Courses

Teaching research methods, as well as the use of Microsoft Excel and Microsoft Word.

The concept of entrepreneurship; evaluation of entrepreneurial characteristics; creativity and business idea development, along with creativity exercises; types of small businesses; management in SMEs; human resource management in SMEs; public relations in SMEs; marketing in SMEs; market research; production management in SMEs; R&D in SMEs; financing in SMEs; accounting in SMEs; the concept of a business plan and its evaluation, including marketing, production, management, and financial plans.

This course examines the processes of negotiation, decision-making, and conflict management and resolution. Key concepts and techniques related to joint decision-making and creative problem solving, verbal and nonverbal communication, negotiation, conflict management, reconciliation, and mediation are presented alongside practical applications.

The course content includes essential management skills; corporate social responsibility; diversity; decision-making and organizational learning; organizational transformations; individual, group, and organizational design; and key topics in small business management, such as the importance of a business plan, starting a new business, acquiring an existing business, interactive planning, and types and forms of organizational change.

The content of this course focuses on developing leaders who can adapt to and manage a constantly changing economy, and who can effectively compete in a complex and dynamic market environment. Addressing emerging challenges in a competitive setting requires new solutions and new types of leadership. However, the rapid pace of technological innovation, shifting demographic factors, and increasing life expectancy create uncertainty for both managers and leaders. Therefore, the aim of this course is to prepare students to become leaders capable of overcoming the challenges and problems of the global market.

Definition of concepts related to innovation; the innovation environment; sources and types of innovation; management of innovation; the innovation process; innovation strategies; barriers to innovation; organizational structures and factors influencing innovation management; and knowledge leveraging.

Conceptual foundations and historical development of change management; types of organizational change (planned vs. unplanned, radical vs. incremental change); change management models (e.g., Kurt Lewin, John Kotter, ADKAR); resistance to change and its management; the impact of leadership and organizational culture on change; the role of communication, participation, and motivation; digital transformation, innovation, and sustainable change; real organizational examples and case analyses.

Morality, moral theory, ethics and ethical theories; unethical behaviors; the concept and historical development of business ethics; ethics management and institutionalization in organizations; managerial ethics; ethical management in businesses; institutionalization of business ethics; structures and activities supporting business ethics; business ethics and social responsibility; the concept and historical development of social responsibility; the social responsibility pyramid; management of social responsibility; organizational approaches to social responsibility; diversity management; implementation of diversity management; success factors, advantages, and disadvantages of diversity management practices; and case studies.

The course begins with an introduction and covers in detail topics related to training and development in human resource management.

A general overview of organizational behavior; organizational behavior in historical and global contexts; individuals in organizations; perception, attitudes, personality, emotions, traits, and individual behavior; job satisfaction; fundamental motivation concepts and applications; individual decision-making; decision processes; groups in organizations; group behavior; teams and team management; communication; leadership; power and politics; conflict and negotiation; bargaining; stress; organizational systems; organizational structure; technology and job design; socio-technical systems; performance appraisal and reward systems; organizational culture; balance of power and empowerment; organizational change and development; and case studies.

Providing knowledge about the measures that managers can take against existing crises in business organizations during economic and social crisis environments.

The relationship between quality systems and the key competencies for global competitiveness—speed, cost, reliability, and innovation; human resource issues that may arise in the implementation of teamwork, business process reengineering, downsizing, and technological change; tools and methods within the scope of technology management for identifying, diagnosing, and resolving human resource problems; applications of quality techniques in product and process development; standards in product development; and product certification.

This course examines how scientific perspectives have been transformed into technological products from ancient times to the present, and how these transformations have influenced human life and social relationships.

The course covers the identification and specification of requirements; languages and models used for presenting requirements; analysis and validation techniques; and topics such as needs, objectives, and case analysis.

The course begins with the fundamentals and processes of software requirements engineering. It then discusses different types of requirements, including functional requirements, non-functional requirements, and quality requirements. Following this, topics such as requirements elicitation, requirements specification, and requirements analysis are addressed. Finally, various types of systems are examined through real-life examples.