University | Catalogues for 2003/04 | for UGs | for PGs

While taking this unit you must take MA10095

Only available to students taking BSc (Hons) Business Administration.
Aims: To introduce the student to the fundamentals of management and social science research. Students will be able to:
* Identify a range of commonly used research approaches and methods;
* Critique research methods and their appropriateness;
* Plan a research project.
Learning Outcomes:
* Understanding of different epistemological stances;
* Understanding of different approaches to research;
* Ability to plan and critically assess research.
Skills:
* Project management skills:
- Planning project;
- Defining a problem;
- Setting goals;
- Time management;
- Working with others;
- Stress management.
* Research skills e.g. interviewing.
* Combining theory and practice.
Content:
* Introduction to this course and to doing research;
* Research design: planning a research project;
* Data Sources, Literature Reviews, Data Verification;
* Introduction to Qualitative Research Methods;
* Research Methods: Interviewing;
* Using Computers for Qualitative Data Analysis;
* Overview of Quantitative Methods;
* Quantitative Research Projects;
* Validity and Reliability;
* Politics of Research Presentation;
* Q&A support session.

Credits: 5

Level: Certificate

Semester: 1

Assessment: EX60CW40

Requisites:

Aims & Learning Objectives:
To use the basic tools of economics to introduce students to the nature of the variety of competitive environments within which business firms have to operate. At the end of the unit students should be able to identify the cost and revenue curves of the firm, understand how the concept of elasticity is useful and identify the fundamental characteristics of the various forms of market structure. They should be able to apply their knowledge to the real world and make predictions about the likely outcome of various market interactions.
Content:
Overview, demand, costs, representing the firm in a model, the competitive environment, strategic economics, government regulation, a broader perspective - the organisation of the firm and innovation competition.

MN10071: Organisational behaviour

Credits: 6

Level: Certificate

Semester: 1

Assessment: EX100

Requisites:

Aims: To provide students with an understanding for management and aspects of organisational life through the discussion of classical and contemporary perspectives. The social and structural context of organisations and implications for action and learning at group and individual levels will be explored. Implications of contemporary changes to individuals' working lives and careers will be discussed.
Learning Outcomes:
Students will gain an understanding of models and debates helping them to critically analyse and evaluate ways of organizing as well as collective and individual processes that shape our experience of organizational and working life.
Skills:
Course teaches students in major analytical models and critical debates; facilitates some self-assessment activities; and assesses students' understanding of the concepts conveyed as part of the course as well as their applications.
Content:
* Classic perspectives on Managing and organizing;
* How to organize? Structure & bureaucracy;
* Person versus Situation? What is the role of individual differences in OB?
* Understanding organizations in a cross-cultural context;
* Leadership;
* Power & politics;
* Groups and Teams;
* How do people in organizations make decisions?
* Motivation;
* Organizational Culture;
* Leading as the ongoing task of organisational learning.

MN10073: Marketing

Credits: 6

Level: Certificate

Semester: 2

Assessment: EX100

Requisites:

In taking this unit you cannot take MN20016

Aims & Learning Objectives:
1. To provide an introduction to the concepts of Marketing.
2. To understand the principles and practice of marketing management.
3. To introduce students to a variety of environmental and other issues facing marketing today.
Content:
Marketing involves identifying and satisfying customer needs and wants. It is concerned with providing appropriate products, services, and sometimes ideas, at the right place and price, and promoted in ways which are motivating to current and future customers. Marketing activities take place in the context of the market, and of competition. The course is concerned with the above activities, and includes: consumer and buyer behaviour market segmentation, targetting and positioning market research product policy and new product development advertising and promotion marketing channels and pricing.

MN10077: Quantitative methods

Credits: 5

Level: Certificate

Semester: 2

Assessment: CW50EX50

Requisites:

Aims: To introduce students to the principles of data analysis with particular reference to business applications.
Learning Outcomes:
Students should be able to search for and download data from the web; convert raw data into index numbers or percentages; classify data by level (nominal, ordinal, interval, ratio); identify dependent and independent variables; and carry out parametric statistical tests. They should also be able to carry out elementary project appraisal techniques such as simple Decision Trees and Discounted Cash Flow analysis.
Skills:
* Intellectual: identify the correct technique required to solve data analysis problems. Taught and assessed.
* Professional: apply statistical techniques to business problems. Taught and assessed.
* Key skills: use and understanding of numerical data. Taught and assessed.
Content:
Collection and presentation of data; descriptive statistics; inferential statistics including correlation and regression; index numbers; time series; elementary probability; decision trees.

MN10078: National business environment of UK 1 - legal aspects

Credits: 5

Level: Certificate

Semester: 1

Assessment: EX60ES40

Requisites:

Aims & Learning Objectives:
To provide a framework within which students can appreciate the interrelationships and interdependencies of core management disciplines. To introduce students to the fundamental legal concepts which affect businesses and the ways in which they function.
Content:
The course will examine different areas of the law and the different types of action which may be brought. In the area of property and contracts, the formulation of contracts, their validity, contents and enforceability will be examined. Performance of a contract and ways of resolving disputes are considered.

MN10079: National business environment of UK 2

Credits: 5

Level: Certificate

Semester: 2

Assessment: CW50EX50

Requisites:

Before taking this unit you must take MN10078

Aims & Learning Objectives:
This course aims to develop students understanding of the economic and industrial environment of the UK since World War II. Students will apply what they learn as they analyse current events.
Content:
Topics will include: the UK economy as a whole, including GDP, demand management and development; monetary, credit and fiscal policies; foreign trade and the balance of payments; labour and unemployment.

MN10103: Business economics I

Credits: 5

Level: Certificate

Semester: 1

Assessment: EX100

Requisites:

Only available to students taking BSc (Hons) Business Administration.
Aims & Learning Objectives:
This course aims to provide an understanding of the operation of the macroeconomic and microeconomic environments in which business operates. The unit focuses on economic frameworks and analytical tools which are important for an understanding of the business world. The objective of the macro economic component is to develop students ability to understand the influence of changes in the economic environment on business using the IS-LM-BP framework and to apply this framework to investigate the effects of changes in policy on macroeconomic variables. The objective of the microeconomic component is to develop an understanding of decision making by households and firms in both product and factor markets with particular emphasis on the theory of the firm. This part of the course serves as a basis for Business Economics II.
Content:
Introduction to business economics. The macroeconomic environment: circular flow of income; consumption and investment; money markets and foreign exchange; relationships between markets in the closed and open economy and the impact of government policies on the macroeconomic context in which business operates. The microeconomic environment: consumer behaviour; prices and markets, production and costs; structure of product markets, operation of factor markets.

Credits: 5

Level: Intermediate

Semester: 2

Assessment: CW80OR20

Requisites:

Before taking this unit you must take MN10003 and while taking this unit you must take MN20022

MN20022: Portfolio project

Credits: 5

Level: Intermediate

Semester: 1

Assessment: CW80OR20

Requisites:

While taking this unit you must take MN20021 and before taking this unit you must take MN10003

Aims & Learning Objectives:
The overall aim of the Portfolio Project is to create the opportunity for students to research a management of business issue which is of interest to them. In particular it provides an extended opportunity to apply the concepts, techniques and skills dealt with during the unit Introduction to Research and Investigation.
Content:
Briefing on the Portfolio Project aims; group formation; identification of suitable project; conduct of project; writing up findings and reporting back to peer group and group co-ordinator.

Credits: 6

Level: Intermediate

Semester: 1

Assessment: EX100

Requisites:

This unit is not to be taken by those students taking MN20031 (Human Resource Management) on the BSc Business Administration programme.
Aims & Learning Objectives:
The course aims to give a broad overview of major features of human resource management. It examines issues from the contrasting perspectives of management, employees and public policy.
Content:
Perspectives on managing human resources. Human resource planning, recruitment and selection. Performance, pay and rewards. Control, discipline and dismissal.

Credits: 5

Level: Honours

Semester: 2

Assessment: EX70CW30

Requisites:

Before taking this unit you must take MN10070 or take MN10006 or take MN50169

MN30051: Technology & innovation management

Credits: 5

Level: Honours

Semester: 1

Assessment: EX70ES30

Requisites:

Before taking this unit you must take MN10006 or take MN10070

Aims & Learning Objectives:
This unit is concerned with the management of technology and technological innovation from the firm's perspective. The aim is to introduce students to some of the managerial issues raised by the creation, adoption and diffusion of technology over time. The objectives are firstly, to provide an appreciation of the need to manage technology beyond any R & D department and secondly, to develop an understanding of alternative approaches to the acquisition, organisation and exploitation of technology and the factors influencing the relative success of these in different environments.
Content:
The course examines patterns of technological change, how technology affects competition, the impact of technology on individual firms' competitive advantage and the development of strategies and managerial methods to meet the challenges of the increasingly technology-driven environment. Topics include patterns of R & D, technical trajectories, sources of product and process innovation and the innovation environment. Developing a strategic approach to technology. Technology as a company asset and technical auditing. Technology forecasting and foresight. The relationship between technological change, industry structure and competitive advantage. Factors influencing success in technological innovation.. Different technology strategies and decisions concerning R&D, innovation and the commercialisation of new products/ processes. The protection of industrial and intellectual property. The diffusion of technology by contract, acquisition, imitation and manpower flows.

MN30052: Group project 1

Credits: 10

Level: Honours

Semester: 1

Assessment: CW100

Requisites:

Before taking this unit you must take MN10003 and After taking this module you must take MN30068

Aims & Learning Objectives:
The overall aim of the Group Project is to create an opportunity to apply the concepts, techniques and skills acquired during the taught programme in solving a practical business problem. Specific objectives are to: develop the skills of planning and executing an original investigation into a business problem in a team; allow an evaluation of the practical worth of management theories and the ability to further develop existing theories; integrate the various components of the degree programme and its specialisms; give the opportunity to practice and develop personal skills, especially those of analysis and synthesis; develop experience in handling group co-ordination and conflict; create the opportunity for business sponsors to challenge student ideas.
Content:
Briefing on academic and practical project aims; group formation; assignment of the projects; problem definition; initial proposal; Project Workshops; collection of empirical data; presentation of preliminary findings; recording of formal monthly log of activities.

MN30053: Advanced supply management

Credits: 5

Level: Honours

Semester: 2

Assessment: EX60CW40

Requisites:

Before taking this unit you must take MN30050

Aims & Learning Objectives:
Aim:
* To develop an advanced level of understanding of the principles, concepts and approaches employed in supply management. Learning objectives: On completion of this unit students will be able to:
* Apply different frameworks for analysing and designing supply networks;
* Articulate the particular challenges of managing supply within a global context;
* Evaluate the appropriateness of different models of supply relationship and network management;
* Assess the significance of out-sourcing on supply management;
* Articulate the role and importance of trust and power in supply relationships;
* Critically evaluate the concept of partnerships as a supply strategy.
Content:
Analysis and design of supply networks. Challenges of managing global supply networks. Analysis and critique of academic articles. Appropriateness in supply relationships. Out-sourcing. The role and importance of trust and power in supply relationships. Supply partnerships.

MN30054: Strategy & Human Resource Management

Credits: 5

Level: Honours

Semester: 2

Assessment: ES30EX70

Requisites:

Before taking this unit you must take MN20029 or take MN20031 or take MN10070 or take MN20080 or take MN50174

Aims & Learning Objectives:
The purpose of the unit is to develop a clear understanding of the theories and practices in sophisticated organizations linking people management to organizational performance, and the interconnections between business strategies and strategic human resource management. The unit aims to elucidate the connections between, and the tensions within, the requirements of the modern firm in managing people simultaneously to maximize labour productivity, organizational flexibility and social legitimacy.
Content:
Through lectures, videos, case studies and self reflection on employment experiences the unit's learning objectives are to achieve:
* An understanding of the interconnection between business strategies and HRM.
* A critical appraisal of models of HRM especially universal, contingency and configurational models.
* An appreciation of the components and validity of the 'HR Bundle' and the problems with diffusion across economies.
* An ability to debate and model the value of the resource-based view of strategy, different types of HR architecture and knowledge management.
* A critical appraisal of key policy issues in HRM and their link with organisational and HR strategies such as reward systems, involvement and participation, trade union roles, the management of the psychological contract and the role of HR professionals inside and outside the firm.

MN30055: Corporate governance & regulation

Credits: 5

Level: Honours

Semester: 2

Assessment: EX50ES50

Requisites:

Before taking this unit you must take MN10008 or take MN10070 or (take EC10006 and take EC10007)

Aims & Learning Objectives:
The course will acquaint students with a range of issues which come under the broad heading of governance and regulation of corporate practices. This will include the nature of the company and responsibilities of its principal officers, concerns about the state of corporate governance and the special regulatory issues associated with public control over utilities. The latter part of the course will recognise the growing phenomenon of globalisation and the need for regulation by international accounting standards
Content:
Issues selected each year from: The nature of the corporation and the position of shareholders, chairmen, CEOs, executive directors and non-executive directors; The nature of corporate governance and development of a conceptual framework for governance - including the relationship between governance and management; Examples of crises in governance; Governance as exercised in different countries; Whistle-blowing as a means of governance; The place of top executive compensation schemes in corporate governance considerations; Regulation of MNCs and cross-border transfer pricing; The regulation of public utilities; International standard setting in accounting and relationship to national standards; Financial reporting in the European Union; Comparative accounting practices in selected countries. Financial statement analysis using accounts of different countries

MN30058: Ecological thinking & action in management

Credits: 5

Level: Honours

Semester: 2

Assessment: CW60ES40

Requisites:

Before taking this unit you must take MN30028 or take MN10005 or take MN10070 or take MN20080 or take MN50169 or take PS50052

Aims & Learning Objectives:
The aim of this unit is to explore global trends in social, political, environmental and ethical thinking and explore their implications for the role of business and the practice of management.
Content:
A series of focused explorations looking at: the changing context of business; globalisation, sustainable development; management of natural resources; system dynamics; ecological thinking and practices in management; developments in economic and social indicators; and other associated issues.

MN30059: European integration studies 2

Credits: 5

Level: Honours

Semester: 2

Assessment: CW25ES75

Requisites:

Before taking this unit you must take MN30040 or take MN20208

Aims & Learning Objectives:
AIMS: Students will learn about the business environment of the European Union. Special emphasis placed on the Union's non-economic policies and on the recent evolution of EU decision-making. OBJECTIVES: Students will be able to understand the dynamics of the European integrationprocess as it affects the business environment both in an institutional and a policy context.
Content:
The course is structured around lectures and seminars covering EU social and environmental policies; lobbying activities by corporations,NGOs and third country governments; the operation of the Commom Agricultural Policy; problems of policy implementation; the debate on EU governance.

MN30062: International business law

Credits: 5

Level: Honours

Semester: 2

Assessment: EX60ES40

Requisites:

Before taking this unit you must take MN10078 or take MN20010 or take MN20024

Aims & Learning Objectives:
To put international trade contracts in their proper framework - in terms of the contracts and their enforcement and enforceability, and in the wider context of how businesses function in the international commercial field. Students will consider the different regimes which are relevant to making agreements in an international context, the problems which can arise and how to deal with them. Common contract terms and business relationships are examined so that students understand the principles which can facilitate or hinder international contracts.
Content:
Legal 'families' and their characteristics. Codified commercial law. Treaties and conventions. ICC and other private regimes. Principles of international trade and common principles of law on commercial agents; business forms; business liability. Commercial contracts; insurance; international banking; carriage; patents, arbitration, dispute resolution and enforcement. European Union law - competition, free movement.

MN30065: Managing strategic issues

Credits: 5

Level: Honours

Semester: 1

Assessment: EX50CW40OR10

Requisites:

Before taking this unit you must take MN10008 and while taking this unit you must take MN30048

(DBA students must choose MN30048 as well, if they choose this unit). Aims: An interdisciplinary and thematic approach to understanding how and why strategists seek to shape and resolve specific issues of strategic significance for the business enterprise and to cope with the related uncertainties and ambiguities. Students are expected to contribute actively to class discussions and through careful preparation to become proficient at analysing specific situations using appropriate theory allied to pragmatic, well-reasoned judgements.
Learning Outcomes:
Practical competence in specific strategic analysis techniques in current use, particularly scenario methods and explicit systems methods for strategic analysis. A knowledge of game theory as applied to strategy.
Skills:
* Able to construct of explicit business system representations;
* Carry out analysis of such representations;
* Identify action sets for firms. All taught and assessed.
Content:
The course is concerned primarily with techniques and research themes which address the specifics of strategic management, as opposed to the globally applicable frameworks and techniques covered in Strategic Analysis. In particular, Managing Strategic Issues covers scenario-based analysis, general business process modelling, game theoretic methods and other current research themes. It is underwritten by study of the way in which issues for decision emerge within organisations. There is a strong emphasis on applicability in the topics addressed.

MN30066: Strategic management

Credits: 5

Level: Honours

Semester: 2

Assessment: CW30EX70

Requisites:

Before taking this unit you must take MN30048

Aims & Learning Objectives:
To provide an understanding of how strategy is developed and implemented within organisations, of the processes involved, and of the structure and control systems exercised by organisations in its implementation. To examine how the concepts of strategy formulation, implementation and organisation development interplay. Students are expected to contribute actively to class discussion through the preparation of case studies in order to develop their understanding of complex situations.
Content:
Processes of company diagnosis and strategic decision making/evaluation; formulation of value systems, mission statements and objectives; corporate strategy; business planning processes; linking strategic priorities and organisational change in differing competitive contexts.

MN30067: Treasury management

Credits: 5

Level: Honours

Semester: 2

Assessment: EX50ES50

Requisites:

Before taking this unit you must take MN10008 or take MN10070 or take MN50170

Aims & Learning Objectives:
To show how a large company manages sources of capital, relations with financial markets and shareholders and balances needs for finance with internationally spread organisations.
Content:
Issues selected from: Reviewing sources of finance and their costs International and domestic aspects of cash management Sources of Return and risk Value at Risk Analysis Portfolio risk management Foreign exchange markets and foreign exchange rate risks Exposure management:hedging, swaps, options, interest rate risk, etc. Complications in investment appraisal in undertaking direct investment abroad International financing

MN30068: Group project 2

Credits: 10

Level: Honours

Semester: 2

Assessment: CW70OR30

Requisites:

While taking this unit you must take MN30052 and before taking this unit you must take MN20021 and take MN20022

Aims & Learning Objectives:
The overall aim of the Group Project is to create an opportunity to apply the concepts, techniques and skills acquired during the taught programme in solving a practical business problem. Specific objectives are to: develop the skills of planning and executing an original investigation into a business problem in a team; allow an evaluation of the practical worth of management theories and the ability to further develop existing theories; integrate the various components of the degree programme and its specialisms; give the opportunity to practice and develop personal skills, especially those of analysis and synthesis; develop experience in handling group co-ordination and conflict; create the opportunity for business sponsors to challenge student ideas.
Content:
Evaluation of progress; further data collection; further examination of literature and relevant theory; presentation of interim findings at Project Workshop; further analysis of collected data; production of final written report and oral presentation of findings.

MN30076: Business policy

Credits: 6

Level: Honours

Semester: 2

Assessment: EX100

Requisites:

In taking this unit you cannot take MN30048

Aims & Learning Objectives:
To provide an appreciation of how organisations develop from their entrepreneurial beginnings through maturity and decline. To examine the interrelationship between concepts of policy and strategy formulation with the behavioural aspects of business. To enable students to explore the theoretical notions behind corporate strategy. Students are expected to develop skills of analysis and the ability to interpret complex business situations.
Content:
Business objectives , values and mission; industry and market analysis ; competitive strategy and advantage ; corporate life cycle; organisational structures and controls .

MN30085: The internationalisation of business

Credits: 5

Level: Honours

Semester: 1

Assessment: EX60CW40

Requisites:

Before taking this unit you must take XX20093 or XX20094 or XX20095 or XX20096 or XX20097 or XX20098 or XX20047 or XX20048. In taking this unit you cannot take MN20208

Aims: The course aims to introduce and assess the forms, motivations and processes of establishing and developing a multinational enterprise. It will explain the magnitude and significance of international business, discuss the academic frameworks used to analyse the activities of international businesses and the processes of internationalisation. Learning Outcomes:The students should be able: to understand and assess the options available to companies undergoing the internationalisation process; to analyse the different issues that arise and problems that need to be addressed when establishing and operating subsidiaries and affiliates across national boundaries; to identify and explain actual examples using theories introduced in the course.
Skills:
Research skills, ability to assimilate a diverse range of materials, analytical skills, ability to engage in intelligent discourse and debate.
Content:
The theories of international business, including those pertaining to trade, FDI and theories of the multinational enterprise. The risks of international operations - political and economic risk. The motivations for multinational operation - economic globalisation, competitive rivalry, resource or market seeking. The strategic options for establishing a global network of subsidiaries. The different forms of multinational operation, including contractual forms, equity arrangements, joint ventures, etc. but with a particular focus on foreign direct investment. An assessment of the advantages and disadvantages of each. The course will use case studies (industry and company-based) to illustrate and explain the theories of international business.

MN30104: Portfolio management

Credits: 5

Level: Honours

Semester: 2

Assessment: EX70CW30

Requisites:

Before taking this unit you must take MN20210

Aims & Learning Objectives:
Aims: The unit has the aim to give an introduction into the tasks and theories of portfolio management. Students will learn how to use and combine different techniques to manage portfolios effectively. Learning Objectives: Students will be able to
* Explain and apply the main theories of portfolio management
* Understand the relation between stock characteristics and portfolio objectives
* Evaluate the performance of both the analysis of stock markets and stock selection process
* Construct their own portfolios with given objectives.
Content:
Portfolio selection theory; Market, Industry and Share Analysis; Stock selection; Risk Management and Portfolio Insurance; Performance Evaluation.

MN30105: Integrated marketing communications

Credits: 5

Level: Honours

Semester: 1

Assessment: CW40EX60

Requisites:

Before taking this unit you must take MN20016 or take MN20081

Aims & Learning Objectives:

* To understand competing theories of how different forms of marketing communications work;
* To be able to formulate all the elements of an integrated marketing campaign.
Content:
This course is all about understanding how consumers interact with the messages which companies send out through various media. It is also about how managers can use this understanding to formulate communications strategy. We will be concentrating on the shift which has taken place over the past 15 years or so from mass communications to direct and interactive communications. This will involve examining (competing) theories of how communications work. This will be part psychology, part strategy. The course aims to achieve a balance between the theoretical and the very practical. The group assignment is totally practical. A number of outside speakers will be giving their views.

MN30107: International Academic Exchange - out-going

Credits: 30

Level: Honours

Semester: 1

Assessment: OT100

Requisites:

Before taking this unit you must take MN20021 and take MN20022

Aims & Learning Objectives:
An opportunity to gain the experience of studying and living in a different country at an approved partner institution.
Content:
The student will study an approved programme of units at a partner educational institution and complete the first semester work on the Final Year Project.

MN30109: Business-to-business marketing

Credits: 5

Level: Honours

Semester: 2

Assessment: EX60CW40

Requisites:

Before taking this unit you must take MN20034 or take MN20081 or take PS50052 or take MN50169

Aims & Learning Objectives:
This module aims to build on the earlier Marketing 1 and Marketing 2 courses, and is designed for those with an interest in business-to-business rather than consumer marketing. It aims to develop an understanding of how business markets differ from consumer markets, to illustrate the importance of relationships within such markets, and seeks to put the role of the business-to-business marketing manager into the broader context of overall business strategy.
Content:
The course will be structured around the IMP approach to business-to-business marketing, an approach that has a long association with the University of Bath. The course will move beyond the traditional transactional view of marketing and will focus on relationships. Understanding the building blocks of inter-firm relationships, how firms interact, and the resultant business networks will form the cornerstone of the course, as will an understanding of how firms sell "value."

MN30203: Organizational leadership

Credits: 5

Level: Honours

Semester: 2

Assessment: EX60ES40

Requisites:

Before taking this unit you must (take MN10001 and take MN10005) or (take MN20080 and take MN20083) or take MN20031

Aims & Learning Objectives:
This course is about leadership in organizations. It aims to take a critical approach to some of the vast literatures of leadership, considering a systemic view which locates leadership in the context of organization and organizing. By the end of the unit, students should have developed an understanding of self-awareness, assumptions and values against which behaviour of others is routinely evaluated together with an appreciation of how 'things are made to happen' by influencing and 'leading' people.
Content:
Leadership is often described as the most widely studied and least understood concept in the social sciences. With this backdrop, the course aims to make some sense of what is undoubtedly assumed to be the most important element in organizational life - the exercise of influence by which 'things are made to happen'. Students will be encouraged to reflect on the assumptions they make about leadership - the person(ality), the position, the process, the performance - as well as to consider their own self-awareness, assumptions and values against which they evaluate others' influence. Drawing on contemporary business illustrations as well as literature and metaphors, this unit will explore the complications involved in becoming, being, confronting and evaluating leadership in organizations.

MN30209: Investment banking

Credits: 5

Level: Honours

Semester: 1

Assessment: EX100

Requisites:

Before taking this unit you must take MN20009

Aims & Learning Objectives:
At the end of the course students will be able to understand the complex nature of investment banks and how they interact with their environment.
Content:
This course gives an introduction into various aspects of investment banking. The emphasis will be laid on giving an understanding of the complex interactions of investment banks with competitors, their clients and investors in the market.Areas covered are: Mergers & Acquisitions, Initial Public Offerings (IPOs), Brokerage, Financial Engineering, Relationship Banking, Using Technology in Investment Banking.

MN30211: Advanced corporate finance

Credits: 5

Level: Honours

Semester: 1

Assessment: CW10ES30EX60

Requisites:

Before taking this unit you must take MN20009

Aims & Learning Objectives:
This course develops the material from the second year Company Finance course. Students will analyse issues relating to new investment appraisal, cost of capital, and the effect of capital structure on firm value. Students will consider the effects of managerial incentives and signalling on a firm's financing decisions. The course will then proceed to consider convertible debt and trade credit. Specific issues such as takeovers and bankruptcy will be considered. The course will make extensive use of case studies.
Content:
New Investment Appraisal. Cost of Capital, Capital Structure, and Firm Value. Optimum Capital Structure, with regard to tax, agency costs, and signalling. Convertible debt. Trade Credit. Dividend Policy. Analysis of distressed companies. Takeovers. (A recommended complementary course, which analyses pricing issues, is Introduction to Finance and Financial Markets).

MN30212: International business in the Americas

Credits: 5

Level: Honours

Semester: 1

Assessment: CW60EX40

Requisites:

Before taking this unit you must take MN20208 or take MN30085

Aims: The aim of the course is to explore the political economy of the Americas.
Learning Outcomes:
As a final year unit students take this option because the topic interests them. Although they will know more about the world after the course, I do not expect them to 'do' anything after taking it.
Skills:
Critical thinking - facilitated. Research skills - facilitated and assessed.
Content:
Lecture and seminar topics include: US trade policy; regional economic integration; Canadian and Mexican political economy; North American Free Trade Agreement; Brazilian political economy; and Mercosur.

Credits: 5

Level: Honours

Semester: 2

Assessment: CW30EX70

Requisites:

Aims: This course will introduce the discipline of political marketing, its main theoretical concepts as well as managerial practice and ethical considerations. Through group assignments the understanding of the concepts will be enhanced and deepened.
Learning Outcomes:
The unit will enable students to understand the basic tenets of political marketing theory and practice, its relationship to marketing and political science theory. Furthermore, the unit will foster the students' ability to critique contemporary issues of political marketing practice.
Skills:
Interdisciplinary skills of integrating theories/concepts from different disciplines will be taught and assessed. Furthermore, the ability to engage in a critical discourse about contemporary issues of political marketing will be assessed.
Content:
Lecture 1: Political Marketing and the Marketing Domain;
Lecture 2: Functions of Political Marketing;
Lecture 3: Strategic Political Marketing;
Lecture 4: Political Marketing Instruments I;
Lecture 5: Political Marketing Instruments II;
Lecture 6: Examples of Political Campaigning;
Lecture 7: Voting and Buying Behaviour Theory and Political Marketing;
Lecture 8: Ethical Considerations and Political Marketing;
Seminar 1: Guest Lecture on Political Marketing and Political Propaganda;
Workshop 1: Group Presentations and Discussions;
Workshop 2: Group Presentations and Discussions;
Lecture 9: Contemporary Issues of Political Marketing

XX20047: Year abroad in Spain - work placement

Credits: 60

Level: Intermediate

Academic Year

Assessment: ES100

Requisites:

Aims & Learning Objectives:
* to promote the development of high-level language skills in Spanish
* to acquire in-depth personal experience of the Spanish culture
* to gain professional experience.
Content:
Working in a role in an approved organization which will involve a challenging range of tasks, giving an opportunity to put management studies into practice, while also developing language skills to near fluency.

XX20048: Year abroad in Spain - academic exchange

Credits: 60

Level: Intermediate

Academic Year

Assessment:

Requisites:

Aims & Learning Objectives:
* to promote the development of high-level language skills in Spanish
* to acquire in-depth personal experience of the Spanish culture
* to gain academic experience in a Spanish/Latin-American business school.
Content:
To carry out an agreed programme of work at a Spanish/Latin American business school. The nature, scope and assessment of this work is to be agreed by the institutions involved in the exchange arrangements.

Level: Masters

Semester: 2

Assessment: ES100

Requisites:

MN50119: Diversity & management

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Aims & Learning Objectives: To explore major themes, issues and practices in the field of diversity and management, looking at a range of diversities including gender, race and culture. The course will offer ideas and frameworks for sense-making about diversity and management, invitations to analyse participants' own perceptions and experiences in these terms, and opportunities to learn about and review organisational practices. Key objectives are that participants will develop their abilities
a) to incorporate analyses of diversities alongside those of other significant themes in organisational life, and
b) to act more competently as organisational members.
Content: Typically the programme will cover topics such as: mapping the field of diversity and management and its historical development and definitions, including issues, practices and paradoxes; key models of sense-making and action; focussed attention to specific dimensions of difference, mainly gender, race and intercultural differences; developing ideas about masculinities and organisational life; the dynamics of tokenism; power; communication styles; leadership; and human resource management practices for addressing diversity. Specific topics covered will be reviewed each year to reflect developments in relevant academic ideas and organisational practices. Participants will be allowed some discretion (especially in written work) to pay attention to topics which interest them. The learning approach will include presentations, exercises and continuing discussions.

MN50120: Corporate financial management

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Before taking this unit you must take MN50113 or take MN50137

Aims: The aim of this course is to give students an overview of key financial issues to be addressed in companies and to provide the basic tools to evaluate these problems.
Learning Outcomes: By the end of this unit students will be able to:
* understand the main decision problems a financial manager faces;
* evaluate the financial alternatives available to address these problems;
* develop and formulate a long-term strategy for the financing of a company.
Skills: Critical thinking; establishing criteria for corporate financial decision making; problem solving.
Content: Topics covered are: Financial Planning; Debt Finance; Equity Finance; Mergers and Acquisitions; Financial Distress. These aspects are illustrated by selected case studies.

MN50120: Corporate financial management

Credits: 3

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50113 or take MN50137

MN50121: Technology management in supply chain management

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Aims & Learning Objectives: This option addresses two key business concerns: how to make the best use of inter-firm relationships (the supply chain) and the management of innovation.
Content: This option will address the concepts of innovation and its management, of supply chain management and inter-firm relationships, and their synthesis in the effective sharing of outsourced technological developments which is a vital part of organisational development.

Credits: 3

Level: Masters

Semester: 2

Assessment: ES100

Requisites:

MN50124: Entrepreneurship & the small business

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: ES100

Requisites:

Aims & Learning Objectives: This elective focuses upon entrepreneurship and the management of small business. It is concerned with the nature of the creative process and the way in which this can be expressed in business. The Course is located within the context of the small business. It seeks to explain how new firms arise, survive and grow through harnessing entrepreneurial instincts and energies. It explores the control systems that are essential if such creative instincts are not to expose the firm to too great a degree of risk.
Content: Among the topics covered are: innovation, entrepreneurship, risk, management, resourcing and planning.

MN50124: Entrepreneurship & the small business

Credits: 3

Level: Masters

Semester: 2

Assessment: ES100

Requisites:

MN50125: European Business

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: ES100

Requisites:

Aims & Learning Objectives: The aim of this course is to introduce MBA students to the European Business Environment arising from the process of European integration,and to enable them to concentrate their studieson an aspect of the integration process that is relevant to each individual student. Learning Objectives: On completion of this unit class participants will have acquired a sound understanding of the EU and of the economic integration process.They will be familiar with the EU EU decision-making process and several policy areas that directly affect managers and businesses.
Content: Origins and development of the EU and decision-making in the EU. The single European market. Environmental regulation. Lobbying by firms. Sectoral case studies. Economic and monetary union. The EU and the CEECs.

Credits: 6

Level: Masters

Semester: 2

Assessment: EX100

Requisites:

Before taking this unit you must take MN50170

Aims & Learning Objectives: The unit will first provide an understanding of the context within which external reporting takes place and the skills to prepare financial statements. It will include stock exchange and company law requirements, the role of external audit and its relationship with directors, and the development and practical application of accounting standards. It will extend this to explore international issues such as international standard setting and harmonisation of international reporting. The emphasis will then be widened to consider directors' responsibilities in terms of financial accountability and corporate governance more generally.
Content: The financial reporting context, principles of financial accounting, accruals and the double-entry method, preparation of financial statements, including Profit and Loss Account, Balance Sheet and Cash Flow Statement, the role and development of accounting standards and international harmonisation, institutional structure (e.g. the FRC, the ASB and the IASC), illustrative application to specific JFRSs, the relationship between management and governance and the roles of CEOs, Chairmen, shareholders, non-executive directors, executive remuneration and other incentive mechanisms to align interests in the Principal/Agent model, codes of practice on governance.

MN50182: Financial management for international business

Credits: 6

Level: Masters

Semester: 2

Assessment: EX50CW50

Requisites:

Before taking this unit you must take MN50170

Aims & Learning Objectives: At the end of this unit students will understand the increased range of financial problems faced when companies operate across international borders or even operate globally.
Content: International markets and institutions, international financial risk and treasury management (foreign exchange markets, forecasts, exposures and management, use of swaps and options, financing international trade), international capital budgeting, political risk, cross border transfer pricing, evaluation of global operations.

MN50183: Strategic management accounting

Credits: 6

Level: Masters

Semester: 2

Assessment: EX100

Requisites:

Before taking this unit you must take MN50170

Aims & Learning Objectives: Recent developments in management accounting and especially cost management will be reviewed mainly through the medium of case studies in order to develop the students' ability to analyse practical control problems and select the appropriate tools to use in specific circumstances.The final objective of the unit will be to consider how companies are changing their cost management systems through time in order to align them more closely with central strategic thinking for developing the business.
Content: Developments in product costing and cost management (activity based costing, the theory of constraints and throughput accounting, cost of quality analyses, etc.), the way management accounting and control is adapting to the changing technological context and developments in supply chain relationships, the influence of Japanese management accounting practices and how they are also changing in Japan (target costing, kaisen costing, ex-ante activity analysis), balanced scorecard developments and their relationship to business segment control (divisions, SBUs, product groups, projects, etc).

MN50184: Gender & work

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Aims & Learning Objectives: The gendering of employment and the world of work is one of the most significant developments in the second half of the 20th century. The aim of this unit is to explore the issues raised for women, men and organisations in both practice and theory. The implications for HR policy and procedures in the light of the role of the state will be given due attention.
Content: Topics covered in the unit include : male and female activity rates ; gender distribution by industry ; gender distribution by occupation ; part-time and full-time employment ; self-employment ; regional and local variation ; work and employment ; paid and unpaid work.

MN50187: Training, learning & development

Credits: 6

Level: Masters

Semester: 2

Assessment: ES60OR40

Requisites:

Aims & Learning Objectives: To develop an understanding of the nature and contribution of training and development to organisational success ; to appreciate the role and responsibilities of the individual in training and development ; to develop and experience creative and innovative approaches to adult learning ; to provide a framework for analysis and understanding of current thinking in training and development.
Content: The role of training and development in organisations ; Training as a cost or investment ; Theories and practice of learning ; adult learning ; lifelong learning ; experiential learning ; managers as developers ; learning technologies ; the training and development cycle ; assessment methodologies ; evaluation techniques ; feedback mechanisms ; national training initiatives.

MN50188: Integrated marketing communitcations

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50167

Aims & Learning Objectives: The aim of the unit is to introduce students to the following areas: - consumer behaviour -- marketing communications Students should gain a firm understanding of the theory which informs these subjects of study and also have an appreciation of how the theory is applied in a practical marketing situation.
Content: The course will bring together 3 strands:
1. The various theories of consumer behaviour
2. The various theories of communicating to consumers
3. How companies currently use these theories to inform marketing communications strategies Students will have the opportunity to enter the Institute of Direct Marketing Competition. In groups of 3 or 4 students will prepare a full direct marketing strategy for the launch of the Toyota Prius.

MN50189: Contemporary management issues in the IS field

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100EX

Requisites:

Aims & Learning Objectives: The aim of this unit is to expose students to a range of issues that the IS and business management professional will encounter when planning and developing information systems. To this end the unit will involve a mix of industry speakers and academic sessions. In the academic sessions students will learn about different approaches and methods for managing IS in a multi-discipline, multi-stakeholder environment. A major learning outcome is for students to be capable of applying academic ideas to the real-world problems reported by industry speakers.
Content: The unit will reflect significant IS issues reported in the literature. The content of the academic sessions will be updated each year to reflect then current issues in IS, but the following is indicative of the content:
* Outsourcing
* Information and knowledge management
* Quality management
* IT infrastructure management
* Ethical issues in IS
* Changing patterns of work and virtual organizations
* Globalization In addition, speakers from industry will be invited to talk about the IS issues they are facing now and to give their view of upcoming challenges for the IS field. Typical viewpoints to be represented include the chief executive, the operations manager, and the management consultant. Students will be expected to give presentations in response to the issues raised by speakers from industry.

MN50190: Organisational IS

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Aims & Learning Objectives: The aim of this unit is to expose students to a wide range of views of the current state of the art in terms of application of IS in organisations and various social and organisational issues. This unit examines the organisational pervasiveness of information systems, investigating their role in functional support and throughout the hierarchy of the organisation. This includes assessment of the dynamic relationship between the different organisational contexts and the application of IS, and illustrative case examples of how they can be employed to meet organisational objectives in different industries.
Content: The sessions will be of two types:
* Those that investigate types applications of IS in organisations
* Those that investigate the different social/organisational contexts in which IS are designed and used. The learning will be student centred: students will be expected to carry out individual research and investigations. Guest speakers will present their own experiences of systems and contexts.

MN50191: Web information system development

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50173

Aims: To impart an understanding of the complexity and difficulty of successful information system development in the Internet age. Although the roots of Information system development methods can be found in the engineering tradition of hardware and software engineering, more recent developments in IS research have highlighted the need to employ alternative paradigms that cater for the needs of the organization and those whose work is affected by the introduction of an information system. The recent rise of Internet-based information systems has introduced new challenges for the developer - building systems with global reach and building them in 'Internet time'.
Learning Outcomes: An awareness of a broad range of IS development methods; to be able to assess the relative strengths and weaknesses of those methods; to know in which situations to use which methods.
Skills: Students will learn how to apply the core techniques of systems analysis and design using a case study and will also gain practical knowledge of software development through creating models and building a web site.
Content: The following topics will be addressed:
* Traditional approaches to IS development;
* Building information systems for the Internet;
* Organizational analysis: stakeholders and soft systems;
* Socio-technical design: ETHICS, participatory design;
* Information modelling: data and process modelling with UML;
* Software development: building a Web site.

MN50192: Information systems implementation

Credits: 6

Level: Masters

Semester: 2

Assessment: ES70CW30

Requisites:

Aims & Learning Objectives: To introduce the students to IS implementation in a variety of contexts, using a multitude of technologies and exposing an array of issues. Students will be able to:
* Identify a range of commonly used approaches to understanding IS implementations;
* Critique and evaluate IS implementations drawing on a wealth of experiences.
Content:
* Introduction to IS implementation;
* Approaches to Understanding IS implementations;
* IS implementation in a cross-cultural context IS implementation in a global context;
* Public sector IT projects;
* Technology and IS implementations;
* IT and the Community;
* IS Implementation issues;
* Revision.

MN50193: Personal productivity & project management

Credits: 0

Level: Masters

Semester: 1

Assessment:

Requisites:

Aims & Learning Objectives: The purpose of this unit is to equip students with the skills needed to carry out individual investigations and research work. The focus will be practical and will enable students to carry out projects related to IT and IS in their eventual place of work and to tackle their end-of-course MSc projects.
Content: The sessions will be of three types, relating to:
* the management of individual projects and investigations
* the hands on use of software
* responses to current concerns and needs Some sessions will be formally timetabled, others will be arranged as needed. Learning will be student centered and responsive. In part students will be expected to define their own skills needs.

Credits: 3

Level: Masters

Semester: 2

Assessment: ES100

Requisites:

Before taking this unit you must take MN50112 or take MN50163

MN50199: Managing in a virtual world

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Aims & Learning Objectives: The course is designed to educate students on the complex dynamics of information technology in organizations in order to enable them to function and manage effectively and prepare them to play the role of organizational transformation agents in the now virtual world. Through case studies, research reports and interactive discussions, participants learn to deploy an alternative perspective, one that is more political and critical orientated, to the pragmatic and recipe-based approaches to the issues that dominate much of the contemporary management literature on IT. In presenting this argument the course will explore the key features of virtual organizations, then go on to examine some essential business processes that characterise the operation of virtual organizations, and finally deal with the issues involved in successfully developing and managing collaborative virtual organizations. Special emphasis will be given on how information and communication technologies enable intra- and inter- virtual organizational forms to emerge.
Content: Core content will include:
* Relating IT to its organizational context;
* Virtual Organization as an IT-enabled workplace strategy;
* Models for Virtual Organizations;
* Knowledge-based strategies for virtual organizations;
* Developing Collaborative Strategies in a virtual world;
* Outsourcing and Partnering for virtual organizations.

MN50199: Managing in a virtual world

Credits: 3

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

MN50204: Services management

Credits: 6

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

MN50217: Modular MBA projects workshop

Credits: 0

Level: Masters

Modular: no specific semester

Assessment:

Requisites:

Aims & Learning Objectives: This workshop aims to prepare students for the process of planning and undertaking their final dissertation or project.
Content: Before attending the workshop, students will be sent a copy of Project Guidelines. These guidelines include the structure of a proposal that students will use to help them plan and communicate their project ideas. Students will come to the workshop with a draft proposal of their planned final project. The nature of participants' proposals will shape the nature and depth of subjects covered. The workshop will start by going through the guidelines in detail. This part of the workshop will cover issues such as: the nature of suitable projects, working with other students, involving their organisation, developing their project idea, the role of a supervisor, time management and research ethics. Beyond discussing the guidelines will be a set of core topics and a set of optional topics. The core topics will include: the nature and forces that shape research methodology; the use of different methodological approaches; the concepts of validity, reliability and generalisability; locating and evaluating secondary data; the role of theory in project work; sampling theory; quantitative and qualitative data analysis; and the use of different software packages to capture and analyse qualitative and quantitative data. The optional topics will typically be devoted to the practicalities of undertaking specific research techniques. These topics will be tackled depending upon the demand of workshop participants. Optional topics could include specific techniques under the broad headings of: qualitative interviewing; observation techniques; survey techniques; and experimental techniques. A month after the course, students will be expected to submit a revised proposal and be ready to start their projects.

MN50219: Risk management

Credits: 6

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Before taking this unit you must take MN50113 or take MN50137

Aims & Learning Objectives: The aim of this course is to give students a basic understanding of the principles of risk management and their application. At the end of this unit students should be able to:
* Identify risks in a company Interpret results from a risk management system;
* Use a risk management system to formulate their objectives with respect to risks;
* Apply methods to manage individual risks;
* Understand the concept of enterprise-wide risk management and corporate governance.
Content: In the last three decades companies have been more and more exposed to risks. Increased volatility in foreign exchange markets, interest rates and the stock market, increased costs arising from possible environmental damages and the threat of law suits for deficient products has made it even more important for companies to prevent losses they are not able to bear. Risk Management has therefore gained importance. In this course we will explore the basics of risk management. Besides financial risks, other risks like environmental risks or operational risks are also covered. The focus will be to give the non-specialist an understanding of the principles of risk management and how to apply them to facilitate managerial decisions. Topics covered include: defining risk, importance of risk management, measuring risk, hedging, the value-at-risk method, managing financial risk, managing credit risk, managing liquidity risk, managing operational risk, implementing risk management systems, the relation of risk management to corporate governance.

MN50219: Risk management

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50113 or take MN50137

MN50220: E-business

Credits: 3

MN50227: Entrepreneurship & new venture creation

Credits: 6

Level: Masters

Semester: 2

Assessment: EX100

Requisites:

Aims & Learning Objectives: Innovation, change, and business venturing are key processes driving the development of business. This course is designed to provide students with an understanding of:
* why and how new business ventures are conceived and developed
* how entrepreneurial organizations learn and adapt in changing markets
* the role political economy plays in shaping the environment for enterprise
* the importance of proximity, partner resourcing, and networking to new venture development and survival. Students are expected to contribute to class discussion through the preparation of case studies in order to develop their understanding of complex situations.
Content: Topics include: opportunity recognition; entrepreneurial behaviour; the geography of entrepreneurship; the learning organization; entrepreneurial intentions; financing the enterprise; entrepreneurial networking; technology-based enterprise; nurturing innovation; factors of growth; and corporate venturing.

MN50228: Financial management

Credits: 6

Level: Masters

Semester: 1 or Modular (no specific semester)

Assessment: EX100

Requisites:

Aims: The understanding and management of any organisation requires particular attention to financial performance. This unit aims to make candidates fluent in the use of accounting terminology and able to compile and interpret financial statements. The unit also provides an insight into the role of accounting and management information for decision-making and control. Project appraisal techniques are evaluated.
Learning Outcomes: On successful completion of this unit, students should be able to:
i. describe concisely the proper use of financial statements for limited companies and construct elementary company accounts;
ii. use ratio analysis as a preliminary means of benchmarking;
iii. use the financial accounting techniques of the syllabus for performance planning and control;
iv. evaluate the business merits of alternative engineering projects;
v. demonstrate the ability to communicate with other business disciplines using conventional management accounting terminology;
vi. present a business case, using financial accounting evidence, to justify any engineering endeavour.
Skills: Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual skill to integrate new knowledge with past experience and effectively apply it to future programmes of work;
* The professional skill to analyse operational issues both within and outside the organisation;
* The key ability to propose new business projects and business operations based on sound financial principles.
Content:

1. The Objectives of Management Accounting: 1.1. Information for managerial decisions; 1.2. Planning; 1.3. Controlling revenues and costs; 1.4. Coordination
2. Accounting Principles and Concepts
3. Examination of the main Financial Statements: 3.1. The Balance Sheet; 3.2. The Profit and Loss Account; 3.3. Funds Flow Analysis; 3.4. The difference between cash flows and profits; 3.5. Accounting ratios (as preliminary means of benchmarking)
4. Decision Making Using Accounting Information: 4.1. Pricing; 4.2. Cost Clarification; 4.3. Break-even analysis; 4.4. Absorption and marginal costing; 4.5. Activity, job and batch costing; 4.6. Contribution to profit and overhead cost; 4.7. Overhead recovery
5. Planning and Control: 5.1. Responsibility costing and budgetary control; 5.2. Standard revenue, cost and variance analysis; 5.3. Stock control and purchasing; 5.4. Credit control; 5.5. Production efficiency and productivity
6. Capital Budgeting: 6.1. Cash flow forecasting; 6.2. Control of working capital expenditure; 6.3. Control of fixed capital expenditure
7. Capital Investment Appraisal Techniques: 7.1. Payback period; 7.2. The Accounting Return on Investment Method; 7.3. Discounted Cash Flow (DCF) analysis; 7.4. The effects of taxation and inflation; 7.5. The effects of uncertainty and risk
8. Cost/Benefit Analysis
9. The Cost of Capital: 9.1. The effects of 'gearing'; 9.2. The appropriate forms of finance.

MN50229: Global Business

Credits: 6

Level: Masters

Semester: 1

Assessment: CW100

Requisites:

Aims & Learning Objectives: To provide students with an understanding of the nature of international business and the multinational enterprise. To equip students with an ability to understand and analyse international trade and foreign direct investment activities. To provide students with an appreciation of overseas business environments.
Content: The globalisation of business and the global business environment. Cross-national institutional environments. International trade and foreign direct investment. International business strategies and international management.

MN50230: Managing change

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Aims & Learning Objectives: The aim of this course is to introduce students to the theory and practice of change management in organisations.In terms of theory this will involve an appreciation of a number of concepts, models and perspectives, while in terms of practice the emphasis will be on the skills required to diagnose and intervene in the change process. The learning objective is to meaningfully link theory and practice in the context of understanding and changing organisations in contemporary society.
Content: The course comprises 10 three hour sessions that consider a particular perspective on change, ie. Cultural, political, structural; and/or a particular aspect of the change process such as 'tuning in' (diagnosis), working through (implementation) and leading change. The course will develop a critical and constructive approach to popular (ie. Guru and consultancy led) approaches to change with the intention of developing a theory of good practice and a practice of good theory. To this end, teaching will involve a number of media including lecture, video, exercise and case material.

MN50231: Marketing management

Credits: 6

Level: Masters

Semester: 2 or Modular (not specific semester)

Assessment: EX100

Requisites:

Aims: This unit provides an understanding of the role and practice of marketing as an organisational philosophy and management activity. It explains the nature, context and application of marketing concepts and theories and explores a range of techniques suited to engineering and technology based industries. The relationship between commercial activities and other organisation functions is explored. Throughout, the constant need for customer focus is emphasised.
Learning Outcomes: On completion of this unit, students should be able to:
i. appreciate the vital role of the marketing discipline in any organisation;
ii. specify the requirements for effective marketing for a range of organisations;
iii. identify and apply appropriate theories, techniques and methods for analysing an organisation's relationship with the marketplace and for formulating appropriate strategy;
iv. discuss marketing tactics and decision making in a complex, rapidly moving environment.
Skills: Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual ability to evaluate and interpret new information and engage in problem solving, thereby demonstrating a capacity to think clearly and logically about future business opportunities;
* The professional skill to conduct analysis using quantitative and qualitative data;
* The key ability to present a business case and debate its value with colleagues from other disciplines.
Content:

1. Marketing Uncovered
1.1. What is marketing?: 1.1.1. Definitions of Marketing; 1.1.2. Marketing as a business concept; 1.1.3. Customer Value; 1.1.4. The Value Proposition
1.2. The Customer: 1.2.1. Customer buying behaviour; 1.2.2. Needs, wants and motivations & Perception; 1.2.3. Defining the business we are in; 1.2.4. The business buyer & DMU
1.3. The Market: 1.3.1. Understanding the market environment (PEST); 1.3.2. Market Blurring; 1.3.3. Value in the market; 1.3.4. Market Research and the marketing information system (MkIS)
1.4. Marketing in context: 1.4.1. Consumer (B2C) Marketing; 1.4.2. Business to Business (B2B) Marketing; 1.4.3. Services Marketing; 1.4.4. International Marketing
1.5. Marketing & the Organisation: 1.5.1. Organisational culture; 1.5.2. Non-marketing orientations; 1.5.3. Barriers to marketing; 1.5.4. Internal marketing
2. Marketing Strategy
2.1. Introduction, Marketing Objectives & Strategy: 2.1.1. The marketing Audit (SWOT); 2.1.2. Setting marketing objectives; 2.1.3. Marketing strategy
2.2. Market Segmentation & Targeting: 2.2.1. Defining a segment; 2.2.2. Identifying segments; 2.2.3. Prioritising segments; 2.2.4. Marketing to segments
2.3. Branding & Positioning: 2.3.1. Defining a brand; 2.3.2. Making a brand; 2.3.3. Growing, nurturing and valuing a brand; 2.3.4. Breaking a brand
2.4. Customer Retention: 2.4.1. The importance of retention; 2.4.2. Identifying profitable customers; 2.4.3. Customer Relationship Management (CRM); 2.4.4. Customers, Retention and organisational barriers
2.5. Marketing Metrics: 2.5.1. Identifying the organisation's key performance measures; 2.5.2. Measuring the effects of marketing; 2.5.3. Obtaining the data needed; 2.5.4. Reporting on the effectiveness of marketing
3. Marketing Tactics
3.1. Introduction, The Product-Market Match: 3.1.1. Product and Services; 3.1.2. The Product Life Cycle; 3.1.3. Portfolio management; 3.1.4. New product development & Innovation
3.2. Pricing & Distribution: 3.2.1. Pricing and communications; 3.2.2. Pricing methods; 3.2.3. Market entry methods; 3.2.4. Market distribution
3.3. People & Process: 3.3.1. People and the marketing mix; 3.3.2. Service; 3.3.3. Transaction; 3.3.4. Operations management & Marketing
3.4. Promotion: 3.4.1. Setting promotion objectives; 3.4.2. Above-the-line promotion; 3.4.3. Below-the-line promotion; 3.4.4. Personal selling
3.5. Marketing Planning & Control: 3.5.1. The marketing plan; 3.5.2. The planning process; 3.5.3. Evaluation methods; 3.5.4. Controlling implementation.

MN50232: Dissertation/project MSc level

Credits: 18

Level: Masters

Dissertation period

Assessment: DS100

Requisites:

Aims & Learning Objectives: To develop the students' ability to carry out a research project in depth, either individually or in a group, and to ensure their command in depth of at least one particular field of management.
Content: Dissertations will be carried out individually individually or in self-selected groups, under supervision by a member of academic staff. Dissertations will involve desk and/or field research appropriate to their aim and may employ quantitative, qualitative or a mixture of research methods for the analysis of the material. It will be the students' responsibility to choose their research area, organise their research activities and negotiate access with other organisations if required. Projects will be carried out individually or in self-selected groups of up to three students, under supervision by a member of academic staff. In addition to literature study and field research, projects will also involve an appropriate piece of action learning. Students will plan, organise and carry out an event, a function or a series of management-type interventions which will yield some of their field material for action-learning. It will be the students' responsibility to conceive and organise projects, negotiating access with other organisations as required.

MN50233: Operations management

Credits: 6

Level: Masters

Semester: 1 or Modular (no specific semester)

Assessment: EX100

Requisites:

Aims: This unit studies the ways in which any type of organisation must marshal and manage both internal and external resources in order to operate as a successful business. The performance of the organisation is then explored, using theories and techniques for managing work quality and minimising unproductive activities. Looking ahead, the concepts of continuous and breakthrough performance improvements are investigated and debated.
Learning Outcomes: On completion of this unit, students should be able to:
i. analyse key business processes within any organisation;
ii. appreciate the role of the supply chain and the need to optimise the balance between internal and external activities;
iii. measure productivity and analyse the causes of non-productive activities;
iv. apply benchmarking techniques in order to prioritise areas for improvement and manage the moves towards best practices;
v. appreciate available improvement methodologies and their selection;
vi. be aware of suitable approaches to the management of change.
Skills: Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual skill to evaluate and interpret information and engage in problem solving, thereby demonstrating a capacity to think clearly and logically about business processes;
* The professional skill to select and apply appropriate analytical techniques objectively and access data from a wide range of sources;
* The key ability to present, debate and agree a business case for changing process management methods.
Content:

1. Marshalling resources
1.1. The role of the operations manager: 1.1.1. Types of operations: manufacturing and services; 1.1.2. Direct responsibilities of operations managers; 1.1.3. The transformation process; 1.1.4. Contribution to strategic objectives of the organisation
1.2. Supply chain management: 1.2.1. Trends in supply chain management; 1.2.2. Porter's value chain; 1.2.3. Consideration of value added; 1.2.4. Retaining expertise: the informed buyer
1.3. Internal trading: 1.3.1. Concept of internal trading; 1.3.2. Formal procedures?; 1.3.3. Funny money and real money; 1.3.4. The living business plan
1.4. Process management and the customer: 1.4.1. The design process; 1.4.2. Concurrent engineering; 1.4.3. Quality Function Deployment; 1.4.4. Organising resources
1.5. Functional management and organisation capabilities: 1.5.1. Development of new skills; 1.5.2. Professional support; 1.5.3. Organising resources; 1.5.4. Assessing capabilities
2. Performing
2.1. Planning and control: 2.1.1. How much planning and control is needed?; 2.1.2. Capacity planning; 2.1.3. Scheduling theory; 2.1.4. Inventory planning
2.2. Measuring productivity: 2.2.1. Capital; 2.2.2. Labour; 2.2.3. Materials; 2.2.4. Facilities
2.3. Support services: 2.3.1. Marketing and sales; 2.3.2. Research and development; 2.3.3. Human resources; 2.3.4. Accounting and finance
2.4. Failure prevention: 2.4.1. Failure detection and analysis (FMEA); 2.4.2. Improving operational reliability; 2.4.3. Recovery; 2.4.4. Business continuity
2.5. Waste management: 2.5.1. Definitions; 2.5.2. Just-In-Time; 2.5.3. Materials Requirement Planning; 2.5.4. Recycling
3. Improving
3.1. Priorities for improvement: 3.1.1. Cost-benefit analysis; 3.1.2. Decision making; 3.1.3. Breakthrough v. continuous; 3.1.4. External influences
3.2. Benchmarking and best practices: 3.2.1. Concept of benchmarking: process benchmarking; 3.2.2. Business Excellence Model; 3.2.3. Design of benchmarking programmes; 3.2.4. Internal and external performance measurement
3.3. Continuous improvements: 3.3.1. Quality control; 3.3.2. Quality assurance; 3.3.3. Total Quality Management; 3.3.4. Leadership and culture
3.4. Starting again: 3.4.1. Concept of business process redesign; 3.4.2. Mapping and redesigning processes; 3.4.3. Introducing changes; 3.4.4. Successes and failure
3.5. Introducing improvements: 3.5.1. Negotiating skills; 3.5.2. Change management; 3.5.3. Empowerment; 3.5.4. Encouraging, yet managing, innovation.

MN50234: Dissertation/project MBA level

Credits: 18

Level: Masters

Semester: 2

Assessment: DS100

Requisites:

Aims & Learning Objectives: To develop the students' ability to carry out a research project in depth, either individually or in a group, and to ensure their command in depth of at least one particular field of management.
Content: Dissertations will be carried out individually or in self-selected groups of up to three students, under supervision by a member of academic staff, in self-selected groups of up to three students. Dissertations will involve desk and/or field research appropriate to their aim and may employ quantitative, qualitative or a mixture of research methods for the analysis of the material. It will be the students' responsibility to choose their research area, organise their research activities and negotiate access with other organisations if required. Projects will be carried out individually or in self-selected groups of up to three students, under supervision by a member of academic staff. In addition to literature study and field research, projects will also involve an appropriate piece of action learning. Students will plan, organise and carry out an event, a function or a series of management-type interventions which will yield some of their field material for action-learning. It will be the students' responsibility to conceive and organise projects, negotiating access with other organisations as required. Both dissertations and projects should reflect the application of principles learnt in the year three modules as well as those covered in years one and two.

MN50235: Methods of management research

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Aims & Learning Objectives: To help students as potential managers to appreciate the value of management research in decision making, to judge the value of other persons' research efforts, and to plan and execute their own research.
Content: Diagnosis of research problems. Developing the means to collect data. Quantitative and qualitative research designs. Secondary data collection. Qualitative research designs including action research and case research. Introduction to qualitative techniques- the focus group. Depth interviews and observation, analysing qualitative data. Conducting surveys- choosing the right approach. The concept of measurement and scaling techniques. Questionnaire design. The sampling plan. Sample size determination. Data preparation, basic data analysis and report presentation.

MN50236: Human resource management

Credits: 6

Level: Masters

Semester: 2 or Modular (no specific semester)

Assessment: CW100

Requisites:

Aims: The aim of this unit is to develop a clear understanding of how organisations function and how people can be managed effectively to achieve business success. The dynamic role of human resources management will be developed through analysis of real problems. Key concepts will be introduced and related to business practice and changes in the external environment. This will provide a background for the acquisition of skills in manpower planning, appraisal and selection, and training and development.
Learning Outcomes: On completion of this unit, students should be able to:
i. understand the theories of personal, group and organisation motivation and the vital role of effective leadership;
ii. understand organisational principles and structures, assess the appropriateness of them and recognise their relevance in the process of organisational development;
iii. show how culture and leadership style influence the effectiveness of an organisation;
iv. demonstrate an understanding of the aims, stages, techniques and information requirements of human resource planning and evaluation policies and procedures to achieve those plans;
v. assess the knowledge and skills needed by managers to effectively control relations in the workplace;
vi. identify the need for organisational change and methods for bringing it about;
vii. contribute to the formulation of training and developmental programmes.
Skills: Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual skill to analyse human resource and organisation issues objectively and rigorously;
* The professional skill to introduce change within organisations efficiently and effectively;
* The key ability to understand people and their motivations whilst focused on business objectives.
Content:

1. Understanding Organisational Members
1.1. Understanding oneself and others: 1.1.1. Personality and tests; 1.1.2. Perceptions and communication; 1.1.3. Reflective learning; 1.1.4. Strategies for personal change
1.2. Theories of motivation: 1.2.1. Content theories; 1.2.2. Process theories; 1.2.3. Evolving theories; 1.2.4. Assumptions of theories and implications for managers
1.3. Groups and Teams: 1.3.1. Group types and group dynamics; 1.3.2. Teams and team roles; 1.3.3. Diversity: gender, race, age; 1.3.4. High performance teams and international teams
1.4. Leadership: 1.4.1. Theories and styles; 1.4.2. Personal leadership; 1.4.3. Leading teams; 1.4.4. Power, authority and influence in the workplace
2. Understanding Organisational Influences
2.1. Culture: 2.1.1. Definition and influence on employee behaviour; 2.1.2. Models and analysis of organisational culture; 2.1.3. Factors that influence culture; 2.1.4. Changing or consolidating cultures
2.2. Structure: 2.2.1. The purpose of structure; 2.2.2. The various forms of structure and their classification; 2.2.3. Differentiation; 2.2.4. Integration
2.3. Performance: 2.3.1. Factors contributing to organisational performance; 2.3.2. Measures of success at meeting goals and objectives; 2.3.3. Organisational growth; 2.3.4. Organisational conflict
2.4. Change: 2.4.1. Drivers for change; 2.4.2. Resistance to change; 2.4.3. Developing change strategies; 2.4.4. Organisational learning
3. Human Resource Systems and Strategies
3.1. The role of HRM: 3.1.1. History of HRM and differing perspectives; 3.1.2. Changing patterns of employment; 3.1.3. Developing advantage through HRM policies; 3.1.4. HRM models for planning and international comparisons
3.2. Human resource planning: 3.2.1. Job analysis, specification and description; 3.2.2. Recruitment methods; 3.2.3. The selection process
3.3. Managing the resource: 3.3.1. Training and development; 3.3.2. Assessment and appraisal techniques; 3.3.3. Job design and performance; 3.3.4. Reward systems; 3.3.5. Retention and severance
3.4. Welfare & legislative framework: 3.4.1. Tradition welfare function; 3.4.2. New models for welfare; 3.4.3. Health & Safety legislation; 3.4.4. Employment legislation.

MN50237: Organisations in context

Credits: 6

Level: Masters

Semester: 1

Assessment: CW100

Requisites:

Aims & Learning Objectives: The aim of this course is to explore how organisations are challenged by significant ecological social, cultural, regulatory and ethical issues, and the implications for the roles of business and the practice of management. Participants will be encouraged to apply the themes introduced in the course to their own organisational contexts.
Content: A selection of topic areas will be covered each year which will be drawn from the following:the changing context of business; sustainable corporate development; management of natural resources; ecological perspectives; system dynamics; the greening of management; corporate citizenship; changing regulatory requirements; strategies for influence; appreciating power and politics; stakeholder notions of the organisation; triple bottom line accounting; developments in reporting and auditing; contexts of organisational culture; the management of ethics and the ethics of management. New topics may be added or substituted.

MN50238: Project management

Credits: 6

Level: Masters

Semester: 1 or Modular (no specific semester)

Assessment: EX100

Requisites:

Aims: In this unit, the context of project management, its structures and evolution are introduced. Key topics then include project definition, objectives, planning and control under conditions of uncertainty. Management of the risks arising from uncertainty is addressed in detail. Quality is also fully addressed. Strategic aspects include contract conditions, contract management and dispute resolution. Integration of project management disciplines with general management disciplines are examined through other management topics, such as human factors, organisational issues, and team operations.
Learning Outcomes: On completion of this unit, students should be able to:
i. demonstrate a wide range of generic skills required for successful project management;
ii. plan, organise, monitor and control all phases of a project under conditions of uncertainty;
iii. demonstrate an understanding of best practice in the management of projects both in the UK and overseas;
iv. take a strategic approach to project management and to relate project management to the broader general management and business context.
Skills: Students will have at least three years of professional career experience and, generally, be in full-time employment. Consequently, the following overall transferable skills will be enhanced by this unit (and the other five units making up the Postgraduate Certificate in Engineering Management).
* Ability to design and complete a personal programme of study;
* Ability to research learning material;
* Team working with colleagues and communications skills;
* Ability to apply reflective learning to their company and own personal circumstances;
* Ability to challenge the status quo and find innovative solutions to business problems. Against this background, this unit will encourage particularly:
* The intellectual skill to evaluate and interpret information and engage in problem solving, hereby demonstrating a capacity to think clearly and logically about project objectives;
* The professional skill to collect and analyse data in order to understand a complex situation and make rational decisions;
* The key ability to understand and analyse team dynamics and lead an effective team. Content:

1. Designing the project
1.1. Project Concepts: 1.1.1. Feasibility studies; 1.1.2. Project definition; 1.1.3. Project proposals; 1.1.4. Trade-offs between cost, time and function; 1.1.5. The Business Case and its approval
1.2. Project Planning: 1.2.1. Work Breakdown Structure; 1.2.2. Networks; 1.2.3. Gantt Charts; 1.2.4. Milestone Charts
1.3. Project Control: 1.3.1. Earned Value Analysis; 1.3.2. Reporting; 1.3.3. Data quality
1.4. Project Close: 1.4.1. Project review; 1.4.2. Post-project audit; 1.4.3. Reasons for project success and failure; 1.4.4. Lessons learned
2. Setting up the contract
2.1. Financial Appraisal: .1.1. Project Cash Flow; 2.1.2. Project estimating; 2.1.3. Life cycle costing; 2.1.4. Sources of finance; 2.1.5. Criteria for authorisation
2.2. Contract Strategy: 2.2.1. Contract types and options; 2.2.2. Choice of contract conditions; 2.2.3. Payment options; 2.2.4. Contract award; 2.2.5. Contract administration; 2.2.6. Incentives and penalties
2.3. Managing Uncertainty: 2.3.1. Basic statistics; 2.3.2. PERT; 2.3.3. Risk identification; 2.3.4. Options for risk management; 2.3.5. Management of residual risk
2.4. Value Analysis: 2.4.1. Value chains; 2.4.2. Adding value to the project
3. Running the project
3.1. Quality: 3.1.1. Inspection, quality assurance and TQM; 3.1.2. Culture of quality; 3.1.3. Customer satisfaction; 3.1.4. Elimination of waste; 3.1.5. Continuous improvement
3.2. Project Organisation: 3.2.1. Functional, matrix and task force structures; 3.2.2. Choices to suit project objectives; 3.2.3. Supply chain management; 3.2.4. Collaborative working arrangements; 3.2.5. Communication and conflict; 3.2.6. Team building and team dynamics
3.3. Dispute Resolution: 3.3.1. Causes of conflict; 3.3.2. Alternative Dispute Resolution; 3.3.3. Negotiation
3.4. Project Implementation: 3.4.1. Project execution plan; 3.4.2. Management of change; 3.4.3. Software selection; 3.4.4. Software management.

MN50239: Technology & innovation management

Credits: 6

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Aims & Learning Objectives: To understand the profound importance of technology in a range of applications. To create an understanding of the concepts employed in technology management at strategic, systems and operational levels. To gain an appreciation of the knowledge and skills required for successful technology design and implementation within organisations and networks.
Content: The term, 'technology', is wide in scope and application and, as a consequence, the course is designed to be cross-functional in approach and delivery. The teaching groups involved in the delivery of the course includes Operations, Marketing, Information Systems and Strategy/Economics. The content will reflect a range of topics including: e-commerce; technology networks; the role and limitations of patents; implementing process technology in manufacturing sand services; technology in supply; using technology in enhancing innovation.

MN50241: International finance

Credits: 6

Level: Masters

Modular: no specific semester

Assessment:

Requisites:

Content: TBA

MN50242: Future business: strategic issues & new practice in social & environmental responsibility

Credits: 3

Level: Masters

Modular: no specific semester

Assessment: CW100

Requisites:

Aims & Learning Objectives: By the end of the course students will have:
* An appreciation of changing conceptual frameworks underlying the implicit contract between business and society
* An understanding of the current and future challenges being faced by businesses as they negotiate their relationship with their physical and social environments in fast changing conditions, and the key strategic questions these pose
* An understanding of the practices which are developing as companies attempt to respond to these challenges, and their sometimes contradictory effects.
Content: This course focuses on the ways in which an increasing number of companies are attempting to address these challenges through developing forms of social and environmental responsibility in their business. Moving beyond a reactive and defensive mode to the challenges raised by NGOs, forward-thinking business have begun respond by building cross-sectoral links and enhancing their internal capacity to engage in social arenas in way that enhance their business. Case study examples will include Shell's involvement in Nigeria, Nike's struggles to satisfy its critics on its labour-right practices, the bio-tech company Novo Nordisk's innovative work with stakeholder dialogues, and the involvement of companies in the UN's Global Compact.

Credits: 3

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

MN50274: Employee resourcing

Credits: 6

Level: Masters

Semester: 2

Assessment: ES100

Requisites:

Aims & Learning Objectives: The course aims to examine the range of methods & approaches used by employers in resourcing their organisations in such a way as to enable them to meet their key goals. Through a variety of teaching methods the unit's learning objectives are to achieve :
* An understanding of the rationale for employee resourcing, including the theoretical issues underpinning employee resourcing;
* An appreciation of the contextual nature of employee resourcing in the UK and within the wider international environment;
* An understanding of current practice & developments in employee resourcing;
* An understanding of the legal obligations governing the use of employee resourcing strategies, polices and procedures;
* Debate some contemporary issues in employee resourcing
Content: Employee resourcing in context, HR Planning, recruitment, selection, performance management, performance appraisal, absence, turnover, retention, dismissal and redundancy, flexibility. Although the course will focus on employee resourcing from a UK perspective, aspects of international employee resourcing will be introduced throughout the course.

MN50277: Organizational leadership

Credits: 3

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50114

Aims: This unit aims to provide students with knowledge and understanding of theory and practice of leadership in and of organizations and to encourage appreciation and analysis of the 'doing of leading'.
Learning Outcomes: By the end of the unit, students should have developed an understanding of key criteria and frameworks against which behaviour (of leaders and followers) is evaluated together with an appreciation of how 'things are made to happen' by influencing and 'leading' people in organizations.
Skills: This unit will contribute to skills development in the three key areas of intellectual, professional practice and transferable skills, including: an awareness of issues in the analysis and understanding of leadership in organizations; the facility to incorporate such subject-specific knowledge into organizational situations with an appreciation of their practical implications for leadership; and an ability to reflect on and learn from leadership in action.
Content: Leadership is often described as the most widely studied and least understood concept in the social sciences. With this backdrop, the course aims to make some sense of what is undoubtedly assumed to be the most important element in organizational life - the exercise of influence by which 'things are made to happen'. Students will be encouraged to reflect on the assumptions they make about leadership - the person(ality), the position, the process, the performance - as well as to consider their own self-awareness, assumptions and values against which they evaluate others' influence. Drawing on contemporary business illustrations as well as literature, exercises and videos, this unit will explore leadership in and of organizations.

Credits: 3

Level: Masters

Semester: 2

Assessment: CW100

Requisites:

Before taking this unit you must take MN50110

MN50287: Integration module

Credits: 6

Level: Masters

Modular: no specific semester

Assessment: CW40EX60

Requisites:

Aims: This unit aims to show students the interdependent nature of business decisions and enable them to estimate the effects of a decision in one area of a company on other disciplines/departments/divisions elsewhere in that organisation.
Learning Outcomes: By the end of the unit students will have learnt:
* how the different functional elements taught on the MBA link together;
* how to approach a large case study and how to discern relevant information;
* how to examine the implementation consequences of strategic decisions.
Skills:
* Analysis of case studies (facilitated and assessed);
* Use of modelling techniques (taught);
* Group work (facilitated and assessed);
* Strategic thinking and analysis (taught, facilitated and assessed);
* Communication and presentation skills (facilitated and assessed);
* Connections across management curriculum (taught and assessed).
Content: This unit focusses on the analysis of two large case studies with the objective of producing strategic decisions and the analysis of the consequences of the various strategic options under consideration.
Day 1: Business game designed to introduce the students to the competitive world and to illustrate the interactive nature of the decisions they are making both within their own business but also with external decision makers be they customers, suppliers or competitors.
Day 2: Introduction to and development of skills in using, amongst other models, QSD to analyse the dynamic business environment.
Day 3 and 4: In depth analysis of a company using the skills developed above, other strategic inputs and practical observation.
Day 5: Assessed case study. Preparation of group proposals and presentations.

MN50288: Corporate social responsibility: strategic challenges and opportunities in a competitive environment

Credits: 3

Level: Masters

Academic Year

Assessment: CW100

Requisites:

Aims: The course offers an overview of the growing field of Corporate Social Responsibility (CSR). Specific aims of the course are to:
* Provide students with an understanding and appreciation of the strategic challenges currently facing companies in their efforts to link successful business practice with broader social, environmental and ethical concerns.
* Offer students creative perspectives on the evolving relationship between business and a wider range of stakeholders.
Learning Outcomes: By the end of the course students will have developed:
* An ability to apply a critical analysis of the changing conceptual frameworks underlying the implicit contract between business and society and their application to the forming of corporate strategy.
* Understanding of the current and future challenges being faced by businesses as they negotiate their relationship with their physical and social environments in fast changing conditions, and the key questions these pose for corporate action, strategies and purposes.
* A critical awareness of the new practices and business opportunities which are developing as companies attempt to respond to these challenges, and their sometimes contradictory effects.
* The above will be assessed by individual classroom contribution and group presentations. Feedback will be direct from the course tutor as the course progresses.
Skills:
* Stakeholder thinking (taught and assessed and cross-sector collaboration (taught).
* Systematic and critical thinking (facilitated and assessed).
* Communication, negotiation, and group problem-solving skills (facilitated).
* Ability to connect emerging strategic challenges with understanding of individual managerial action (facilitated and assessed).
* Connections across management curriculum (e.g. marketing, human resources, regulation, strategy and purpose).
Content: This course focuses on the ways in which an increasing number of companies are attempting to address these challenges through developing practices for assuming social and environmental responsibility in doing business. Moving beyond a reactive and defensive mode to the challenges raised by NGOs and other critics, forward thinking business have begun to respond by building cross-sectoral links and enhancing their internal capacity to engage in social arenas in ways that enhance and sometimes transform their business. A strategy simulation in business and sustainable development will set the context for the course. Whilst some theoretical perspectives will be offered, considerable attention will be devoted to allowing students to discuss and reflect upon practical challenges faced by business. Examples of case studies and practices which may be explored are:
* Nike's struggles to satisfy critics of its labour practices.
* Retailer and supplier involvement in multi-stakeholder initiatives such as the Marine and Forest Stewardship Councils.
* Participation of companies in the United Nations Global Compact.
* New international regulatory challenges such as the UN Norms on the Responsibilities of Business with Regard to Human Rights.
* Sustainable development challenges faced by companies in specific contexts (e.g. climate change).

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