general background,
special background, specialised general knowledge, skills development

Consult Appendix A

·     Description of the level of learning outcomes for each qualifications cycle, according to the Qualifications Framework of the European Higher Education Area

·     Descriptors for Levels 6, 7 & 8 of the European Qualifications Framework for Lifelong Learning and Appendix B

·     Guidelines for writing Learning Outcomes

After the course, students should be able to understand and explain the business process of mergers and acquisitions, what drives the strategy of mergers and acquisitions, how the target company is selected, what determines the company valuation and the different methods with which it can be achieved, how to negotiate, what is the role of each interested party and the factors leading to a successful acquisition or merger. In addition, they will be able to understand the motives of buyers and sellers, the role of investment banks, advisers and fund providers.

Adapting to new situations

Decision-making

Working independently

Team work

Working in an international environment

Working in an interdisciplinary environment

Production of new research ideas

Respect for difference and multiculturalism

Respect for the natural environment

Showing social, professional and ethical responsibility and sensitivity to gender issues

Criticism and self-criticism

Production of free, creative and inductive thinking

……

Others…

…….

·         Search for, analysis and synthesis of data and information, with the use of the necessary technology

·         Working independently

·         Production of free, creative and inductive thinking

Mergers and acquisitions are a key element of corporate strategy and business activity almost on a daily basis. In booming periods, companies use mergers and acquisitions to accelerate their growth (in the same market) or to expand either in new markets or in other geographical areas. In recession times, mergers and acquisitions may be necessary, as company administrations have to make important decisions: Can the company survive as an independent entity? Does the company need additional funds? Is it time to sell? These decisions may have to be taken in the light of stricter regulatory frameworks, particularly in the financial sector, and may require resources that are limited (especially in crisis periods). Irrespective of whether we are experiencing rising or falling markets, mergers and acquisitions remain in the focus of interest for business administrations. And not only, as it is an activity with many stakeholders: human resources, shareholders, customers, vendors, regulators, the wider sector etc., and affects each and every division of the company, such as financial services, IT, the commercial department, etc.

·         Notes, slides, etc posted on e-class

·         Use of internet

The manner and methods of teaching are described in detail.

Lectures, seminars, laboratory practice, fieldwork, study and analysis of bibliography, tutorials, placements, clinical practice, art workshop, interactive teaching, educational visits, project, essay writing, artistic creativity, etc.

The student’s study hours for each learning activity are given as well as the hours of non-directed study according to the principles of the ECTS

Description of the evaluation procedure

Language of evaluation, methods of evaluation, summative or conclusive, multiple choice questionnaires, short-answer questions, open-ended questions, problem solving, written work, essay/report, oral examination, public presentation, laboratory work, clinical examination of patient, art interpretation, other

Specifically-defined evaluation criteria are given, and if and where they are accessible to students.

In class exam

·         Solution of exercises relevant to the quantitative part of the topics covered

·         Comparative assessment of the theoretical topics

·         Αποτίμηση επιχειρήσεων. Θεωρία-Μεθοδολογία-Πρακτική, Λαζαρίδης Θεμιστοκλής

·         Εταιρική Διακυβέρνηση, Θ. Λαζαρίδης, Ε. Δρυμπέτας