You will study 12 modules from the following selection in order to develop your knowledge and skills in fundamental management disciplines:
Business Information Systems
Contemporary Themes in Marketing
The course is designed to introduce contemporary themes and issues in marketing, such as, the challenges of international marketing, the challenges of services marketing, the challenges of consumer behaviour, the challenges of business-to-business marketing, and the impact of relationship marketing. These subjects are taught and debated in such a way as to provide an opportunity for participants to consider the extent to which these contemporary themes affect marketing practices and to evaluate their broader social impact.
The aims of this module are to:
- analyse how practice of marketing is heavily contingent on the environment and the context in which an organisation operates
- investigate the challenges of marketing in an international context
- investigate issues relating to the marketing of services
- investigate issues relating to relationship marketing
- investigate issues relating to marketing in a business-to-business context
- investigate issues relating to consumer behaviour in practice
The module examines the ethical and practical justifications for the idea that companies should operate in the interests of shareholders and also the counter arguments in favour of a stakeholder perspective. The module then deals in turn with the major financial decisions made in organisations (capital budgeting, capital structure, dividends, mergers, working capital). Decisions are analysed first in the context of well functioning capital markets. Capital market imperfections and behavioural biases on the part of managers and investors are then considered.
The module aims to emphasise the importance of answering the question "In whose interests should organisations be run?" before beginning the process of financial decision making. The module also aims to develop the key skills of forecasting and valuing risky cash flows, and the ability to apply these skills in financial decision making contexts.
Entrepreneurship and Creativity
Theorists and policy makers now understand the link between entrepreneurial activity and economic development, and creativity and innovation underpin all successful entrepreneurship. Successful entrepreneurship is characterised by a set of identifiable skills that are useful in any domain, and these skills are best developed in an integrative and engaged environment, where theory can be practically applied. This module will use the Ingenuity creative problem solving model to integrate the content and simulate the entrepreneurial environment.
The module's focus will be on generating, evaluating and selling innovative ideas in a team context. Whilst led by academics, practitioner engagement will be central to the module's successful delivery. This will be achieved through a combination of guest lectures and mentoring by experienced entrepreneurs.
This module is designed to provide an insight into the nature of entrepreneurship and innovation in theory and practice. Students will be expected to apply the relevant theory presented on the module in a simulated entrepreneurial environment, of which the Ingenuity model will be the basis. The model provides students with the opportunity to investigate and experience the processes involved in creativity, alongside the generation, assessment and pitching of entrepreneurial ideas. Students will additionally benefit from significant engagement with experienced entrepreneurs and other practitioners.
Finance and Accounting
This module provides an introduction to the theory and practice of financial accounting and reporting, management accounting and finance. Both commercial and not-for-profit organisations will be considered.
Financial reporting is the process of presenting financial (and other) information to a range of stakeholders in order to ensure appropriate accountability and stewardship. Students will be encouraged to consider the need for integrityin financial accounting and reporting, and the potential limitations of regulation and standards.
Management accounting is concerned with the preparation and presentation of accounting information to aid managers in their jobs of planning, decision making and control. New and traditional management accounting techniques are analysed in the context of a changing management context with its emphasis on strategy, costing and performance metrics. The content of the module is aimed primarily at managers and not accountants.
The finance section emphasises two of the major financial decisions, the investment decision and the financing decision - where the money comes from and how it is best used within the organisation.
The module aims to develop managers' understanding of (a) the theory and practice of external financial reporting by business organisations including the analysis and limitations of published financial reports, (b) the methods and limitations of costing and budgetary planning, (c) the principal theories of capital value and related investment decision-making.
Financial and Monetary Economics
This module provides an understanding of the overall workings of the economy and government policies toward employment, output, inflation and the balance of payments, focusing in particular on the monetary and financial aspects and the determination of interest rates and exchange rates.
The module aims to:
- provide an understanding of the overall workings of the economy and of the impact on it of government macroeconomic and financial policies
- provide a broad understanding of the role and functions of the financial system in the economy
- focus on the monetary, financial and fiscal aspects of government policy, paying particular attention to the determination of interest rates, inflation rates and exchange rates
- provide a brief introduction to contemporary macroeconomic and financial controversies
This module examines contemporary developments in the practice of international financial management. It includes analysis of foreign exchange markets and international financial markets, including the international stock market, international banking and the Euromarkets. Emphasis is placed on discussion of risk management techniques to protect against both currency and political risks. Both long term international investment and financing decisions and short-term exporting decisions form part of the course.
The core topics covered by this course include leadership, power, group and teams, change, culture, learning, conflict, diversity and motivation.
Managing people is a course that draws principally on the field of Organisational Behaviour (OB). OB is a field of study that investigates the impact that individuals, groups, and structures have on behaviour within organisations for the purpose of applying such knowledge toward improving an organisation's effectiveness.
Managing the Human Resource
This module is designed to introduce the fundamental concepts of marketing and to help managers understand the ways in which these may be used in practice. The course examines: understanding the marketing concept; the role of marketing within business and it's contribution to business performance and enhancing value; developing marketing strategy; segmentation, targeting and positioning; managing the marketing mix; and planning and implementation. These subjects are taught and debated in such a way as to provide participants with a more critical perspective on modern marketing by encouraging students to evaluate their broader social impact.
The module aims to provide participants with an overview of marketing as a business function and with an understanding of the key issues in marketing management and marketing strategy.
This module provides a thorough grounding in concepts and principles that are essential for the successful management of operations in contemporary organisations. Module topics include: the role of the operations function and the major variables in managing operations; service operations management, including service systems design and queuing systems; quality concepts and the management of quality; supply chain management concepts including material and information flows, supply chain dynamics, forecasting, sales and operations planning, postponement and mass customisation; lean thinking, lean concepts and process excellence; project management concepts and methods.
The module aims to provide a thorough grounding in key concepts in contemporary operations. It is taught in a manner appropriate to an MBA audience and draws upon the latest management approaches and thinking.
Portfolio Management and Investment Analysis
The module examines the risk and return characteristics of classes of financial securities (equities, bonds, derivatives) and the processes and consequences of combining these securities in portfolios. The traditional mean-variance approach is extended in two ways, first by recognising that return distributions may not be well described by mean and variance, and secondly by examining the possibility that investors take into account non financial, ethical concerns in their porfolio building decisions. Any finance module, and a portfolio management module in particular, needs, post 2008, to reflect (and to reflect on) the gap between textbook treatments and "the real world". Standard textbook treatments offer "the efficient markets hypothesis", "the capital asset pricing model" and "the Black Scholes model" in a relatively uncritical way, but post 2008 these models have been ridiculed in the financial press as "unrealistic". This major difference of opinion is examined in the module.
This module aims to introduce students to different classes of financial instruments, to identify relevant data sources for financial returns, to explain how pattern in returns can be investigated, to show how financial instruments can be combined in portfolios, and to show how the performance of portfolios and portfolio managers can be measured.
This module examines the process of strategic management, focusing on the nature of strategy formulation and implementation. The analysis of strategy concepts and case study examples will be used to develop awareness of the factors that must be considered in strategic decision-making. Topics include: strategic vision and mission, environmental and industry analysis; generic strategies; core competence; growth and diversification; internationalisation and the execution of strategy.
At the end of the module participants should be able to:
- subject the concepts of strategic management to critical analysis
- analyse the business and competitive environment
- formulate competitive and development strategies drawing on relevant concepts and taking into account broader stakeholder issues
- demonstrate an awareness of factors that must be considered in implementing strategy
Strategies for Corporate Social Responsibility
Sustainable Decisions and Organisations
This module takes the form of a series of lectures, workshops, case studies and role play and is taken by all MBA students. The course integrates and reflects upon the interdisciplinary nature of the MBA programme and challenges students' understanding and application of the material presented on the core MBA modules. This is undertaken by focusing on the role of different business stakeholders in achieving economic and environmental sustainability - through an examination of their possibly contradicting and contradictory objectives, values and decision-making processes. We have a wide range of practitioners featuring in the course. The participants have to present and defend their integrated sustainable strategy to a real board, consisting of practitioners with experience of board membership. The students also have to run a real media conference consisting of journalists from the press.
The module aims to enable students to develop their business and management skills and to capture an integrated view of their learning across their programme of study.
For more details on our modules, please see the module catalogue.
The modules we offer are inspired by the research interests of our staff and as a result may change for reasons of, for example, research developments or legislation changes. This list is an example of typical modules we offer, not a definitive list.