| Credential: | Bachelor Degree |
| Duration: | 4 Years |
| Credit Hours: | 129 |
| Tuition Fee: | AED 935 per credit hour (see detailed fee structure here) |
| Class Timings: | Evening and Weekend |
| Medium of Instruction: | Arabic with 8 courses in English |
The Bachelor’s degree in Business Administration is to provide students with the skills, knowledge, and abilities required to prepare them to be active and responsible leaders and managers to engage in the modern workforce and anywhere in the world. This program prepares graduates to work in various types of jobs in the business sector and other sectors of the state, as well as qualify them to complete postgraduate studies. The program focuses on developing the skills of the best use of human resources available at the organizational, corporate, state, decision-making and problem-solving levels, promoting ethical values, social responsibility, and achieving success in societies with different cultures.
| Degree Requirements – HRMA | ||
| Component | Courses | Credit Hours |
| General Education Courses | 11 | 33 |
| Core Courses | 15 | 45 |
| Major Mandatory Courses | 14 | 42 |
| Major Elective Courses | 3 | 9 |
| Internship | 1 | 0 |
| Total | 44 | 129 |
First Year / First Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | ACS | 101 | Communication Skills in Arabic | None | 3 |
| 2 | MGTA | 101 | Introduction to Business | None | 3 |
| 3 | ENGA | 101 | English I | None | 3 |
| 4 | MTHA | 101 | College Mathematics | None | 3 |
First Year / Second Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | SSSA | 101 | Study Skills | None | 3 |
| 2 | ENGA | 102 | English II | ENGA 101 | 3 |
| 3 | SCI | 101 | Science and Life | None | 3 |
| 4 | ACCE | 101 | Principles of Accounting | ENGA 102 | 3 |
| 5 | CISA | 101 | Applications of Information Technology | None | 3 |
Second Year / Third Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | ECOA | 201 | Principles of Microeconomics | MGTA 101 | 3 |
| 2 | STATE | 102 | Business Statistics | MTHA 101,
CISA 101, ENGA 102 |
3 |
| 3 | HRMA | 201 | Human Resource Management | MGTA 101 | 3 |
| 4 | ISLA | 201 | Islamic Studies | None | 3 |
| 5 | MGTA | 201 | Organizational Behavior | MGTA 101 | 3 |
Second Year / Fourth Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | RES | 201 | Business Research Methods | CISA 101,
STATE 102 |
3 |
| 2 | ACCA | 202 | Intermediate Financial Accounting | ACCE 101 | 3 |
| 3 | ECOA | 202 | Principles of Macroeconomics | ECOA 201 | 3 |
| 4 | ENVA | 201 | Introduction to Environmental Science | None | 3 |
| 5 | UAEA | 201 | UAE Studies | None | 3 |
Third Year / Fifth Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | MKTA | 302 | Principles of Marketing | MGTA 101 | 3 |
| 2 | HRMA | 311 | Human Recourse Training and Development | HRMA 201 | 3 |
| 3 | MGT | 310 | Innovation and Entrepreneurship | ECOA 201 | 3 |
| 4 | FINA | 301 | Financial Management | ECOA 201 | 3 |
| 5 | SYSE | 303 | Management Information Systems | ENGA 102,
CISA 101 |
3 |
| 6 | HRMA | 301 | Planning in Human Resource Management | HRMA 201 | 3 |
Third Year / Sixth Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | HRMA | 302 | Jobs Analysis and Design | HRMA 201 | 3 |
| 2 | HRME | 322 | Career Planning | HRMA 201,
ENGA 102, HRMA 311 |
3 |
| 3 | MGTA | 304 | International Business | ECOA 201,
MKTA 302 |
3 |
| 4 | HRMA | 351 | Occupational Health and Safety Management | HRMA 201 | 3 |
| 5 | HRMA | 310 | Selection and Placement Management | HRMA 201 | 3 |
| 6 | MGTA | 307 | Business Ethics (Elective) | MGTA 201 | 3 |
| HRMA | 355 | Negotiation Skills and Conflicts Management (Elective) | ACS 101 | 3 | |
| MGTA | 352 | Human Relations (Elective) | MGTA 201 | 3 | |
| MGTA | 301 | Administrative Communications (Elective) | ACS 101 | 3 |
Fourth Year / Seventh Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | HRMA | 400 | Free Course | None | 3 |
| 2 | LAW | 401 | Labor Law | HRMA 201 | 3 |
| 3 | MGTA | 401 | Strategic Management | MGTA 201 | 3 |
| 4 | HRME | 402 | International Human Resource Management | HRMA 201,
MGTA 304, ENGA 102 |
3 |
| 5 | HRMA | 403 | Performance and Compensation Management | HRMA 201 | 3 |
| 6 | HRMA | 404 | Talent Management | HRMA 311,
HRMA 310 |
3 |
Fourth Year / Eighth Semester
| Sr. No. | Course Code | Course No. | Course Name | Pre-requisite | C.H. |
| 1 | MGTA | 402 | Operations Management | STATE 102,
ECOA 201, SYSE 303 |
3 |
| 2 | HRME | 410 | Contemporary Issues in Human Resource Management | HRMA 201,
ENGA 102 |
3 |
| 3 | HRMA | 449 | Strategic Human Resource Management | HRMA 201,
MGTA 401 |
3 |
| 4 | HRMA | 494 | Field Training | After completing 90 Credit Hours | 3 |
| 5 | HRMA | 499 | Graduation Project | After completing 90 Credit Hours
HRMA 201, RES 201, STATE 102, SYSE 303 |
3 |
Notes:
| Computer Fundamentals • CIS 101 | Prerequisite: None |
| This course provides students with exposure to basic personal computer operating skills and commonly used software. It includes introducing a word processor and its practical use, worksheets, databases, presentations, network and Internet programs. | |
| English 1 • ENG 101 | Prerequisite: None |
| This course is designed to teach undergraduate students how to read academic texts with understanding, and how to use them in a variety of disciplines. The prescribed literary rhetoric classes teach students critical reading, re-expression, summarizing and quoting, writing, synthesis, analysis and research, and the course volume includes a clear balance between articles published in periodicals and works written by well-known scholars in the fields of science, social sciences and humanities. | |
| English 2 • ENG 102 | Prerequisite :ENG 101 |
| This course provides a basic introduction to fiction, non-fiction literature, poetry, as well as theater, which helps the student to develop his creative skills in these areas. Each literary style is independent and includes integrated works as examples with helpful advice on how to benefit from the range of technologies used. The method used here is simple and not rigid, but it is practical and positive. | |
| Environmental science • ENV 201 | Prerequisite: None |
| A multidisciplinary course that emphasizes the importance of the history of interest in the environment, the interaction of species (whether with each other or with their environment), air, water, soil, biological resources, population dynamics, toxicology, energy sources, land use management, and other related topics. The basic principles of science are also incorporated into the subject classes. | |
| Critical Thinking • HUM 101 | Prerequisite: None |
| This course examines the process of critical thinking and helps students to think more clearly, insightfully, and effectively. Relevant examples drawn from students’ experiences and contemporary situations help students develop their ability to solve problems, analyze issues, and make informed decisions in their academic, professional, and personal lives. This course includes objective readings, codified writing assignments, and ongoing discussions aimed at helping students develop language skills while at the same time enhancing complex thinking skills. | |
| College Mathematics • MTH 101 | Prerequisite: None |
| This course provides a sound and intuitive understanding of the basic concepts students need while pursuing their careers in business, economics, as well as the social and life sciences. It also includes a brief review of functions, graphs, algebra, equations and inequalities, exponential and logarithmic functions, linear and nonlinear equations, diagrams of conic sections, in addition to calculating the calculus with one variable, which includes: limits, derivatives, applications of derivatives as well as finite and non-integrals Some applications are limited. | |
| Islamic Studies • REL 201 | Prerequisite: None |
| The Islamic Studies course introduces Islam in a way that enables students to relate it to their lives and to society at large. The pillars of faith and Islam are taught to explain what Islam represents as a code of life. Explaining the culture of Islam in detail in a comparative manner with other cultures. The course begins with the fundamentals of Islam and its main teachings through a modern view that connects it to the contemporary world and its challenges. It also shows the great role of Islamic civilization on humanity. The teaching of this course aims to provide solutions to existing problems in the light of Islam. | |
| Introduction to Sociology • SOC101 | Prerequisite: None |
| This course is an introduction to the study of people and their interactions with each other and with their environment as well as with various social groups. The course allows students to develop their awareness of the relationships between individuals’ beliefs, attitudes, and behaviors, as well as their society and culture. Students also learn how to apply social concepts to current issues affecting individuals, modern society, and the international community. | |
| Study Skills • SSS 101 | Prerequisite: None |
| This course provides the student with the learning skills necessary to succeed in university studies, and it also gives the student skills that he can use in his personal and professional life. Students also learn many techniques that can be used in the areas of communication, research practices, teamwork, computers, creativity, critical thinking, presentation skills, and knowledge in general. | |
| UAE Studies • UAE 201 | Prerequisite: None |
| This course presents how the UAE society was founded with a focus on historical, social, economic, political, and cultural aspects. | |
| Innovation and Entrepreneurship • BUS 204 | Prerequisite: BUS 101, ECO 201 |
| In this course, students are exposed to the main theories and research on entrepreneurship and innovation, and then experiment with applying them to a broader and contemporary context. This includes public and corporate services, emerging technologies and economies, sustainability and development, value creation and leveraging entrepreneurship and innovation. Readings, case studies, and discussions help organize the course material with a clear and fundamental link between entrepreneurship and innovation. At the end of the course, students develop a comprehensive work project. | |
| ACCE 101: Principles of Accounting | Prerequisite: ENGA 102 | |||
| The significance of accounting and the challenges it presents. Extensive coverage and review of major concepts followed by practical exercises. | ||||
| ACCA 202: Intermediate Financial Accounting | Prerequisite: ACCE 101 | |||
| This course presents the definition and framework of financial accounting and the concepts of cash money, debtors, notes receivable, long-term investments, accounts payable, equities and changes and analysis of the financial position. | ||||
| MGTA 101: Introduction to Business Administration | Prerequisite: None | |||
| This course provides an overview of the main administrative functions with a special emphasis on planning, organization, leadership and control. | ||||
| STATE 102: Business Statistics | Prerequisite: CISA 101, ENGA 102, MTHA 101 | |||
| Business Statistics is the science of collecting, organizing, and summarizing data to provide information, stated in numerical form, for the purpose of making objective business decisions. Topics include methods of sampling, classifying, analyzing, and presenting numerical data; frequency distribution, averages, dispersion, times series analysis, correlation, and forecasting for business purposes. | ||||
| MGTA 201: Organizational Behavior | Prerequisite: MGT 101 | |||
| This course introduces various approaches and means which familiarize students on how to effectively manage staff and lead people. The course focuses on the managers’ attention to the human aspect as well as the technical and technological aspects. | ||||
| RES 201: Business Research Methods | Prerequisite: CISA 101, STATE 102 | |||
| This course covers scientific research and its theory in business administration and information systems. It also discusses the proposed strategy, process and problem of the scientific research by collecting, analyzing and coding data and developing a research report for the private and public sectors. | ||||
| MGTA 401: Strategic Management | Prerequisite: MGTA 201 | |||
| This course defines the organization and presents its most important features and objectives as well as the development of its modern theories and concepts. In addition, this course explains the strategic concept of managing the business policies related to planning and organization in the commercial organizations as well as scheduling and calculating production requirements, project management, total quality assurance, planning of productive capacity and modern production systems. | ||||
| MGTA 301: Administrative Communications (Elective) | Prerequisite: ACS 101 | |||
| This course focuses on developing the student’s skills in preparing and writing a variety of letters and reports while adopting sound scientific approaches. This course explains the concept, nature, components, types, elements, models and features of effective communication in addition to the significance of introducing the most recent technologies in the communication process. | ||||
| MGTA 307: Business Ethics (Elective) | Prerequisite MGTA 101 | |||
| This course discusses the importance of ethics in businesses and the responsibility of both the individual and the organization. In addition, it illustrates the significance of developing a strategy for dealing with ethical issues in terms of rights and duties between the company and its staff, suppliers and clients. The course also stresses that the organization should only deal with the institutions which adhere to ethical standards in businesses. This course also reviews the various traditional theories in ethics, how they are applied to businesses and the problems encountered in this respect. It presents applied examples and cases and how to deal with them in the various commercial sectors. | ||||
| ECOA 201: Principles of Economics | Prerequisite: MGTA 101 | |||
| This course focuses on the behavior of the individual and the organization, their available options and market balance. In addition, it discusses supply and demand, benefit, costs of production and competition. It also explains the microeconomic theory, trade markets, costs of production, prices and auxiliary tools such as statistics and tables. | ||||
| ECOA 202: Principles of Macroeconomics | Prerequisite: ECOA 201 | |||
| This course primarily presents the proper analytic tools for understanding the macroeconomic theory and analyzing the national economy and its relation with the international economy. In addition, it focuses on analyzing economic growth, unemployment, inflation, national income, balance of commodities and services, balance in capital markets, surplus, deficit and balance of payments. | ||||
| MGT 310: Innovation and Entrepreneurship | Prerequisite: ECOA 201 | |||
| In this course, students explore the key theories and research on entrepreneurship and innovation, and then examine their application in the broader and contemporary context. This includes corporate and public services, emerging technologies and economies, sustainability and development, and creating and capturing value from entrepreneurship and innovation. Readings, case studies, and discussions help organize the course material with clear and essential links between entrepreneurship and innovation. Finally, students will develop a comprehensive business plan. | ||||
| FINA 301: Financial Management | Prerequisite: ECOA 201 | |||
| The course focuses on the basic concepts in the field of financial management and explains the main functions of the Financial Controller, what does this position mean in the organizational structure, what are the responsibilities and activities through the cash flow list, budget, current value of money, revenue, risk, management of current assets and capital budget. | ||||
| SYSE 303: Management Information Systems | Prerequisite: CISA 101, ENGA 102 | |||
| The course provides an overview of Management Information Systems (MIS) in business. It provides students with a framework for the uses information technology in business. Topics include MIS concepts, software, databases, information systems (IS), the strategic use of IS, the development of IS, and social and ethical issues associated with MIS. | ||||
| MGTA 304: International Business Management | Prerequisite: ECOA 201, MKT 302 | |||
| This course focuses on the concept of managing international business and trade and analyzing the environments of international commercial business, international financial policy, import and export, specialized functional strategies (international human resources, international finance, international trade activities, international marketing and research and development) and the general tendency of managing international business. | ||||
| MGTA 402: Operations Management | Prerequisite: STATE 102, ECOA 201, SYSE 303 | |||
| This course covers the techniques used to perform the function of operations, product development, production arrangement, planning for material needs, and an effective manufacturing system in the private sector and some of it in the public sector. | ||||
| MKTA 302: Principles of Marketing | Prerequisite: MGTA 101 | |||
| This course focuses on the strategic relation between the organization and its clients, means of maintaining customers’ satisfaction by studying their behavior, needs as individuals and organizations as well as studying the environmental factors which affect the marketing decision such as pricing, promotion, distribution, product planning and development, detection of the available opportunities in the market and the development of marketing strategies and programs. | ||||
| HRMA 201: Human Resource Management | Prerequisite MGTA 101 | |||
| This course handles the concept and significance of Human Resource Management in the organization, the means of strategic planning of human resources, job analysis, means of attracting and selecting staff, training, motivating and rewarding human resources, performance appraisal, career planning, empowering staff, maintaining employees’ safety and security and the significance of observing local and international labor laws. | ||||
| HRMA 301: Planning in Human Resource Management | Prerequisite: HRMA 201 | |||
| This course points out the significance of planning in Human Resource Management, means of the strategic planning of manpower, preparing, implementing and evaluating the strategic plans in the organization. In addition, this course focuses on the means of maintaining balance between supply and demand in manpower, securing the competencies needed by the organization, planning, designing and developing programs in the Recruitment Department, as well as selecting, hiring and managing surplus human resources. | ||||
| HRMA 302: Jobs Analysis and Design | Prerequisite: HRMA 201 | |||
| This course addresses the means and approaches followed in analyzing and designing jobs in public and private organizations and the sources of the required information in the analysis process of the Human Resource Management. In addition, this course focuses on the significance of authenticity in collecting information on jobs through surveys, interviews and secondary sources of information as well as their relatedness to the accurate job description and the process of attraction, selection, recruitment, design and evaluation of performance, salaries, compensations, staff’s training needs, restructure and classification of jobs. | ||||
| HRMA 310: Recruitment and Selection Management | Prerequisite HRMA 201 | |||
| This course focuses on the significance of strategic recruitment in Human Resource Management, the various means and approaches of attracting excellent, competent and qualified personnel and their recruitment in the suitable positions. In addition, this course outlines the significance of the accurate job description prior to recruitment in order to develop clear standards for selecting the best candidates to occupy vacancies in the organization. | ||||
| HRMA 311: Human Resource Training and Development | Prerequisite: HRMA 201 | |||
| This course focuses on the basic concepts of training, its means, planning and the implementation and evaluation of its programs in addition to its significance in supporting the aggregate performance of the organization as well as the individual and collective performance therein. In addition, this course sheds light on the significance of the strategic planning of the training programs in the organizations, development of the skills of their staff at all levels and the integration of the training programs with the other functions of human resources. | ||||
| HRME 322: Career Planning | Prerequisite HRMA 201, HRMA 311, ENGA 102 | |||
| This course focuses on the essential views of careers and career planning. The model of career management presents the active problem-solving approach to work life and how people can collect information, gain insights into themselves and their environment, and develop appropriate goals and strategies to obtain useful feedback regarding their efforts. Topics in this course include career context and stages, models, applications, occupations, job stress, and career strategic planning. | ||||
| HRMA 403: Performance and Compensations Management | Prerequisite: HRMA 201 | |||
| This course addresses the basic concepts of evaluating staff performance, standards of performance and its measures. Besides, this course outlines the basics of designing the system of evaluating staff performance in a manner which is integrated with the organization’s performance as well as individual and collective performance. On another plane, this course points out the basic concepts, theories, approaches and steps of managing incentives within the framework of Human Resource Management in the United Arab Emirates as well as the means of designing the various reward systems and their impact on the aggregate performance of the organization and the individual. | ||||
| HRMA 351: Occupational Health and Safety Management | Prerequisite: HRMA 201 | |||
| This course focuses on the significance of occupational safety programs at the workplace, precautionary measures, safety and security laws in the United Arab Emirates and the role of civil defense in maintaining a business environment characterized by safety, health and security. In addition, this course focuses on the importance of the role of employees, their awareness and understanding of the risk factors, hazardous materials and the safety of the means of transport. | ||||
| HRMA 404: Talents Management | Prerequisite: HRMA 310, HRMA 311 | |||
| This course covers the concept and planning of human capital and talent management in the organization, and explains the different stages, processes and examples of talent management. In addition to categorizing the competencies of human capital and talent management in terms of historical development. Also discussing various talent management strategies related to the selection, development, evaluation, motivation and retention of talent. The course also deals with the analysis of talented leadership and the mechanism of its impact on talent management in terms of preparation, characteristics and building requirements. In addition to evaluating the integrated management of talent management and its infrastructure in terms of steps, effectiveness and best practices. | ||||
| HRMA 449: Human Resource Management Strategies | Prerequisite: MGTA 401, HRMA 201, HRMA 301 | |||
| This course explains the human resource strategy, its origins and its stages of development. This course also deals with explaining the various strategies in human resources management such as recruitment, training and development strategy, performance evaluation and compensation, and clarifying the role of all of this in achieving the organization’s comprehensive strategy. In addition to analyzing the complementarity between the organization’s general strategies and human resource practices. As well as designing an integrated human resources strategy. Finally, an evaluation of contemporary challenges to managing HR strategies. | ||||
| LAW 401: Labor Law | Prerequisite: HRMA 201 | |||
| This course focuses on the laws which organize the relation between the employers and employees in the United Arab Emirates. In addition, this course addresses the Labor Law in the United Arab Emirates and that it is mandatory for the organizations operating in this country to act in accordance with its provisions. In addition, this course focuses on the employment, training and Emiratization laws as well as the laws organizing the privacy of employees and their legal rights. | ||||
| HRME 402: International Human Resource Management | Prerequisite: HRMA 201, MGTA 304, ENGA 102 | |||
| This course provides the concepts, tools, and techniques that are needed to effectively manage an internationally diverse workforce. It also focuses on the roles and activities of the HR department in managing a global workforce. Students explore ways to manage the cultural and ethnic differences that occur as a result of international global diversity. | ||||
| MGTA 355: Negotiation Skills and Conflicts Management (Elective) | Prerequisite: ACS 101 | |||
| This course addresses the concept and significance of the negotiation strategy and dispute settlement in the organization in terms of their types, reasons, stages and skills in order to reach solutions which satisfy the disputant parties. In addition, it points out the steps and methods of negotiations as well as other important issues related to negotiation. Besides, this course sets forth crisis management, its effective models, the scientific approach of dealing with crises, the basic tools and guidelines of crisis management and relevant applied examples. | ||||
| MGTA 352: Human Relations (Elective) | Prerequisite: MGTA 201 | |||
| This course examines the importance of creating positive human relationships in the workplace and their impact on strengthening the relationship between management and workers and enhancing career and professional affiliation. This course also deals with methods of developing effective communication skills and self-confidence in dealing with others and creating a positive culture in the workplace. The role of leadership and work teams and their impact on human relations and on developing innovation and creativity among employees in organizations. | ||||
| HRME 410: Contemporary Issues in Human Resource Management | Prerequisite: HRMA 201, ENGA 102 | |||
| This course includes special topics in current developments within the field of human resource management, namely Empowerment and job insecurity. The first topic focuses on how to organize with shared power and bottom-up leadership to foster vision, trust, accountability, and responsibility. The second topic focuses on the current research on flexibility, job insecurity, and more intense work and the impact of these developments on individuals, their families and workplaces, and the long-term health of the economy. | ||||
| HRMA 400: Free Course | Prerequisite: None/undefined | |||
| The student chooses to study any course from any academic program in the college other than his/her major bearing 3 credit hours. This course should not have a prerequisite or the student should have studied the previous requirement of this course. | ||||
| HRMA 494: Field Training | Prerequisite: completing 90 credit hours | |||
| This course addresses students’ training in the public and private organizations in the field of Human Resource Management as well as the academic and practical supervision during training. The student shall present reports on the nature of duties he / she performed during the training period, and the acquired skills as well as the challenges faced during the training period. The academic supervisor shall discuss these reports. | ||||
| HRMA 499: Graduation Project | Prerequisite: completing 90 credit hours, HRMA 201, RES 201, STATE 102, SYSE 303 | |||
| This course includes the main graduation research in the business administration program, major: Human Resource Management. It focuses on the basic concepts, theories, approaches and steps of designing the strategies of Human Resource Management as well as the means of developing the various strategies and formulating the vision, mission, values and strategic objectives. In addition, the course also stresses on the commercial and cultural business ethics, values and the study of relevant cases and applications. | ||||
Human Resource Management graduates can expect to find employment in many of the positions listed below:
| Application⬧Admission⬧Registration Fees ( Undergraduate Programs ) | ||
| Admission Fee | AED 1,500 | One-time fee submitted with application, non-refundable |
| Application and Admission Fee (International Students) | AED 3,000 | One-time fee submitted with application, non-refundable |
| Registration Fee (Regular Semester) | AED 500 | Per semester (Summer l and Summer ll) |
| Registration Fee (Summer) | AED 300 | Per Session, non-refundable |
| Tuition Fees | ||
| Dental Surgery | AED 2,000 | Per credit hour |
| Pharmacy | AED 1,500 | Per credit hour |
| BBA (FIN, HRM, MIS, MKT) | AED 908 | Per credit hour |
| Hospitality and Tourism Management | AED 825 | Per credit hour |
| B.Law and HRM (Arabic) | AED 935 | Per credit hour |
| Public Relations and Advertising | AED 908 | Per credit hour |
| Other Fees | ||
| Student Activity Fee (Regular Semester) | AED 250 | Per Semester |
| Activity Fee | AED 100 | Per semester (Summer l and Summer ll) |
| Credit Transfer Fee | AED 300 | |
| Late Registration Fee | AED 200 | Per Course |
| Computer Lab and Internet Fee (Pharmacy and Dental Surgery) | AED 650 | When registering in the Computer Course |
| Laboratory and Clinic Fee (Dental Surgery) | AED 4,000
AED 6,000 |
1st – 3rd years
Every Semester 4th – 5th years |
| Productive Lab Fee (Dental Surgery) | AED 3,000 | 4th – 5th years |
| Training Fee | AED 4,000 | Year 5
Summer I and Summer II |
| Laboratory and Clinic Fee (Pharmacy) | AED 2,600 | Every Semester |
| Tutorial Fees (Pharmacy) | AED 550 | Student per Course (3rd and 4th Year). There are 3 courses in 3rd year and 1 course in 4th year |
| Training Fees (Pharmacy) for Community Pharmacy Training | AED 500 | Student per Course (4th Year) There are 2 courses in 4th year |
| Training Fees (Pharmacy) for Training in Hospital | AED 500 | Student per Course (4th Year) There are 2 courses in 4th year |
| Training Fees (Pharmacy) for Pharmaceutical Technology (Julphar) | AED 1,500 | Student per Course (4th Year) There is 1 courses in 4th year |
| Visa Deposit | AED 5,000 | Refundable at the time of visa cancellation and after completing one year of study at CUCA |
| Visa Processing Fee | AED 2,000 | |
| Add/Drop Processing Fee | AED 30 | For each request form |
| Re-test Fee (test1 , test2, midterm exam) (Undergraduate) | AED 300 | |
| Supplementary Exam Fee (final exam)(Undergraduate) | AED 1000 | |
| Incomplete Exam Fee | AED 1,000 | |
| Graduation Fee | AED 1,250 | |
| Transcript Fee | AED 75 | |
| ID Replacement Fee | AED 50 | |
| Diploma Replacement Fee | AED 500 | |
| Change of Major Fee | AED 500 | |
| Grade Appeal Fee | AED 200 | |
| Intensive English Program ⬧ Consists of 3 Levels | ||
| Level 1 | AED 5,500 | Duration is one semester (180 study hours) |
| Level 2 | AED 4,400 | Duration is one semester (135 study hours) |
| Level 3 | AED 3,850 | Duration is one semester (90 study hours) |
Notes:
* CUCA may charge fees for additional services and facilities as required and may increase fees at any time without prior notice.
** The mentioned fees do not include (5% VAT)
Name: Dr Deepanjana Varshney
Academic Position: Professor
Contact Details: +971-589105164
Email: d.varshney@cuca.ae
Orcid ID : 0000-0001-8493-6401
College/Department:
Business Administration
Education:
Teaching Areas:
Organizational Behavior; Business Policy & Strategic Management; International Human Resource Management; Human Resource Management; Business Ethics; Recruitment, Selection & Placement; Performance Management; Organizational Development; Compensation Management; Human Resource Development; Strategic Human Resource Management; Leadership; Principle of Management; Training and Development; Negotiation & Conflict Management
Research Areas:
Employee Performance and Work Behavior. Employee Personality dimensions
Employee Minority
Higher Education
Student psychology
Employee dysfunctional behavior
Memberships:
NA
Conference Presentation:
Publications:
Journals
Book chapters
Name: Abdallah Taamneh
Academic Position: Assistant Professor
Contact Details: 0543311183
Email: a.mahmoud@cuca.ae
College/Department:
City University College of Ajman (CUCA)
Human Resource Management Department
Education:
Professional Experience:
HR & Business Development Specialist Ministry of Justice Irbid, Jordan
Mar/2009 – Feb/2013
Teaching Areas:
Research Areas:
Conference Presentation:
Publications:
Reviewer of the following journals:
Name: Dr. Abdelkarim Kitana
Academic Position: Deputy Head of HRM Department
Contact Details: 0503501413
Email: a.kitana@cuca.ae
College/Department:
Business College - Human Resource Management Department
Education:
PhD in Businness Management - HRM
Master Degree in HRM
Bachelor Degree in English Language
Professional Experience:
Deputy Head of HRM Department
Assistant Professor in HRM
HRM Policies and Strategies Specilaist
Teaching Areas:
Performance Management
Compensation and Total Rewards
Job Analysis and Design
Organizational Behavior
Strategic Management
Research Areas:
Career Management
Human Behavior
Strategic Management
Employee Training and Development
Leadership
Memberships:
Reviewr in the Canadian Center of Science and Education - International Business Research
Reviewr in the Current Journal of Applied Science and Technology
Conference Presentation:
1- Using PLS-SEM Approach to Estimate Corporate Social Responsibility And Precautionary Measures of Covid-19: Effects on Employees Commitment
2- The Effect Of Innovative Leadership on the Management of Change Process
3- Measuring Employees' Satisfaction in the United Arab Emirates Banking Sector
Publications:
1- OVERVIEW OF THE MANAGERIAL THOUGHTS AND THEORIES FROM THE HISTORY: CLASSICAL MANAGEMENT THEORY TO MODERN MANAGEMENT THEORY
2- The Relationship between Work Environment into Women’s Career Development and Job Satisfaction in the United Arab Emirates: a Large Scale Sampling
3- The Impact of Social Media on Human Resource Management Scope Activities in Al-Futtaim and Al-Etihad Group UAE
4- An Exploratory Study to Identify the Impact of Leadership Styles on Achieving Institutional Excellence in the Public Sector: United Arab Emirates
5- Career Development among Entry-Level Employees: A Case Study on Employee’s in United Arab Emirates
6- Measuring Employees' Satisfaction in the United Arab Emirates Banking Sector
7- THE RELATIONSHIP BETWEEN THE LEVEL OF SERVICE QUALITY IN THE ACADEMIC INSTITUTIONS AND STUDENT’S RETENTION: A CASE STUDY ON CITY UNIVERSITY COLLEGE OF AJMAN, (CUCA)
8- Transformational and Transactional Leadership Styles on Organisational Change in the United Arab Emirates
9- Using PLS-SEM Approach to Estimate Corporate Social Responsibility And Precautionary Measures of Covid-19: Effects on Employees Commitment
10- An Analysis Study Of The Factors Influencing On Employee’s Decision To Leave their Workplace At UAE
Name: Dr. Asaad Ali Karam
Academic Position: Assistant Professor
Contact Details: 00971509146485
Email: a.karam@cuca.ae
College/Department:
Faculty of Business Administration
Department Human Resource Management
Education:
Professional Experience:
Teaching Areas:
Research Areas:
Strategic Management:
Strategic Marketing Management: 1. Market Penetration Strategy 2. Market Development Strategy 3. Product Development Strategy 4. Diversification Strategy.
Organizational Behavior: 1. Improving Peoples' Skills. 2. Improving Quality and Productivity. 3. Managing Workforce Diversity. 4. Empowering People. 5. Leadership Styles.
Human Resource Management:
Memberships:
* EDITORIAL BOARD MEMBERSHIPS
* VERIFIED REVIEWS MEMBERSHIPS
Conference Presentation:
Publications:
Name: Dr. Brihan Fatin Yehia
Academic Position: Assistant Professor
Contact Details:+971503491880
Email:f.brihan@cuca.ae
College/Department:
Human Resources Management
Education:
Professional Experience:
Teaching Areas:
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Conference Presentation:
Publications:
Name: Dr. Kalpana Solanki
Academic Position: Assistant Professor
Contact Details: 06 7110000
Email: k.solnaki@cuca.ae
College/Department:
College of Business-MBA/ BBA Department
Education:
PhD (Management), MBA(HRM), Academic Associate member of (CIPD) Certified Institute of Personal and Development, UK
Professional Experience:
14 years of teaching and industry experience in reputed universities and organizations in UAE
Teaching Areas:
Organization behavior, leadership, Remuneration and performance management, Negotiation and conflict management, Strategic management, International human resource management, SHRM, OD, HRM, recruitment and selection, Change management, Introduction to Business, Business Ethic, Innovation and entrepreneurship, Business Ethics etc.
Research Areas:
There are many important business-related problems where the understanding of the significance of HR and the organizational resources are yet to be recognized and developed. I could see that very limited research has been done in the areas of employee relation, role of employees in the achievement of the organizational goals, compensation and benefits, cross functional teams, role of organizational culture, job satisfaction, role of employee motivation, managerial styles, employee turnover etc. My primary interest is the development of HR models that can help in solving variety of Management and HR issues in the industry. In my PhD thesis I have conducted a strategic audit of the Dubai e government thus I would like to conduct further research on the governments of other countries in the future. My immediate research plan is to continue the project I am currently involved in a research on the topic- An analysis of the job opportunities and challenges of the Emirati job seekers in the private sectors organizations. The reason for selecting this topic is that most of the young graduates in UAE want to work for the Government sector and less are interested in joining the private sector thus this study will focus on identifying the reasons for this pattern. This research is still in the initial stage. Industrial collaboration has been an essential part of the projects I have been involved so far. The above-mentioned research topic has a direct relation with the industry and the results would have an immediate application. I would therefore seek research funding primarily from the industry.
Memberships:
-Associate member of (CIPD) Certified Institute of Personal and Development, UK
Publications/Conference presentations:
Name: Dr. Marwan Youssef
Academic Position: Assistant Prof.
Contact Details:
Email:m.youssef@cuca.ae
College/Department:
City university college of Ajman
SHJ University
Canadian University of Dubai
Skyline University College
American University In Emirates
Amman Private University
Al Mosul University
Education:
Ph.D Economics
MA Economics
BA (Hon) Economica
Professional Experience
Long Experience spent in Teaching in different universities in UAE, Iraq and Jordan _in different posts Full Time, Visiting and Part time.
City university College of Ajman 2014 till date
SHJ Universjty _ 2009-2013
Skyline College 2009 ---2013
Alettihad_University 2003--2013
Amman Private University 1991-1992
Al Mosul University 1978--1979
Teaching Areas:
Economics
Research Areas:
Microeconomics
Macroeconomics
Industrial Economics
Development
Publications:
1- A Comparative on the contribution of travel and tourism to the top ten countries with the largest tourism and United Arab Emirates.
2- The effect of solar system on electricity as comparison between UAE, Yemen, and Iraq.
3- Impact of COVIED-19 0n Airliner Industry
Name: Dr. Mohamed Ahmed ELbadawe Ali
Academic Position: Assistant Professor
Contact Details: 0547766833
Email: e.ahmed@cuca.ae
College/Department:
HRMA
Education:
PhD in Business Administration. The University of Science and Technology, Sudan in January 2016 in title The Impact of Knowledge Management on Human Resource Management
MASTER IN BUSINESS ADMINISTRATION. The University of Al Zaiem Al Azhary, faculty of economics & management sciences. In 2011
B.SC IN BUSINESS ADMINISTRATION. The Aviation Science College, Sudan. From 2003 to 2008 having fulfilled the requirements of the degree including studying customs and aerodrome management.
Diploma in HR studies, American Academy, Egypt.
Training course in modern methods of modern teaching in 2018.
Professional Experience:
I am working now in City University College of Ajman (CUCA) from September 2019 to present. as an assistant professor
From 2013 to 2016 I work as a lecturer in Aviation College
and from April 2016 to august 2019 as an assistant professor in ALmadar college ( Full Time)
I Work in Al Zaiem Al Azhary university in 2018 ( part time)
In 2018 teach in Khartoum academy ( part time)
Teaching Areas
I teach arrange of administrative materials such as human resources management materials (Performance appraisal, job analysis and design motivation, manage Selection and recruitment Strategic human resources management, Career planning)
Research Areas:
Human Recourse Areas And all administrative topic at all
Conference Presentation:
Human Resource Management conference in in city university college in 2021.
Participated in the form of total quality in Khartoum. in December 2017.
Carried out a workshop to develop management curriculum at Almadar College. In 2017.
Publications:
The impact of distance training strategy for human resource in an enhancing competitive priority
Name: Dr. Tamadher Al Dabbagh
Academic Position: Assistant Professor
Contact Details: 0507137248
Email: t.aldabbagh@cuca.ae
College/Department:
Education:
Professional Experience:
Teaching Areas:
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