesis at the beginning of this semester,
since at the start of this semester they will have their thesis supervisors appointed.
The normal study period is 4 semesters (approximately two years); however,

students must not exceed the maximum study period of 8 semesters after their
enrolment.
The following page will present the curriculum for each concentration offered in the
program.
5
Curriculum for Master in Management (Marketing)
Semester 1:
CODE SUBJECT SKS ECTS
1 EMM 22 610 Marketing Management III 3 4.5
2 EMM 22 611 Finance Management III 3 4.5
3 EMM 22 612 HRM and Ethical Leadership 3 4.5
4 EMM 22 613 Operations Management III 3 4.5
5 EMM 22 614 Strategic & Scenario Building Management 3 4.5
Semester 2:
1 EMM 22 615 Problem Solving and Decision Making 3 4.5
2 EMM 22 622 Strategic Marketing 3 4.5
3 EMM 22 623 Consumer Behaviour Analysis 3 4.5
4 EMM 22 616 Research Project I 3 4.5
Semester 3:
1 EMM 22 620 Sales and Distribution Management 3 4.5
2 EMM 22 621 Product Portfolio Analysis and Brand 3 4.5
Management
3 EMM 22 617 Research Project II 3 4.5
Semester 4:
1 EMM 22 618 Thesis Support 0 0
 Mix Method Research
 Regression and Path Analysis using
SPSS
 SEM Analysis using AMOS
2 EMM 22 619 Thesis 6 9
3 EMM 22 700 Internship and International Conference 0 0
*Assumption:
1 sks = 36 hours per semester
1 ECTS = 25 hours per semester
6
Curriculum for Master in Management (Finance)
Semester 1:
Semester 2:
2 EMM 22 630 Portfolio and Investment Management 3 4.5
II
3 EMM 22 631 Business Planning and Budgeting 3 4.5
Semester 3:
1 EMM 22 632 Asset and Liability Management II 3 4.5
2 EMM 22 633 Risk Management II 3 4.5
Semester 4:
SPSS
2 EMM 22 619 Thesis 6 9
*Assumption:
7
Curriculum for Master in Management (HR)
Semester 1:
Semester 2:
2 EMM 22 640 Organizational Behaviour Analysis 3 4.5
3 EMM 22 641 Compensation Management 3 4.5
Semester 3:
1 EMM 22 642 Training and Development Management 3 4.5
II
2 EMM 22 643 Industrial Relationship Management II 3 4.5
Semester 4:
SPSS
2 EMM 22 619 Thesis 6 9
*Assumption:
8
Curriculum for Master in Management (Operation)
Semester 1:
Semester 2:
2 EMM 22 650 Supply Chain Management 3 4.5
3 EMM 22 651 Quality Management 3 4.5
Semester 3:
1 EMM 22 652 Operations and Service Industry 3 4.5
Management
2 EMM 22 653 Warehouse Management 3 4.5
Semester 4:
SPSS
2 EMM 22 619 Thesis 6 9
*Assumption:
9
Curriculum for Master in Management (Strategic Management)
Semester 1:
Semester 2:
2 EMM 22 660 Strategic Planning 3 4.5
3 EMM 22 661 Competitive Advantages Strategic 3 4.5
Semester 3:
1 EMM 22 662 Business Portfolio Analysis 3 4.5
2 EMM 22 663 Innovation Management and 3 4.5
Organisational Development
Semester 4:
SPSS
2 EMM 22 619 Thesis 6 9
*Assumption:
10
Curriculum for Master in Management (StrategicManagement
for Public Sector)
Semester 1:
Semester 2:
2 EMM 22 670 Public Sector Performance Planning and 3 4.5
Evaluation
3 EMM 22 671 Public Sector Portfolio and Investment 3 4.5
Management
Semester 3 :
1 EMM 22 672 Quality Management of Public Sector 3 4.5
Services
2 EMM 22 673 Diversity Management 3 4.5
Semester 4 :
SPSS
2 EMM 22 619 Thesis 6 9
11
*Assumption:
12
COURSE DESCRIPTION
A. MANDATORY SUBJECTS FOR ALL CONCENTRATIONS
SEMESTER I COURSES
(EMM 22 610) Marketing Management III (3 sks/ 4.5 ects)

This subject focuses on providing students with an understanding of the principles
of marketing and marketing management. It is designed to develop analytical and
decision making skills in marketing. Students will learn the marketing concept and
be introduced to frameworks to analyse: product markets; marketing tools and
strategies such as segmentation, differentiation and targeting; and positioning
tactics using the marketing mix (product, price, promotion and distribution
channels). The goal is to develop students’ marketing mind and awaken their new
perspectives in viewing the world.
References:
 Kotler, Philip and Keller, L. Kevin. 2015. Marketing Management (15th
Edition). Prentice Hall.
(EMM 22 611) FINANCIAL MANAGEMENT(3 sks/ 4.5 ects)

The course has three main objectives:
 Develop an understanding of the tools that are used to value investment
projects and companies (valuation).
 Understand the basic issues involved in how firms should raise funds for their
real investments (financing).
 Evaluate how investment and financing decisions are related.
Emphasis will be placed on appreciating the limitations and challenges that are
faced when applying the theoretical framework of corporate finance to real world
problems.
13
References:
 Brealey, R. A., Myers, S. C., and F. Allen, 2014, Principles of Corporate
Finance, 11 th edition, McGraw-Hill.
(EMM 22 612) HRM & Ethical Leadership (3 sks/ 4.5 ects)

The purpose of this course is to enhance in the students the awareness and
understanding of the importance and function of Human Resources Management
and Leadership.
The focus of this subject is to gain better in-depth understanding on factors

affecting HR management aspects nowadays such as changing workforce
composition (The aging and retirement of many workers,the increasing diversity of
the workplace (both racial/ethnic and other factors), and the growth of work-life
issues) as well as globalisation. In an increasingly globalized world, it is essential
for largenational companies and also international companies to bring the human
resource function within core corporate strategy.
The course also explores the many facets of leadership and leadership development
in teams and organizations and the processes by which people affect change in a
variety of roles and situations.
References:
 Dessler, G. 2014. Human Resource Management 14th Ed. Pearson Education
 Armstrong, M. & Taylor, S. 2014. Armstrong’s handbook of Human Resource
Management Practice. 13th revised edition. Kogan Page Ltd
(EMM 22 613) Operations Management III(3 sks/ 4.5 ects)

The course is designed to provide a solid foundation and deeper understanding of
how the operations function contributes to ensuring effective and efficient flow of
materials and information within and outside the organization.
The course draw on broad managerial perspective emphasizing the strategic impact
of the operations decisions and the interfaces between operations and the other
14
functional areas of the organization. We will look at the operations function in both
service and manufacturing context and investigate how it provides sustainable
competitive advantage along the dimensions of cost, quality, delivery, flexibility and
innovation.
The course will introduce students to several decision making areas in operations,
including operations and supply chain strategy, process design, innovation, quality
management, inventory management and project management. Cases will be used
to learn how these concepts might be applied within organisation.
References:
 Jacobs, F.R. Chase, Richard, (2013). Operations and Supply Chain
Management 14th ed. McGraw-Hill/Irwin.
 Jay Heizer, Barry Render, Chuck Munson, (2016). Principles of Operations

Management: Sustainability and Supply Chain Management, 10th ed.
Pearson Education.
(EMM 22 614) Strategic and Scenario Building Management(3 sks/

4.5 ects)
This course provides students with knowledge, basic concepts, and skills in strategic
management. The ultimate goal is to formulate and implement a business strategy
for not-for-profit and for profit companies.
References:
 Hitt, M.A;Ireland, R. D; Hoskisson, R.E. (2014), Strategic Management:
Concepts and Cases: Competitiveness and Globalization. Cengage Learning
 Fred David (2010), Strategic management: concepts and cases . 13 th
edition. Prentice-Hall
15
SEMESTER II COURSES
(EMM 22 615) Problem Solving and Decision Making (3 sks/ 4.5

ects)
This course will examine current research on reasoning, problem solving, decision
making as well as other topics such as happiness, morality, and public policy.
Decision makers need to be able to think effectively about the inputs into a decision
analysis, whether to trust the analysis, and how to use the outputs to guide actions
by themselves and their firms. And, most important of all, decision makers need to
know how to make effective, unaided intuitive decisions, and to recognize the limits
on their intuitive skills.
References:
 Ariely, Dan (2009). Predictably Irrational: The Hidden Forces That Shape Our
Decisions. New York: Harper Perennial.
 Russo, J.E., &Schoemaker, P.J.H. (2002). Winning Decisions: Getting It Right
the First Time. New York: Doubleday.
 Selected Journals
SEMESTER IV COURSES
(EMM 22 618) Thesis Support (0 SKS/0 ECTS)

Students are obliged to enrol in thesis support course throughout their study
period. The thesis support class includes:
1. Mix Method Research
2. Regression and Path Analysis using SPSS
3. SEM Analysis using AMOS
16
Students are obliged to demonstrate evidence that they have taken all the thesis
support classes before they can be allowed to proceed to the thesis examination
stage.
(EMM 22 619) Thesis (6 SKS/12 ECTS)

The student will conduct research under appropriate academic supervision and
submit the work in the form of a thesis of at least 50,000 words.
(EMM 22 700) Company Visit and International Conference

(0 SKS / 0 ECTS)
It allows the students an opportunity to see the company and to learn more about
the position, thelong-term career opportunities, the company’s employees, the
company itself, and the localcommunity. Company visit is conducted in domestic
and overseas.
The International Conference is the premier event for students who want to hear
powerful keynote speakers and international presenters representing the global
profession. Students are presented with a number of concurrent sessions on today’s
current issues and trends, industry best practices seeking to address common
challenges, and knowledge-sharing opportunities.
17
B. SUBJECTS FOR MARKETING MAJOR
SEMESTER II COURSES
(EMM 22 616) Research Project I (3 SKS/ 4.5 ECTS)

This subject helps students in planning and designing their research topics on
marketing area.
The course provides students with the introductory skills to both evaluate and carry
out research in social sciences particularly in marketing. They will acquire the skills
required to recognize research problems, review literature that informs the
problem, interpret results and draw conclusions about research problems, and
apply research methods in the broader context of one’s professional work.
References:
 Creswell, J. W. (2003). Research design: Qualitative, quantitative, and mixed
methods approaches (2nded.).Thousand Oaks, CA: Sage.
 Singleton, R. A. & Straits, B. C. (2005). Approaches to Social Research
(4thed.). New York: Oxford University Press.
 Uma Sekaran and Roger Bougie. Research Methods For Business: A Skill
Building Approach. Wiley
(EMM 22 620) Strategic Marketing (3 SKS/ 4.5 ECTS)

This course will develop students’ competencies in the creative, analytic, and
systematic use of marketing concepts and methods in the design, evaluation, and
implementation of marketing strategy and marketing driven business strategies of
organizations in the rapidly changing and complex global business environment
programs.
References:
 Aaker, D. Strategic Market Management 10th Edition. N.Y. John Wiley and
Sons. 2013
18
(EMM 22 621) Consumer Behaviour Analysis (3 SKS/ 4.5 ECTS)
The primary goal of this course is to enhance student understanding of consumer
behaviour. The psychology of the consumer includes some intuitive and some non-
intuitive ideas about how consumers behave. A primary goal of this course is to
train the intuition, to think more about how consumers perceive and respond to
marketers. Many of the psychological theories and insights are particularly useful
for strategy, brand positioning, and marketing communication decisions.
References:
 Barry J. Babin&Eric Harris (2015). CB7, 7th Edition.
Cengage
SEMESTER III COURSES
(EMM 22 622) Sales and Distribution Management (3 SKS/ 4.5 ECTS)

Globalisation, increased competition, rapid transformation in communication &
information technology and need for higher level of customer orientation have
made sales and distribution management extremely important.
The purpose of this course is to acquaint the students with the concepts which are
helpful in developing and managing sales force and marketing channels so as to
gain competitive advantage.
The course is designed to familiarise students with the concepts, techniques and
the practical aspects of the key decision making variables in distribution
channel management
References:
 Johnsons, Eugene, David L. KurtrzdanEberhand E Scheuining, 2006. “Sales
Management : Concepts, Practices and Cases”, McGraw Hill
 Anne Coughlan, Erin Anderson, Louis W. Stern, 2013. Marketing Channels
7th ed: Pearson
19
(EMM 22 623) Product Portfolio Analysis and Brand Management (3
SKS/ 4.5 ECTS)
The purpose of the Product and Brand Management subject is to give student a
fundamental understanding of how to build, measure, and manage a brand.
As products, pricing and distribution increasingly become commodities, the new

competitive arena is brand value, which creates long-term profitable brand
relationships. Building brand equity involves managing brands within the context of
other brands, as well as managing brands over multiple categories, over time, and
across multiple market segments.
References:
 Kevin Keller. Strategic Brand Management, Prentice Hall 2nd Edition.
 Kevin Keller. Best Practice Cases in Branding: Lessons from the World’s
Strongest Brands, Prentice Hall.
(EMM 22 617) Research Project II (3 SKS/ 4.5 ECTS)

This subject aim to help students to get further understanding on review of relevant
literature, major research propositions, theoretical rationale, hypotheses, research
methods and data analysis strategies, empirical results, value-added contributions
to theory, research, and practice in marketing, study limitations, and directions for
future research.
References:
 Selected journals.
20
C. SUBJECTS FOR FINANCE MAJOR
SEMESTER II COURSES

This subject helps students in planning and designing their research topics in the
area of finance. Student will acquire the skills required to recognize research
problems, reviewliterature that informs the problem, interpret results and draw
conclusions about research problems,and apply research methods in the broader
context of one’s professional work.
References:
Building Approach. Wiley.
 Journals and articles on public sector strategic management topics.
(EMM 22 630) Portfolio and Investment Management II (3 SKS/ 4.5

ECTS)
The goal of this course is to expose students to the fundamental concepts of
investment theoryand financial markets. This will include an introduction to portfolio
theory, asset pricing and theanalytical tools of portfolio management.
References:
 Bodie, Kane, Marcus. 2016. Essentials of Investments, 10th Edition, McGraw-
Hill.
21
(EMM 22 631) Business Planning and Budgeting (3 SKS/ 4.5 ECTS)
This course discusses the strategy and the technical preparation of business
plan and budgeting, including sales budget, production budget, income
budget and cash budget in manufacturing, trade and services company.
References:
 Jae K. 2011. Budgeting Basics and Beyond4th edition. Wiley.
 Mullins, J., Komisar, R. 2009. Getting to Plan B. Boston, MA: Harvard
Business Press.
(MKD07) Managerial Accounting (3 SKS/ 4.5 ECTS)

This course focuses on communication and decision making within an organization.
The overall objective of the course is to provide student with the concepts and tools
needed to understand, apply, and explain accounting information for managerial
decisions.
References:
 Noreen, Brewer, and Garrison (2010). Managerial Accounting for Managers
2nd edition, McGraw-Hill.
(EMM 22 632) Asset and Liability Management II (3 SKS/ 4.5 ECTS)

This course covers the knowledge, skills and judgement necessary to understand
investment and asset liability modelling with an emphasis on practical issues. It
coversthe design and monitoring of investment strategies for a range of liability
profilesincluding life insurance, general insurance. There is anemphasis on
investment and asset issues of relevance for the management ofliabilities.
22
References:
 DahlanSiamat. 2005. ManajemenLembagaKeuangan. LembagaPenerbit.
FEUI 2005.
 BambangDjinarto. Banking Asset Liability Management
Strategidanpengelolaan Dana,GramediaPustakaUtama, Jakarta.
 Ziemba, W. T., and J. M. Mulvey. 1998. Worldwide Asset and Liability
Modeling. Cambridge University Press.
(EMM 22 633) Risk Management (3 SKS/ 4.5 ECTS)

This course will examine the way in which business and society make an
assessment of, control and transfer risk. It will focus on risk management,
insurance and risk retention, and implementation of risk management in
business.
The goal of this course is to engage students in active discovery of risk

management principles. Students will be prepared to function in a business
environment, developing an awareness of the challenges, the tools, and the
process of designing and implementing a risk management program.
References:
 Hull, J., C. 2015. Risk Management and Financial Institutions 4thed, John
Wiley & Sons.
 Harrington, Scott E, &Niehaus, Gregory R. 2003.Risk Management and
Insurance, McGraw Hill.
(EMM 22 617)Research Project II (3 SKS/ 4.5 ECTS)

This subject aim to help students to get further understanding on review of
relevant literature, major research propositions, theoretical rationale,
hypotheses, research methods and data analysis strategies, empirical
23
results, value-added contributions to theory, research, and practice in
finance, study limitations, and directions for future research.
References:
24
D. SUBJECTS FOR HUMAN RESOURCES MANAGEMENT MAJOR
SEMESTER II COURSES

This subject helps students in planning and designing their research topics.
The course should provide students with the introductory skills to both evaluate and
carry out research in social sciences particularly in HRM area. Students will acquire
the skills required to recognize research problems, review literature that informs
the problem, interpret results and draw conclusions about research problems, and
apply research methods in the broader context of one’s professional work.
References:
(EMM 22 640) Organisational Behaviour Analysis (3 SKS/ 4.5 ECTS)

What is an organization? Why do we need organizations? How do we feel and
behave differently in different groups, teams, and organizations? Why? How do
teams and organizations influence our emotions, decisions, and actions? How do
organisations impact your life as a student, as an employee, and as a customer? In
these roles, do you like some organizations more than others? Why?
Organizational Behaviour is a field of study that explores answers to these

questions. Through readings, discussions, exercises, and simulations, students will
learn how individuals, groups, and organizations affect each other’s behaviours and
25
how to design organizational processes, structures, and culture that maximize the
performance and well-being of employees, teams, and the organization.
References:
 Stephen P. Robbins and Timothy A. Judge (2016). Organizational Behavior
(17th edition) Pearson.
(EMM 22 641) Compensation Management (3 SKS/ 4.5 ECTS)

The aim of this course is to increase students’ knowledge and comprehension about
the compensation function. Upon completion, the student should be able to
recognise how pay decisions help the organisation achieve a competitive
advantage. Specifically, the student will be able to analyze, integrate, and apply the
knowledge to solve compensation related problems in organizations.
Topics in this subject includes wage and salary administration in private and public
organisations; total compensation systems; interrelationship among employee
performance, intrinsic and extrinsic rewards, perceived equitable payments, and
employee satisfaction; employee benefits and employee incentive programs.
References:
 Milkovich, G.T., and Newman, J.M. (2011). Compensation, 10 th ed. Boston:
McGraw-Hill Irwin, Inc.
 Milkovich, G.T., Newman, J.M., and Milkovich, C. (2009). Cases in
Compensation, 10th ed. Homewood, IL: Irwin.
(EMM 22 642) Training and Development Management II (3 SKS/

4.5 ECTS)
In this course, the student will learn how to:
 identify training and development needs through needs assessments,
26
 analyze jobs and tasks to determine training and development objectives,
 create appropriate training objectives,
 design effective training and development programs using different
techniques or methods,
 implement a variety a different training and development activities, and
 evaluate the effectiveness and efficiency of training and development
programs.
References:
 Raymond A. Noe. 2010. Employee Training and Development. McGraw-
Hill/Irwin
(EMM 22 643) Industrial Relationship Management (3 SKS/ 4.5

ECTS)
The Course intends to educate and create awareness among the students about
various aspects of Industrial Relations. Students are expected to be able to handle
this delicate subject with maturity, objectivity and understandings. To gain
knowledge of concepts, issues and legal framework of Industrial Relations.
References:
 G. D. Green (1994). Industrial Relations: Text and Case Studies. Pitman
 Trevor Colling&Mike Terry, (2010). Industrial Relations: Theory and Practice.
John Wiley & Sons
 Related rules on Labor Law in Indonesia

to theory, research, and practice in human resource management, study
limitations, and directions for future research.
27
Because of time constraints, the research topics and assigned readings are not
comprehensive. Thus, students are strongly encouraged to pursue supplemental
readings to extend their knowledge of theory and research in human resource
management.
References:
28
E. SUBJECTS FOR OPERATIONS MANAGEMENT MAJOR
SEMESTER II COURSES

This subject helps students in planning and designing their research topics for their
thesis.The courseshould provide students with the introductory skills to both
evaluate and carry out research in social sciences particularly in Operation
Management area. Student will acquire the skills required to recognize research
References:
 Journals and articles on operation management topics.
29
(EMM 22 650) Supply Chain Management (3 SKS/ 4.5 ECTS)
This course focuses on management and improvement of supply chain processes
and performance. It will be valuable for students who would like to pursue a career
in consulting or take a position in operations, marketing or finance functions in a
manufacturing or distribution firm. This course explore important supply chain
metrics, primary tradeoffs in making supply chain decisions, and basic tools for
effective and efficient supply chain management, production planning and inventory
control, order fulfillment and supply chain coordination. We will also investigate
topics such as global supply chain design, logistics, and outsourcing, several other
recent supply chain innovations.
The class format includes lectures, case discussions, guest speakers, and simulation
games. The content covers both quantitative and qualitative materials. The cases
will feature high-tech companies as well as firms in more traditional industries such
as apparel and manufacturing.
References:
 S. Chopra and P. Meindl (2010),Supply Chain Management 4th Edition.
Prentice Hall.
(EMM 22 651) Quality Management (3 SKS/ 4.5 ECTS)

The idea behind this course is to provide a framework for organizing and managing
a continuous improvement program. By the time student complete this course, they
should be able to:
• Describe key elements of effective quality control and improvement
programs.
• Apply structured problem-solving methods and tools to improve quality.
• Identify current trends and benchmark organizations related to quality
management.
References:
 Evans, J.R. & Lindsay, W.M. (2008). Managing for quality and performance
excellence, 7th ed. Minneapolis: South-West.
30
(EMM 22 652) Operations and Service Industry (3 SKS/ 4.5 ECTS)

The strategic and tactical problems of managing the operations function in the
service environment are examined in this course. Topics include capacity
management and workforce planning, lean thinking, and the role of operations in
defining and delivering a competitive advantage in services and service design
thinking.
Since the functional areas of business have high levels of interdependence in the
service environment, this course also examines the interface between operations
and other functional areas. The course will be taught using case studies, guest
speakers, and two small student-based projects.
References:
 David Parker (2012). Service Operations Management: The Total Experience.
Edward Elgar Publishing
(EMM 22 653) Warehouse Management (3 SKS/ 4.5 ECTS)
The aim of this subject is to provide students with analytical skills that are
necessary for the understanding of inventory and warehousing management
knowledge and principles. This subject emphasises the importance of the roles and
functions of inventory and warehousing operations in logistics and supply chain
management. This subject also provides students with the basic knowledge and
skills regarding the design and management of warehousing operations.
Recommended Textbook
 Bowersox, D.J., Closs, D.J., Cooper, M.B., &Bowersox, J.C. (2013). Supply
Chain Logistics Management. (4 th ed.), McGraw Hill/Irwin.
References
 Arnold, J.R., Chapman, S.N. (2012). The Introduction to Materials
Management. (7 th ed.), Prentice-Hall.
31
 Coyle, J.J., Jr. Langley, C.J., Novack, R.A, & Gibson, B.J. (2013). Managing
Supply Chains: A Logistics Approach. (9 th ed.), McGrawHill.
 Edward, F. (2002). World-Class Warehousing and Material Handling.
(International ed.), McGraw-Hill.
 Muller, M. (2011). Essentials of Inventory Management. (2 nd ed.), American
Management Association.
 Simchi-Levi, D., Kaminsky, P., &Simchi-Levi, E. (2007). Designing and
Managing the Supply Chain: Concepts, Strategies and Case Studies. (3 rd
ed.), McGraw-Hill.
 Stock, J. & Lambert, D. (2001). Strategic Logistics Management. (4 th ed.),
McGraw-Hill.
Further Readings
 International Journal of Logistics Management
 International Journal of Physical Distribution and Management
 Journal of Business Logistics
 Journal of Purchasing and Supply Management
 Journal of Supply Chain Management

to theory, research, and practice in operation management, study limitations, and
directions for future research.
References:
32
F. SUBJECTS FOR STRATEGIC MANAGEMENT MAJOR
SEMESTER II COURSES

This subject helps students in planning and designing their research topics for their
thesis.
The courseshould provide students with the introductory skills to both evaluate and
carry out research in social sciences particularly in Strategic Management area. You
will acquire the skills required to recognize research problems, reviewliterature that
informs the problem, interpret results and draw conclusions about research
problems,and apply research methods in the broader context of one’s professional
work.
References:
 Journals and articles on strategic management topics.
(EMM 22 660 ) Strategic Planning (3 SKS/ 4.5 ECTS)

This course focuses on the theory and practice of strategic planning and introduces
basic concepts of the planning process. It aims to utilise strategic planning to build
33
organizations that function more creatively and effectively. Strategic planning will
be viewed as a tool that can be used for organizational management and effective
governance. All facets of the strategic planning process will be examined, including:
development of a guiding mission, recognition of emerging trends and issues,
identification of strategic options, implementation of appropriate strategies, and
evaluation of organizational performance.
References:
 Roger Kaufman, 1992, Strategic Planning Plus an organizational Guide, New
Delhi
 Kaplan, Robert S, & David P. Norton, 2006, Strategy Maps: Converting
Intangible Assets into Tangible outcomes, Boston, MA:Harvard Business
School Press
 Bryson, JM. (2011) Strategic Planning for Public and Nonprofit Organizations,
4th Ed. JosseyBass
 Niven, Paul, 2006, Balanced Scorecard Step by Step: Maximizing
Performance and Maintaining Results, Hoboken, NJ: John Wiley& Sons,
Inc.
 Harvard Business School Cases on Strategic Planning.
(EMM 22 661) Strategy of Competitive Advantages (3 SKS/ 4.5

ECTS)
To be effective, business leaders must understand the factors responsible for their
firm’s past performance and be able to identify those changes (inside or outside the
firm) that are most likely to help or hurt future performance. In this course, we
introduce modern strategy frameworks and
methodologies to help you develop the skills needed to be a successful manager
with responsibility for the performance of a firm or business unit within a firm. This
subject use cases and readings to explore a wide range of strategic problems,
focusing particularly on the sources of competitive advantage and the interaction
between industry structure and organizational capabilities.
34
This course is distinctive in emphasizing the perspective of the general manager in
ensuring the firm’s success. The general manager’s role is unique in that he or she
must be attuned to both the external (market) and internal (organizational) forces
that shape firm performance. For this reason,general managers must have a deep
understanding not only of economic processes outside the firm but also of
managerial processes inside the firm.
References:
 Besanko, Dranove, Shanley, and Schaefe. 2013. Economics of Strategy, 6th
Edition, Wiley.
 Selected Readings
(EMM 22 662) Business Portfolio Analysis (3 SKS/ 4.5 ECTS)

This course provides studentswith comprehensive knowledge of the subject
and a set of tools designed to assist them in theinvestment decision-making
process at the portfolio manager level.
References:
 Running Money: Professional Portfolio Management, by Stewart,
Heisler&Piros McGraw Hill, 2011
(EMM 22 663) Innovation Management and Organisational

Development (3 SKS/ 4.5 ECTS)
The purpose of this course is to introduce students to the main issues in the
management of innovation. A study of the most recent trends and ideas in
management and their practical application is carried out. Although the
economic power of the geographic regions, nations, and organizations is
35
built by the continuous development of its intellectual, technical, and
scientific talent realized through their innovation efforts, the innovation
management is one of the most challenging tasks as many of the innovative
ideas fail to be commercialized. Therefore, the course aims to equip students
with relevant skills, tools and techniques necessary to manage innovation at
strategic and operational levels.
References:
 Ahmed, P. and Shepherd, C. 2010. Innovation Management: Context,
Strategies, Systems, and Processes. New York, NY: Pearson Prentice Hall.
 Joe Tidd and John Bessant. 2009. Managing Innovation: Integrating
Technological, Market, and Organizational Change 4th Ed.

to theory, research, and practice in strategic management, study limitations, and
directions for future research.
References:
36
G. SUBJECTS FOR PUBLIC SECTOR STRATEGIC MANAGEMENT
MAJOR
SEMESTER II COURSES

This subject helps students in planning and designing their research topics. It
provides students with the introductory skills to both evaluate and carry out
research in social sciences particularly in the area of Public Sector Strategic
Management. Student will acquire the skills required to recognize research
References:
Building Approach. Wiley.
 Journals and articles on public sector strategic management topics.
(EMM 22 670) Public Sector Performance Planning and

Evaluation (3 SKS/ 4.5 ECTS)
This course examines the importance of an effective performance management
system in helping organizations define and achieve short and long term goals. It
explains and reinforces the concept that performance management is not a one-
time supervisory event, but an ongoing process of planning, facilitating, assessing,
and improving individual and organizational performance. In addition, the course
emphasizes the importance of measuring the effectiveness of human resource
37
activities that are designed to enhance the performance of public organization and
its employee.
References:
 Merchant, A. K. & Van der Stede, W. A. 2011. Management Control
Systems: Performance Measurement, Evaluation and Incentives, 3rd Edition,
Pearson Education Limited.
(EMM 22 671) Public Sector Portfolio and Investment

Management (3 SKS/ 4.5 ECTS)
The goal of this course is to expose students to the fundamental concepts of
investment theory in a capacity-constrained environments and provide an overview
and discussion of the main issues related to each key topic, highlighting useful
literature and financial markets.
References:
 R. Allen, R. Hemming and B. H. Potter. 2013. The international handbook of
public fnancial management. New York:Palgrave Macmillan
 Mark Miller, Shakira Mustapha. 2016. Public investment management: A
public financial management introductory guide. London: Overseas
Development Institute
 Bodie, Kane, Marcus. 2016.Essentials of Investments, 10th Edition, McGraw-
Hill.
38
(EMM 22 672) Quality Management of Public Sector Services (3

SKS/ 4.5 ECTS)
Understanding both organizational strategies and the media are the first steps in
shaping and influencing public opinion. Effective communication strategies depend
on understanding two things: what we are trying to communicate, and how the
media function. With this in mind, this course explores the practical applications of
marketing and communications strategies and the theoretical foundations of those
operations. Students will analyze how the relevant players to news coverage (e.g.,
organization leaders, press officers, reporters, producers and columnists) interact in
the creation of content.
References:
 Kathy Bonk, Henry Griggs, Emily Tynes, Phil Sparks . 2013. The Jossey-Bass
Guide to Strategic Communications for Nonprofits
 Aaker, D. 2013. Strategic Market Management 10th Edition. N.Y. John Wiley
and Sons.
 Jason Salzman. 2003. Making the News: A Guide for Nonprofits and Activists.
(EMM 22 673) Diversity Management (3 SKS/ 4.5 ECTS)

This course will focus on diversity beyond just race/ethnicity and gender, and
examine dimensions of religion, skill level, physical ability, communication styles,
and multi-generations in the workplace.
Understanding diversity and learning how to manage its

complexity is among the most important challenges faced by public organisation.
There is a need to remove barrier and make student understand the changing
nature of the workforce. The need for cultural competency for public administrators
will also be examined.
The purpose of this subject is to provide student with the knowledge and
understanding required to meet the challenges presented by the increasingly
39
diverse society. This subject will go much more into depth to understand many of
the more subtle ways in which “nonmainstream” groups can face barriers to full and
equal participation in decision-making and opportunities for advancement and
growth. Furthermore, steps needed to dismantle these barriers will also be
discussed.
References:
 Mitchell F. Rice. 2010. Diversity and Public Administration: Theory,
Issues, and Perspectives. London: Routledge.

to theory, research, and practice in public sector strategic management, study
limitations, and directions for future research.
References:
40
APPENDIX 3
ACADEMIC AND NON-ACADEMIC
ACTIVITIES
Academic Activities
2016-2017
Name of activity Socialization for Web-Based Academic Information System

(SIMAWEB)
Date of Activity 22-25 April 2016
Number of participants : 215 participants
Venue MM FEB UNDIP
Theme SIMAWEB Socialization
Speaker 1. Dr. Indi Djastuti, MS
2. SidiqMuh. Asnan, ST, MM
3. PujiSutrisno
Agency / Company MM FEB Undip
Event Description Providing understanding to students related to Academic
Information System as well as an overall introduction to the
academic environment.
Name of activity Company Visit as part of the MM FEB Undip Alumni Forum
(FAMMU)
Date of Activity Tuesday, 10 Mei 2016
Number of participants 47 participants
Venue HQ PT. Djarum Kudus
Jl. Jend. AchmadYani No.19 Kudus Jawa Tengah
Theme Company Visit
Speaker YohanesHandojo, SE, MM
Company PT. Djarum
Event Description Provides an overview to the students about the situation and
condition of the company and the company's competitive
environment, understanding the development of science and its
application, especially in the field of management in a company.
Name of activity National Seminar Strengthening Competence to Reap

Global Potential
Date of Activity Saturday, 21 May 2016
Number of participants Floor 6, Pasca Sarjana Building, UNDIP
Venue 34 participants
Theme Strengthening Competence to Reap Global Potential
Speaker 1. Drs. Randi Anto, MBA ( Director, Human Capital and Asset
Management, PT. Bank Rakyat Indonesia)
2. Popy Rufaidah, SE, MBA, Ph.D (Head of MM Program, FEB
Unpad)
3. Pardiman, SE, MM (Director of Finance, PT. Petrokimia
Gresik)
4. Dr. Rer. Nat Siswo Sumardiono, ST, MT (Undip Researcher)
Event Description Implementation of the concept of "Good Governance" (i.e.
participation, consensus orientation, accountability,
transparency, responsive, effective and efficient, equality and
inclusiveness, and law enforcement) in governance systems and
processes at higher education institutions.
Name of activity Company Visit as part of the MM FEB Undip Alumni Forum
(FAMMU)
Date of Activity Wednesday, 25 May 2016
Venue National Electricity Company (PLN) Head Office
Jl. Pemuda No. 93 Semarang
Theme Company Visit
Speaker PLN
Agency / Company PT. PLN
condition of the company and the company's competition,
knowing the development of science and its application,
especially the field of management in a company.
Name of activity Company Visit as part of the MM FEB Undip Alumni
Forum(FAMMU)
Date of Activity Wednesday, 25 May 2016
Venue PT. Sido Muncul Head Office
Jl. Soekarno Hatta, KM 28 Kecamatan Bergas, Klepu, Jawa
Tengah
Theme Company Visit
Speaker PT. Sido Muncul
Agency / Company PT. Sido Muncul
Name of activity Workshop on Preparation of KKNI-Based Curriculum
Date of Activity 10-21 July 2016
Venue Laras Asri Resort and Spa
Theme Preparation of KKNI-Based Curriculum
Event Description Conduct a comprehensive evaluation of the implementation of
teaching and learning activities after the establishment of
curriculum and syllabus.
Name of activity Visitation Activities for ABEST21 Accreditation
Date of Activity 17 September 2016
Venue MM FEBUndip
Jl. Erlangga Tengah No. 17 Semarang
Number of participants 30 orang
Theme ABEST 21 Accreditation
Asessor 1. Fumio Itoh, Ph.D
2. Prof. CristantiusDwiatmaja, SE, ME, Ph.D
3. IrwanTrinugroho, SE, MS., Ph.D
Event Description Improving the education &management quality in the Faculty of
Economics and Business Undipespecially in the Master Study
Program
Activity Benefits Obtain formal recognition by ABEST 21 on the competence of
study program in conducting academic activities due to meeting
the quality standard and produce the graduates according to
ABEST 21 standard.
Name of activity Capital Market National Seminar KSPM MM UNDIP 2016
Date of Activity Saturday, 29 October 2016
Venue Gd. Lab. Kewirausahaan Fakultas Ekonomika dan Basins
Theme Capital Market and Investment Environment ; The Excitement,
The Risks, and The Challenges
Speakers 1. Nur Satyo Kurniawan (OJK)
2. Muhammad Abdi Kristanto (TICMI-IDX)
3. Yahuda NawaYanukrisna (Danareksa Sekuritas)
4. Ellen May
Event Description This seminar describes the role and function of OJK in Indonesia
Capital Market, Career in Capital Market, Investment Products
and Likes Work in Capital Market
Activity Benefits 1. Giving insight and knowledge about capital market
2. Supporting facilities for people who want to enter the
world of capital market.
Name of activity Workshop on Preparation of Course Outlines(RPS) Based on the
Indonesian National Qualification Framework (KKNI)
Date of Activity 11-13 October 2016
Venue Hotel Laras Asri
Jl. Jendral Sudirman No. 335 Salatiga
Theme Preparation of KKNI Based Curriculum
Event Description Conduct a comprehensive evaluation of the implementation of
teaching and learning activities after the establishment of
curriculum and syllabus.
Activity Benefits Produce the KKNI-based curriculum that will be used in teaching
and learning process.
Name of activity International Writing and Publication Training by HIMA MM
UNDIP
Date of Activity Saturday, 17 December 2016
Venue Main Examination Hall Floor 1 MM FEB UNDIP
Theme International Writing and Publication Training by HIMA MM
UNDIP
Speakers 1. Dr. Robiyanto, MM
2. Siti Puryandani, S.E.,M.Si
Event Description
Activity Benefits 1. Adding students’ insight and knowledge on international
writing and publication
2. Students come and learn on how to write for international
publications
Name of activity Communal Feast (Syukuran) for Accreditation Result
Date of Activity 13 January 2017
Venue MM FEB Undip
Theme Communal Feast (Syukuran) for Accreditation Result
Speakers 1. Dr. Suharnomo, MSi
2. Prof. Dr. Yos Johan Utama, SH, M.Hum
Event Description Communal Feast (Syukuran) for Accreditation Result
Activity Benefits As a form of gratitude to all parties who assist the process of
Accreditation in MM UNDIP
Following is the documentation of the event: :

Name of activity General Lecture and New Students Orientation (Batch
50) MM FEB UNDIP
Date of Activity 11 February 2017
Venue Gd. Serba Guna Program Magister Akuntansi UNDIP
Jl. Hayam Wuruk Semarang
Theme General Lecture and Student Orientation
Speakers 1. Drs. Randi Anto, MBA
2. Dr. Robiyanto, SE, MM
Event Description Present material about professional work in the banking sector as
well as introduction of article writing for international journals
Activity Benefits Provide supplies and information about teaching and learning
activities in the Master Program Management UNDIP
Name of activity Guest Lecture from PT. Inspirasi Insan Indonesia
Date of Activity Saturday, 18 March 2017
Venue Ruang Sidang Utama MM UNDIP
Theme Training and Development Management
Speaker Taufik Dharmawan, SH
Institution Director of PT. Inspirasi Insan Indonesia
Event Description Teaching and learning activities conducted by guest lecturers
Activity Benefits Adding insight in the field of Human Resources Management
especially Training and Development for students of MM UNDIP
Name of activity KKL / Company Visit MM FEB UNDIP to PT. Djarum
Date of Activity Thursday, 20 April 2017
Venue PT. Djarum Kudus Head Office
Jl. Jend. AchmadYani No.19 Kudus Jawa Tengah
Theme Company Visit
Speaker 1. YohanesHandojo, SE, MM
2. J. Wahyu Wardhana
Institutions PT. Djarum
Activity Benefits 1. Students can compare the theory obtained with its
application in the world of work
2. Improving the ability and experience of MM Undip
students in understanding the company as a whole.
3. Strengthening the bond between Alumni and MM Undip
Name of activity KKL Company Visit MM UNDIP to PT. Phapros
Date of Activity 27 April 2017
Venue PT. PhaprosTbk
Jl. Simongan No.131 Bongsari, Semarang
Theme Company Visit
Speaker Drs. Ec. Hadiri, MM
Institution PT. Phapros
2. Improving the ability and experience of MM Undip students
in understanding the company as a whole.
Name of activity KKL Company Visit MM FEB UNDIP to PT. AST Indonesia
Date of Activity Thursday, 18 May 2017
Venue PT. AST INDONESIA
Jl. Raya Semarang-Kendal KM 12 Blok A-01 KITW
Theme Company Visit
Speaker 1. Mr. Kazutaka Horita
2. Mr. Kenichiro Sasaki
Institutions PT. AST INDONESIA
2. Improving the ability and experience of MM Undip students
in understanding the company as a whole.
Name of activity Blood Donor
Date of Activity Monday, 15 May 2017
Venue MM FEB Undip Lobby
Theme Darahku Bukti Cinta Untuk Sesama
Event Description Blood donation activities to meet the blood supply in times of
emergency
Activity Benefits Meet the society’s need for blood
Name of activity Alumni Gathering
Date of Activity Saturday, 21 May 2016
Venue LT. 6 Gd Pasca Sarjana UNDIP
Jl. Imam Barjo, Semarang
Theme Alumni Gathering
Event Description Activity to strengthening bond among alumni
Activity Benefits Strengthening networks
Name of activity Break Fasting with Orphanage
Date of Activity Friday, 9 June 2017
Venue Mushola Assalam MM UNDIP
Theme Gain Blessings, Share Happiness
Event Description Break Fasting with Ar-Rodiyah Orphanage
Activity Benefits 1. As a form of social activities in the Holy Month of
Ramadan
2. Motivate students to participate in social activities
3. Raising the awareness of the students of MM Undip in
Social Management
Training Activities MM FEB Undip2016-2017
1. On 25 March and 22 April 2017, 07.30 – 09.30 WIB

 Mendeley Training and Turnitin Introduction are followed by students in the batch 49th
and 50th
2. On 29 April and 6 May 2017, 07.30 – 09.30 WIB

 Paraphrasing training is attended by students in the batch 49th and 50th
3. On 13 & 20 May 2017 and 3rd & 10th June 2017, 07.30 - 09.30 WIB
 The Word Prezi training is followed by students in the batch 49th and 50th
4. On 19 and 26 August 2016, 07.30 - 09.30 WIB
 Mix Method Training& Paraphrasing training is followed by students in the batch 49th
and 50th.
5. On 9 & 16 September 2016 and 14 & 21 October 2016, 07.30 - 09.30 WIB
 Training on Regression and Path Analysis with SPSS was attended by students in the
batch 49th and 50th.
6. On 11 & 18 November 2016 and 9 & 16 December 2016, 07.30 - 09.30 WIB
 The training of SEM Analysis Method with AMOS was followed by studentsbatch 49
and 50.
These activities take place in the Hall and seminar room at Pleburan Campus, FEB Undip.
Mendeley and Turnitin Training
Word Prezi Training

Paraphrasing Training
Mix Method Training

Regression and Path Analysis using SPSS
Regression and Path Analysis using AMOS

INVESTIGATIVE AUDIT WORKSHOP BY SOTARDUGA HUTABARAT (BPKP-PERWAKILAN JAWA TENGAH-
STATE DEVELOPMENT AUDIT AGENCY JAWA TENGAH)
Research Methodology Workshop by Professor Imam Ghozali
2
3
MAKSI Curriculum Workshop
4
Curriculum Workshop: How to design student semester
plan study (Rencana Pembelajaran Semester.
CASaFA(Center forAccountability, ShariahandForensicAccountingStudies) Unit

ofthe Center ofExcellence (CoE) onFacultyEconomicsand Business
AUDIT INTERNAL WORKSHOP BY PROFESIONAL
FROM PT. PEGADAIAN & AUDIT CONSULTAN
6
Monitoring Join Program
with STAR IDB
Scholarship Program by
BPKP
Early meeting between MAKSI and State Accountability

Revitalization (STAR BPKP) to finalize the MoU of the
establishment of Center of Excellence (COE)
GRADUATION CEREMONY AT MASTER PROGRAM

EVENT BY STUDENTS MASTER OF ACCOUNTING FACULTY ECONOMICS AND BUSINESS
DIPONEGORO UNIVERSITY
8
APPENDIX 4
FACILITIES
AND
FUTURE IMPROVEMENT
A. ENTREPREUNERSHIP CENTRE
B. BANK OF INDONESIA CORNER
C. BLOMMBERG ROOM
Facility built between2016-2017
Mushola As-Salam
Officially established on 13 May 2017 using funds from Bank Rakyat Indonesia with
the amounts of Rp. 290.000.000,00. This event were attended by the top
managements from Bank BRI Semarang, officials from FEB Undip and MM FEB Undip,
staffs and from MM FEB Undip’s student association (HIMMA) Program Magister
Manajemen Universitas Diponegoro.
FACIITIES-NEXT IMPROVEMENT
1. Lift
The ground breaking activity will be held on August 2017 to December 2017. The total
fund is Rp. 2.000.000.000,00 originated from:
1) Central Government Rp. 800.000.000,00

2) PT. DjarumRp. 1.200.000.000,00
Following are the blueprint of MM FEB Undip elevator.
2. Parking Lot Renovation
Will be realised on 2018. The total area for renovation is 500 m2. Following are
the designs of the new parking lots.
3. Cafetaria
Will be realised on 2018 with total building area 500 m2. Following are the designs of the
new cafetaria.
4. Class Room Renovation

There will be 4 classrooms that will be renovates into lecture theatre room. The design
are as follows:
5. Main Meeting Room Renovation
There will be 3 classrooms in MM 4th floor that will be functioned as open classroom
with the capacity of 150 person. The design are as follows:

ABEST21 Accreditation Kaizen Report 2017

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ABEST21 Accreditation

FACULTY OF ECONOMICS & BUSINESS

Address: Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA 50272

Phone: +62 24 76486851, 76486853, Fax: +62 24 76486852

Name of School : School of Business

Name of Faculty : Faculty of Economics & Business

University : Diponegoro University

Address : Jl. Prof. Soedharto SH. Tembalang, Semarang INDONESIA

Phone: +62 24 76486851, 76486853,

Fax: +62 24 76486852

Proposed Program for : Master of Management and Master of Accounting

Dean : Dr. Suharnomo,MSi,

Contact Person : Anis Chariri, PhD, Akt

3. Sucihatiningsih Dian Wisika Prajanti, Indah Susilowati. 2016. The prospect of

4. Shanty Oktavilia, Firmansyah Firmansyah. 2016. The Relationships of

5. Gregorius N. Masdjojo, FX. Sugyanto, Miyasto and R. Mariatmo. 2016. An

6. Firmansyah, Shanty Oktavilia. 2015. Indonesian Economic Structure: An Analysis

8. Nuryakin and Berta Bekti Retnawati. 2016. Using Technological Relational

15. Manaf, A., Suharnomo, Yuzal,H., Fisher, M. 2016. Inclusive approach: A

19. Farida, N. 2017. Antecedent of innovation and marketing performance in Batik

21. Widodo, 2016. The implementation of knowledge strategy-based entrepreneurial

22. Widjajanti, K., Widodo. 2016. Improving organizational innovation by human

24. Juliarto, Agung. 2017. Managerial Ownership Infuencing Tunnelling

32. Suleman H. A. Kahar, Abdul Rohman, Anis Chariri. 2016. Participative

36. Lilis Sulistyani, Imam Ghozali, Jaka Isgiyarta, 2017. ORGANIZATIONAL

PROGRAM STUDENT LEARNING OUTCOMES AND GOALS

B. Our graduates will understand professional responsibilities and ethics.

C. Our graduates will be proficient in the assessment and use of accounting

CORPORATE ACCOUNTING SPECIALIZATION

GOVERNMENTAL ACCOUNTING SPECIALIZATION

FORENSIC ACCOUNTING SPECIALIZATION

No. Learning Goal Learning Objectives

No. Learning Goal Learning Objectives

Learning Objective by Course

Spesialistics (Elective Courses): Human Resources Management

Spesialistics (Elective Courses): Strategic Management

Curriculum for Master in Management (Marketing) ..................................................... 6

Curriculum for Master in Management (Finance) .......................................................... 7

Curriculum for Master in Management (HR) ................................................................... 8

Curriculum for Master in Management (Operation)...................................................... 9

Curriculum for Master in Management (Strategic Management) ........................... 10

Curriculum for Master in Management (Strategic Management for Public

COURSE DESCRIPTION ................................................................................................................. 13

A. MANDATORY SUBJECTS FOR ALL CONCENTRATIONS ................................. 13

SEMESTER I COURSES .......................................................................................... 13

B. SUBJECTS FOR HUMAN RESOURCES MANAGEMENT MAJOR..................... 25

SEMESTER III COURSES ....................................................................................... 26

C. SUBJECTS FOR MARKETING MAJOR.................................................................. 18

SEMESTER III COURSES ....................................................................................... 19

D. SUBJECTS FOR STRATEGIC MANAGEMENT MAJOR ...................................... 33

SEMESTER III COURSES ....................................................................................... 35

E. SUBJECTS FOR PUBLIC SECTOR STRATEGIC MANAGEMENT MAJOR...... 37

SEMESTER III COURSES ....................................................................................... 39

F. SUBJECTS FOR FINANCE MAJOR........................................................................ 21

SEMESTER III COURSES ....................................................................................... 22

The Master of Management Program,

Dr.Susilo Toto Rahardjo

The Master of Management program offers 5 concentrations: Marketing, HRM,

On the second semester, students will be grouped based on their concentration.

The normal study period is 4 semesters (approximately two years); however,

(EMM 22 610) Marketing Management III (3 sks/ 4.5 ects)

(EMM 22 611) FINANCIAL MANAGEMENT(3 sks/ 4.5 ects)

(EMM 22 612) HRM & Ethical Leadership (3 sks/ 4.5 ects)