Examines how companies attempt different business and corporate strategies to achieve or maintain a competitive advantage to give an in-depth understanding level of strategy formulation and implementation under conditions of changing industry competition, firm resources, and technology.
Introduces students to the main foundations of modern finance in the context of managing finance for value creation. Develops an understanding of the key concepts that underpin financial systems and markets.
Financial management in the context of external growth. This provides students with an understanding of prevailing company valuation methodologies and approaches in general, and specifically for acquisitions.
Current issues in accounting such as regulatory issues in international accounting standards, as well as the ability to effectively read and interpret financial statements from a managerial perspective in a multinational context.
The importance of effective cost management, both direct and indirect costs, the incorporation of indirect costs into a costing system (absorption costing and activity-based costing) and the challenges associated with their allocation.
Using the balanced scorecard and performance prism approach to measuring and managing corporate performance.
Using an interface that is drawn from video game technology complex decision-making scenarios are set before students. In a challenging and competitive environment they are faced with managerial-style issues that they have to quickly resolve by making the right decision at the right time.
Organisational governance is the system by which an organisation makes and implements decisions in pursuit of its objectives. The call to greater social responsibility as part of business strategy requires a more in-depth ethical reflection, taking into consideration the impacts of its decisions and activities and integrating social responsibility throughout the organisation.
Students will be introduced to systems thinking as a way of broadening reflection on ethical issues in business at an organisational level.
The growing organisational imperative to recognize and address the global environmental and social impacts of their activities which together with profits are popularly known as the ‘triple bottom' line.
Definitions, relevance and need for internalization of CSR & sustainability management for corporations. Principles of Sustainable Management and Triple Bottom Line – TBL/3BL:
‘People, Planet, Profit’: the social, environmental, and financial accountability of business organisations.
This explores participants' leadership experience enabling them to better understand their own personal leadership skills, style, and preferences. Students will learn about different leadership styles and about how effective leaders mobilize followers and sometimes take the role of follower in order to transform organizations.
From an organisational management perspective the ways in which individuals can manage interpersonal conflict effectively. This covers organisational risk, communication and miscommunication, human behaviour when faced with tension.
Time to negotiate. This will provide students with the opportunity to understand negotiation in useful analytical frameworks and to develop their skills experientially. How to develop a strategic plan for effective negotiation, improve analytical abilities for understanding and anticipate the behaviour of others in negotiation situations.
How to use the microeconomic analysis of market demand elasticities as an integral element in planning a firm’s marketing mix. The economic concept of opportunity cost and how to apply the principle in developing a clear picture of the true costs for various aspects of business activity.
The process of rational investment project appraisal and in particular of the accurate calculation of opportunity costs as an input to rational decision-making.
This explores the determinants of national and regional competitiveness from a macro and microeconomic perspective. It analyses the ultimate determinants of a nation’s or region’s productivity, rooted in the strategies and operating practices of locally-based firms, the vitality of clusters, and the quality of the business environment in which competition takes place. Cutting edge cases are discussed, and the module takes place in Singapore, a world-leader in international competitiveness.
An overview of operations management with a strategic perspective, covering essential ideas and techniques. Operations Management concerns all types of organizations, manufacturers of products or service providers, public or private sectors companies, and profit or non-profit organizations. The course covers Operations Strategy and Process Design Strategy
In relation to Operations Management here the focus is on the technical risks inherent in complex industrial activities and what managers face when either human action is misguided or the technology itself malfunctions. Litigation through technical and organisational failure, how to manage it when it occurs and how to avoid it.
How legislation and regulations impact business and how the executive manager can develop strategies which take into account national and international legislation (eg EU).
The legal vocabulary to master fundamental concepts of contract law as they pertain to business.
The application of legal concepts to real life situations, through legal case analysis and problem solving.
The process of managerial choices that determines the final product or service that is offered. How a tightly – integrated organisation is needed for this process to work effectively, with communication from start to finish of the process : design – manufacture – marketing – distribution. The role of senior management in ensuring the successful teamwork between different contributors.
The impact of the digital environment and its key tools on the marketing function. How social media and other electronic innovations have become indispensable in the marketing mix. What these changes imply for strategy formulation.
This is delivered at the end of the first year to highlight the interaction between different functional areas of the company, and to focus on company issues from a multidisciplinary perspective. Participants look at different functional challenges simultaneously, treating them as part of the same general management activity, through analysis of one or more cases in the same sector of activity.
This small group project culminates in a presentations and 8000 word analysis on the subject of a cluster development in a specific location or of a specific sector. The team members research the cluster development, analyze its present and forecast its future. They identify its constituent parts, its strengths and weaknesses, competitive rivals in the world.
With the support of a tutor during year two, the individual executive makes an in-depth analysis of career development to date and takes a wide-ranging look at personal profile, experience and qualifications. The final 8000 word analysis should identify not just the probable career opportunities ahead but also the possible directions, in order to identify all the potential opportunities that are available to the individual.