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MBA Program

Degree Plan

Degree Plan for Master of Business Administration

First Semester
Course # Course Title LT LB CR
ACCT 508 Financial Acccounting 3 0 3
ECON 510 Managerial Economics 3 0 3
FIN 510 Managerial Finance 3 0 3
Second Semester
Course # Course Title LT LB CR
ACCT 510 Managerial Accounting 3 0 3
OM 511 Management Science 3 0 3
MGT 512 Leadership & Organizational Behavior 3 0 3
Third Semester
Course # Course Title LT LB CR
OM 513 Operations & SCM 3 0 3
MIS 511 Information Technology in Organizations 3 0 3
MKT 510 Marketing Management 3 0 3
Fourth Semester
Course # Course Title LT LB CR
MGT 580 Strategic Management 3 0 3
XXX 5xx Elective 1 3 0 3
XXX 5xx Elective 2 3 0 3
Fifth Semester
Course # Course Title LT LB CR
MBA 510 Business Practicum 3 0 3
XXX 5xx Elective 3 3 0 3

Total Credit Hours

Total Credit Hours 42

Core Courses Details

Click on the link below to expand for for information about the course.

First Semester

ACCT 508 Financial Accounting (3-0-3)

An introduction to the basics principles, assumptions, concepts and tools of financial accounting and corporate finance; the accounting cycle; the structure and contents of the financial statements; pro forma financial statements; time value of money with applications in capital budgeting; financial statement analysis; global, environmental and ethical dimensions of financial reporting and financial management.
Prerequisite: Graduate Standing

ECON 510 Managerial Economics (3-0-3)

Links economic theories with business practice to create competitive strategies for sustainability and growth. The topics covered include demand and production theories, the theory of the firm, economic optimization, cost/benefits analysis, pricing policies, information and efficiency, strategic interactions of consumers, firms markets, and regulators, and dynamics of competition.

FIN 510 Managerial Finance (3-0-3)

Emphasizes the impact of financing and investment decisions on firm value. Topics include understanding risk and return, the role of financial markets and institutions, information and pricing, capital budgeting under uncertainty, firm valuation, capital structure, payout policy, leasing, mergers and acquisition, takeovers and other forms of corporate restructuring, bankruptcy, risk management, corporate governance, measuring and rewarding performance.

Second Semester

ACCT 510 Managerial Accounting (3-0-3)

Provides the accounting concepts and techniques related to planning and cost control. It also provides the framework to assess the behavioral dimensions of control systems. Topics include development and uses of accounting data for management decision-making; cost concepts, behavior, and systems; activity-based costing and activity-based management; budgeting, planning and control; pricing decisions, strategy and balanced scorecards, performance measurement and compensation schemes, ethics and management accounting practices.

OM 511 Management Science (3-0-3)

Emphasizes utilization of quantitative and analytical skills in modelling and solving business problems. In this prospective, some widely used mathematical models will be covered: Linear Programming: Concepts and Solutions Techniques, Duality and Sensitivity Analysis. Transportation and Assignment Models, Goal Programming Model, Network Optimization Models including PERT/CPM project management models, Integer Programming. Additional topics may be selected from Decision Analysis, Queuing Theory, Simulation, Quadratic Programming, Dynamic Programming, or Non-Linear Programming, Applications of LP and other models in Business and Industrial Management will be emphasized. Spreadsheet modeling and optimization will be used extensively in the course.

MGT 512 Leadership and Organizational Behavior (3-0-3)

Looks at organizations as multilayered realities operating at individual, group, interpersonal and collective levels. Addresses issues of significance at all these four levels highlighting the role of leadership in managing organizations effectively. Addresses a range of topical themes such as contemporary theories and models of leadership by focusing on leadership styles, managing commitments, conflict resolution, emotional intelligence, and team dynamics. Applies the theories from psychology and sociology on leadership and managerial practice. Topics include individuals and teams, motivation, performance, rewards, problem solving, decision-making, communications, corporate culture, political dynamics, diversity, power and influence, conflict resolution, ethics, giving and receiving feedback, managing work, negotiations, leadership as well as organizational design and change.

Third Semester

MKT 510 Marketing Management (3-0-3)

Introduces fundamental aspects of marketing: how organizations discover and translate target audiences’ needs and wants into strategies for providing compelling value propositions that maximize organizational objectives. Builds upon these foundations to provide an understanding of the objectives and typical marketing strategies of organizations and to develop skills in applying the analytical concepts and tools of marketing to such decisions as branding, pricing, distribution, and promotion and how to monitor performance continually.

MIS 511 Information Technology in Organizations (3-0-3)

Use of information technology (IT) in business; IT planning; IT management; Strategic information systems and its role in creating competitive organizations, Managing global corporations and adding business values; Evaluation of IT impact on organizations. Challenges of managing IT resources and services. Topics covered include types of IT roles, service delivery, IT function and IT governance.

Fourth Semester

MGT 580 Strategic Management (3-0-3)

Introduces the process of strategic management in organizations, including strategy formulation, implementation, and evaluation from the viewpoint of the top management. Takes students through three pillars of the strategic management framework. First, students will be exposed to the tools and frameworks meant to analyze a firm’s external environment, internal environment, and organizational paradigm. Second, students will learn how to assess a firm’s existing strategy and subsequently use the information from their analysis to devise a new strategy or alter an existing one. Third, students will learn how to implement an organizational strategy by understanding the important role of organizational change and the implications of business level strategy on functional area strategies with emphasis on integrating the functional areas of management.

Prerequisite: MGT 512, MKT 510, and
Pre-/Co-requisite: FIN 510

Fifth Semester

MBA Integrative Course (Experiential Learning/Capstone Course)

MBA 510 Business Practicum (3-0-3)

Semester long course of experiential learning and multidisciplinary projects. Applying academic concepts, analytical skills, and creativity to frame and resolve real business problems and challenges. Types of projects will vary. Some projects require teams to create a business strategy, solve a market entry problem, or perform complex financial modeling. Others ask students to generate product launch plans, propose operations improvements, or develop new customer relationship strategy

Pre-/Co-requisite: MGT 580

Students must fulfill the requirements to be able to enrol in our MBA Program.

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