Modules for course N2AN | MBA/M
This is a provisional list of modules to be offered on this course in the 2019–20 academic year.
The list may not be complete, and the final course content may be different.
- ASB-4006: Marketing Strategy (15) The philosophy and process of marketing, including service operations; Planning in the marketing environment; Market research to understand the consumer; Organisational Behaviour as Buyers and Suppliers; Creating value for customers; Managing Competition and Managing Products; Communicating Value for Customers, versus Competitors; Implementing Integrated Marketing; Future threats and opportunites? - Internet, International and Integrity.
- ASB-4413: Int'l Strategic Management (15) The concepts of strategic management. The vocabulary of strategy; prescriptive and emergent strategies. Strategy, the organisation and the environment. The core processes: strategic analysis; strategy formulation; strategic choice. Vertical integration; make/buy decision; corporate parenting and internationalisation.
- ASB-4431: Organisations and People (15) Theories and models of management: classical and contemporary; Organisation structures: strategy, design and function, job design; Organisation cultures: values, ethics, norms of behaviour; Organisation processes: survival, change, growth and development; Organisational learning, and learning organisations; Individual differences: perception, learning, motivation, equality and diversity; Groups and teams in the organisation; Managing relationships: power, control and conflict resolution, communication; Managers as leaders, people developers, coaches; Managing and rewarding performance.
- ASB-4007: Finance for Managers (15) The different roles of accounting and its relationship to shareholder value and business structure; Measuring and reporting financial performance: the balance sheet and the profit and loss account; Management control and the use of budgets; The role of accounting information in marketing, operating, human resource and accounting decisions; Strategic investment decisions; The management of working capital; Sources of finance & financial markets.
- ASB-4115: Management Research (15) • Research methodologies and philosophy: positivism and interpretivism; • Qualitative research methods and the search for meaning; • The process: selecting a research strategy and design; • Data gathering, documentary records, triangulation and mixed methods; • Quantitative research design and methodologies; • Analysis of quantitative data; univariate and multivariate analysis, factor analysis, cluster analysis, and MANOVA.
60 credits from:
- ASB-4901: MBA Dissertation (60) (Semester 3) Core There is no set syllabus. The dissertation encourages students to develop a critical awareness of the professional skills relevant to the strategic management of a variety of business practices. Students choose their research topic, provided that there is suitable and sufficient reading material available, and a member of staff is available to supervise in the chosen area of study.
- ASB-4904: Applied Business Projects (60) (Semester 3) Core Students will choose four Applied Business Projects from the list below: • e-Business and Value Chain • Human Resource Management • Financial Services Mis-selling • Investment and Private Banking • Operations Management • Business Planning
45 credits from:
- Please choose 3 from:
- ASB-4010: New Venture Creation (15) (Semester 2) Entrepreneurship theory and evolution of the concept; Starting your own business; Creativity and Innovation; Franchising; Buying a business; Succeeding in family business.
- ASB-4030: Knowledge Management (15) (Semester 2) An introduction to the current state of KM within organisations including Knowledge Intensive Firms, the role of Knowledge Managers, Chief Knowledge Officers and perspectives of Knowledge Workers. Introduction to key terms such as knowledge, information and learning; and the historical context of Knowledge Management. Ontologies and Epistemologies of Knowledge and how this informs Knowledge Management Strategy. The process of Knowledge Management and Organisational Learning; and the role of the HR/ KM and CKO within this. Knowledge Management Strategies; inc codification and personalisation, and typologies of KM Strategy. Organisational memory and unlearning. Socio-cultural issues related to managing and sharing knowledge within organisations including Communities of Practice, Share/Hoard Dilemma and the issues of politics, power and culture The important role of HRM for KM; particularly in terms of recruiting, rewarding and retaining knowledge workers, leading& motivating knowledge workers and relations issues within the KM contract. The important roles of ICT, with emphasis on Social Media, in KM and how ICT & Social Media is increasingly used for collecting, storing, disseminating and representing formal and informal knowledge within the workplace. Emergent issues relating to International Knowledge Management and sharing across cultures The challenges of valuing knowledge Personal Knowledge Management
- ASB-4405: Int'l Financial Management (15) (Semester 2) The financial management of multinational companies (MNCs). The macroeconomic, fiscal, currency and political environments. Determinants of exchange rates, and purchasing power and interest rate parity. Management of exchange rate exposure through forwards, options. Corporate financing decisions and the role of the global financial markets. Cost of capital and performance evaluation; capital investment appraisal. Working capital management and the positioning of funds in the MNC.
- ASB-4426: Contemporary Issues in Mgmt (15) (Semester 2) Ethical dilemmas in management and organisation (critical management studies); Changing organisation structures and the implications for management; Managing across cultures; Contemporary approaches to leadership; Managing complexity and change; Managing for sustainability.
- ASB-4527: Executive Compensation (15) (Semester 2)
- ASB-4530: Global Brand Management (15) (Semester 1) • Introduction to brand management principles and practices • Defining and categorising brands • Brand equity theory • Brand positioning theory • Consumers and brands • Planning and implementing brand management programmes 1 • Planning and implementing brand management programmes 2 • Measuring, interpreting and monitoring brand performance • Growing and sustaining brand equity • Case studies in brand management (presentations)