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Elective Course Outlines V3 050912
Programmes Electives Course Outlines Course Outline are intended as a guide to the content of the courses. They are correct at the time of preparation but as courses are reviewed on a regular basis, the actual content and format may change between selection and delivery. Course Advanced Strategic Management Corporate Risk Management Commercial & Contract Management Doing Business in Brazil Doing Business In China Ethics, Governance & Competition Policy Entrepreneurship and Innovation Management Financial Analysis International Business Strategy International Marketing Management Investment And Portfolio Management Information Systems & Internet Strategy New Media Marketing Negotiation Skills and Selling Strategies Project Management Risk Management Strategic Management of Projects Sustainable Business Supply Chain Management Treasury, Foreign Exchange and Financialization The Reflective Manager Venture Capital and Private Equity Credits 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 20 Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective Elective
Advanced Strategic Management Course Information
Course Title Credit rating Degree Programmes Workshop Hours Pre-requisite Units
Advanced Strategic Management (ASM) 20 Global MBA 25 Strategic Management Students MUST have completed this core module before taking this elective. None E-Facilitator via Blackboard Innovation, Management & Policy Study Guide: On Blackboard Only Textbook/s: Printed
Co-requisite Units Contact Teaching Division Materials
Course Aims The course aims to: Serve as a capstone to the MBA course. To holistically develop and implement company and business unit strategies in the competitive environment.
Intended Learning Outcomes
Category of outcome
Students will :
Knowledge and understanding
Carry out an in-depth, systematic, rigorous analysis of the competitive environment. Holistically formulate company and business strategies whilst aligning implementation ability.
Intellectual skills
Will be stimulated and stretched.
Practical skills
Effective teamwork. Structuring and developing managerial presentations. Crafting practical managerial assignments. As a capstone the elective brings it all together in a practical, managerial manner for you to carry forward into your careers.
Transferable skills and personal qualities
Learning and Teaching Processes This course incorporates a wide variety of learning and teaching techniques over four separate units, three of which are undertaken via blended learning, and one of which involves a workshop. Key teaching and learning techniques utilised include an individually completed assignment and live, group-based presentation work in the workshop, incorporating the practical-based learning approach of the Manchester Method. This replicates real-world business challenges in the work undertaken.
Assessment Information
Assessment Task
Length
Weighting within unit
Due date
Workshop Group Presentation Individual Assignment Special Interest Topic
30 min presentation 30 min Q & A 10 sides
30%
30%
See Student Portal for all dates http://support.mbsworldwide.ac.uk
Students are asked to select a strategic issue of interest and relevance to them. A managerial question should be asked and answered. The topic can link to Assignment 1. The topic selected can act as a spring-board to Project Stage. The selected topic should be supported by at least five relevant references from the literature.
40%
15 Sides
Back to course electives Commercial & Contract Management
Course Information
Commercial & Contract Management This module is accompanied by an ebook only. Hard copy textbooks are not provided. Unit Title Commercial & Contract Management Credit rating Degree Programme Workshop Hours Pre-requisite Units Co-requisite Units Contact Teaching Division Materials Details 20 Global MBA 24 None None E-Facilitator via Blackboard Innovation Management & Policy Study Guide: Online Only Textbook/s: Ebook from July 2013 This is a core course on the Global MBA Project Management pathway
Brief Description of the Unit Introduction Principles The role of commercial & contract management (CCM) within the management of projects, CCM bodies of knowledge, CCM maturity, CCM success criteria, value creation, competitive advantage theories, relationship management. The course has three main elements Principles of CCM for clients (demand-side procuring assets and services) through the project life-cycle; including: Process: asset/service identification (strategy formulation & implementation, requirement identification), requirement specification, solution specification (procurement strategy), asset/service procurement (supplier selection), contract management (asset receipt & usage/service management), asset disposal/service termination. Techniques: procurement management, drafting and negotiation contracts, contract management (relationship, risk & value management, performance measurement) Principles of CCM for suppliers (supply-side) through the life-cycle: Process: asset/service identification (strategy formulation & implementation, opportunity identification), opportunity development (business development), proposition identification, proposal development & submission (tendering strategy), project implementation/contract management (asset delivery & maintenance/service delivery, asset disposal/service termination. Techniques: bid management (procurement of resources, estimating, bid strategy, pricing policies, bidding models, risk & uncertainty, producing the proposal), drafting & negotiating contracts, contract management (cash-flow, relationship, risk & value management, performance measurement) National Applications, where the role of nationally or regionally specific approaches is explored with particular emphasis on the role of government in shaping procurement practice. Unified information processing system rather than a set of separate tools and techniques. .
Course Aims The aims of this course are as follows: Develop a critical understanding of the principles and practice of commercial and contract management (CCM) within a project environment (from the perspective of both the purchaser and supplier). Particular attention will be paid to how commercial management practice varies nationally due to the role of the state shaping procurement.
Category of outcome
Students will :
Knowledge and Understanding of the principles of commercial management: Identify the role of C&CM within the management of projects Discuss and evaluate the concepts and principles that underpin C&CM Discuss and evaluate the processes and practices of C&CM involved in procuring assets and services (demand-side perspective) Evaluate the techniques and tactics used in C&CM Ability to: Develop the commercial strategy for a project or programme of projects Identify and apply appropriate concepts and framework in the analysis of commercial and contracting issues within a project environment Critically analyse and assess commercial and contractual issues and make appropriate recommendations Undertake critical research of commercial and contract management issues in a rigorous manner Ability to: Apply, define, design, plan ,develop, implement and manage commercial and contracting principles and procedures in nationally specific contexts Development of communication, organisational, managerial and coping skills and a greater understanding of the interaction between principles and national practices.
Intellectual skills
Practical skills
Learning and Teaching Processes This is a blended learning module and a variety of delivery methods will be implemented. The online element of the course is supported and delivered through Blackboard 9 where the majority of the study materials such as a workbook and other teaching materials are placed. Online discussions and online tutorials will be in place to support the learning process and contribute to the achievement of the predefined learning outcomes. The faceto-face element of the course will be a three day workshop which will include lectures, group work and seminars as means to further enhance the learning process.
Assessment Task Essay (part 1) Group Work Essay (part 2)
Weighting within unit (if relevant) 25% 25% 50%
Due date See Student Portal for all dates http://support.mbs-worldwide.ac.uk
Back to course electives Elective Course Outlines V3 050912
Corporate Risk Management
Course Title
Corporate Risk Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
E-Facilitator via Blackboard
Teaching Division
Accounting & Finance Division
Materials
Study Guide: Printed Textbook/s: Printed
Brief Description of the Course There is a spectrum of views about what the subject is about. At one end is the view that CRM is about dealing with things that you are already doing which could go wrong. At the other end is a more proactive approach of thinking what you are supposed to be doing right and then arranging matters so that they do not go wrong and having procedures in place in case they still do. The former approach is called the Traditional approach and the latter approach, having spent a while being called Operational risk management (ORM), is recently being called Enterprise risk management (ERM). The good news about the Traditional approach is that there exists quite a solid hard core of well-tested concepts and techniques that have proved useful over the years. The not-so-good news is that it has become increasingly regarded as rather dismal and not very proactive. The good news about ERM is that it is less dismal and more proactive and the bad news is that it is rather broad and not yet settled down to being a well-tested hard core of concepts and techniques. Some people would even argue for dropping the E and the R out of ERM and just calling it M for management which, as you know, can be viewed as an even broader subject. Course Aims The aim of this course is to provide students with an understanding of pure risk (where the best that can happen is that nothing will go wrong) and a working knowledge of the techniques for dealing with it in an effective manner. Corporate risk management is examined both as a defensive strategy and as an enabling device.
Category of outcome Knowledge and understanding Intellectual skills Practical skills Transferable skills and personal qualities
Student Outcome: Understand the nature of pure risk and how it impacts on organisations Understand the objectives of risk management in relation to those of other management functions; Be able to classify loss exposures under the headings of property, personnel, liability and consequential loss; Appreciate the nature of the risk management cycle and how it can be applied to different kinds of organisations and situations; Understand the wide range of risk management techniques for controlling and financing pure risk (and the interactions between them).
Learning and Teaching Processes This course incorporates a wide variety of learning and teaching techniques over four separate units, three of which are undertaken via blended learning, and one of which involves a workshop. Key teaching and learning techniques utilised include an individually completed assignment and live, group-based presentation work in the workshop, incorporating the practical-based learning approach of the Manchester Method. This replicates real-world business challenges in the work undertaken. In addition, the study materials include a variety of self-completion exercises and questions which will allow those undertaking this course to test their knowledge and to identify how well their understanding of marketing theory and practice is developing.
Assessment Task
Length
Weighting within unit (if relevant)
Due date
Assignment1 Workshop Task Exam
2500 as directed
25% 25% 50%
Assignment 1 This requires you to observe the risk management arrangements for all of (or part of) a chosen organisation and look for improvements. Most students choose the organisation they work for but other chosen organisations have included clubs, societies and family units. Some past students on the course eventually extended their Assignment 1 to become their MBA Project. Workshop Task The second assignment is based on the Workshop where we will have been concentrating on the not-so-straightforward and more controversial aspects of the subject. The Workshop Assignment takes the form of a Workbook which starts off with the kind of questions to which there are precise answers but ends with questions to which the quality of the answers depends on your understanding and interpretation of issues dealt with in the Workshop. Students are NOT in competition with each other for gaining marks for Workshop Assignments (or any other assessed work), by the way so please do not hold back any contributions to workshop discussions which may be of interest and benefit to others. Everybody knows something about risks and ways to manage them so the Workshop is a good place to share experiences.
Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Examination For the exam, you have three (3) hours in which to answer four (4) questions chosen from eight (8) which all carry equal marks. None of the questions are compulsory and only one of them is likely to be numerical. That should not prevent you from including mathematical concepts in the essay questions, however, where, so long as you answer the question, you are allowed to include both academic and practical ideas. Past exam papers are made available to you so that you can see what is expected of you. In my opinion, looking at past papers would enable you to subject spot to some degree but not to question spot. You still need to be able to answer the question that is being asked on the exam paper when you get to the exam room.
Doing Business in Brazil Course Information PLEASE NOTE WORKSHOP ONLY TAKES PLACE IN BRAZIL WORKSHOP RUNS OVER 5 DAYS
Course Title
Doing Business in Brazil
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24 hours in class and 12 hours in visiting companies
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
People, Management and Organisations
Materials
No printed materials
Brief Description of the Course Direct International Investment and Multinational companies are growing and developing at an escalating rate in Brazil. Opportunities are huge and of high scale. This unit presents the main and most relevant characteristics of Brazil, for entrepreneurs, from a political, economic, legal, ethic, commercial and business point of view. A group of relevant specialists present an uninhibited view of the real Brazil, offering a unique and powerful vision of what is going on in this country together with a look at the medium and long term perspectives for implementing businesses here. The Doing Business in Brazil unit discusses many relevant subjects about the country, to reveal the strengths, weaknesses, threats, opportunities and strategic conclusions looking forward. Among the subjects presented objectively are: Brazilian history, behaviour and morality, ethics and corruption, cross-cultural communications, values, how to manage a business under volatile conditions and with attractive rates of return, legal vehicles, financial and credit matters, employment, workers and unions, education and human productivity, and a look at several economic sectors where investments are needed and their anticipated returns.
Course Aims The unit aims to: Provide course participants with a clear and practical understanding of how Brazil is evolving through its growing economic leadership in South America, its political power, and with its international capacity to reshape the business and entrepreneurial dimension as a leader among BRIC countries. Provide an introduction and provoke serious thought related to the practicalities of doing and developing business in Brazil. Enable participants to understand the risks and potential returns of businesses in Brazil and how to identify highly attractive market opportunities. Enter into debate with Brazilian enterprises concerning the real, pragmatic side of business; have direct experience of local bureaucracy and relationships with entrepreneurs, lawyers, credit and fiscal authorities.
Category of outcome
Students Outcome:
Create a framework with tools to develop a Country Analysis Obtain data and information form trustworthy officials Describe how to do Business in Brazil Understand Brazils development and characteristics in some specific authorities and government as well as its strengths and weaknesses. Understand the influences of Brazilian culture and values.
Intellectual skills Understand the current situation and outlook for Brazils most important political and economic issues. Understand and identify the business environment and changes in Brazil. Optimize the evaluation of current business thinking and research related to Brazil Analyse complex, multivariate, dynamic and transversal business issues Practical skills Understand and apply essential political, economic business marketing and financial tools to the Brazilian entrepreneurial system, productive sectors and companies To debate, defend and attack ideas, concepts and essential business frames related to the Brazilian business environment.
Learning and Teaching Processes Students will be provided with written course units-which will include details of readings and case studies. Students will have the opportunity to reinforce their individual learning through group discussion; these discussions will be based around case studies and key issues that are raised as the course progresses. Students will be expected to participate in the unit workshop. The workshop is designed to reinforce key concepts from the course and will involve students in a number of activities, including fieldwork related to the workshop assignment, in-class Elective Course Outlines V3 050912
discussions based on written cases and some standard lectures.
Assignment Task
Length
Due date
Preparation Workshop Task Final Paper As directed
20% 40% 40%
Assignment 1 Pre class participation, completion of readings and adding comment to discussion Boards Workshop Task During the last day of the workshop, the class will be divided in several groups of four or five members. A subject will be chosen, related to Brazilian business and its characteristics, in order to set up a new direct investment in the country and establish funding for it, coming from abroad. Assignment 2 The subject will be defended by the group and a Central Bank will decide if the investment is attractive and interesting for local developmental purposes. A short final paper, as a written presentation, of 2.000 words, with graphs and charts, will complete this task.
Doing Business in China Course Information PLEASE NOTE WORKSHOP ONLY TAKES PLACE IN CHINA WORKSHOP RUNS OVER 5 DAYS Doing Business in China
Course Title
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
17 hours in class and 6 hours in visiting companies
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
People, Management and Organisations
Materials
No printed materials
Course Aims The aims of this unit are as follows: To provide participants with an introduction to the practicalities of doing business in China; To enable participants to better understand the Chinese fast growing economy, driving forces, challenge and further development; To provide participants with a view of market chances / risks in China; To enable participants to learn the consumer behaviour and marketing in China, business communication with Chinese businessmen and inflow and outflow of FDI; To enable participants to better capture market opportunities in China.
Brief Description of the Course Doing Business in China typically concerns the themes involved in businesses that foreign investors or dealers are dealing with in Chinas markets. Management of multinational companies need to figure out if they can efficiently grasp the chances and avoid the threats when they enter China. With this, important questions are raised, such as; what is the real situation of Chinese economy today? What kind of development, drives and challenges does Chinese economy have? What are the situations of the financial markets and the monetary environment which may influence the inflow of FDI to China? How to analyze the business opportunities/risks in China? How to learn the consumer behaviour and marketing in China? How to communicate with Chinese business persons? This course focuses on such fundamental business questions and the other related key enquiries. The use of a wide variety of innovative teaching and learning techniques will ensure that those taking this unit receive a sound theoretical and practical understanding of the subject. The Doing Business in China elective will teach you the following topics: Understanding Chinese Economic and Cultural Aspects: The lecture will bring knowledge about Chinese business culture of tradition and modern, political system and its influences on business environment. This section will underpin major driving forces of the economy, such as urbanization, open door policy and cheap labour costs. It also reveals some emerging opportunities like surging of the luxury markets in China. China's Development Model in next decade + Business Opportunities in China Understand the drivers of Chinas phenomenal economic growth over the last 25 years, learn about Chinas dynamic economic development model and identify Chinas business opportunities in the next decade. Chinese Financial Market and Chinese Monetary Policy Discover the role and impact of Chinese financial markets and understand the Chinese Monetary Policy. Focus on reviewing developments in the exchange rate and capital control regimes and the forces that drive exchange rates as well as trade and investment. Consumer Behaviour, Business Communication and Marketing in China This part of the lecture sheds light on business culture issues. A case study of marketing and negotiation will be taught in the class, within the background of 3 parties and 2 countries. Students will participate in simulation and apply concepts of BATNA, at stake and so on.
Category of outcome
Students Outcome:
Describe how to do business in China Show an understanding of the development and outcome of urbanisation in China, mechanism of Chinese financial market; characteristics of marketing in China Understand the influence of Chinese cultural aspects in business negotiation
Intellectual skills Understand the current economic situation and next-decade business opportunities in China; Understand the marketing in China; Learn the financial investment environment in China; Demonstrate a deep understanding of cultural influence on Chinese Business; Capable of analysing tricky and complex business issues in negotiation. Practical skills Show enhanced ability in data collecting and interview; Apply marketing tools, economic concepts and cross-cultural skills to analyse business issues. Transferable skills and personal qualities
Demonstrate expertise in team work of research and processing of information; Show increased skills in presentation and argument in cross culture context.
Learning and Teaching Processes Students will be provided with written course units-which will include details of readings and case studies. Students will have the opportunity to reinforce their individual learning through group discussion; these discussions will be based around case studies and key issues that are raised as the course progresses. Students will be expected to participate in the unit workshop. The workshop is designed to reinforce key concepts from the course and will involve students in a number of activities, including fieldwork related to the workshop assignment, in-class discussions based on written cases and some standard lectures.
Assessment Task
Length
Weighting within unit
Due date
Assessment 1 Workshop assignment. Individual Assessment Individual written assignment 10 15 hours of group work plus preparation prior to workshop
10-15 hours of group work plus preparation prior to workshop. 3,000 words
40%
See Student Portal for all dates http://support.mbs -worldwide.ac.uk
40%
20%
Assignment One: Workshop Assignment Students will work in groups and analyse one of the industries in which they plan to invest in China. They will be expected to write a proposal about how to start up the business in China. The students will prepare a presentation for the class which will be assessed by two members of academic staff. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on the Blackboard.
Individual Assignment: Individual Written Assignment Students will prepare an individual assignment based on their observations of one of the company visits of their choice. Students should analyse this business area in China, how to enter the Chinese market and which measures need to be taken to be successful in this market. Group Presentation The date and time for the final Group Presentations by all groups of participants for this course will be listed on Blackboard. Back to course electives
Ethics, Governance & Global Competition Policy
Course Title
Ethics, Governance & Global Competition Policy
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Marketing, Operations Management & Service Systems Division
Materials
Brief Description of the Course Note: We have a new textbook: Ethics & Social Responsibility (2009) by Gary Chan and George Shenoy. It is a great read. FIRST THING TO DO!: Have a read Chapter 1 and attempt to review the Questions at p21. Your course e-facilitator, and coordinator will engage with you on a range of ethical issues and corporate governance metrics, in the Discussion Forums on Blackboard. Unit 1 sets the scene by introducing the fundamentals of business ethics, with an emphasis on duty (a Kantian perspective). Unit 2 carries the ethical debate forward into an understanding of the key parameters of governance and ERM [Read Step 9 below] while Unit 3 sets the agenda for our discussion of competition policy and antitrust. Finally Unit 4 outlines the domain of international governance. It is envisaged that Units 3 and 4 will form the core of the Workshop session using a range of case studies from the textbook plus additional cases distributed at the Workshops.
Course Aims The primary aim of this course is to provide a comprehensive and critical look at the history and the future of corporate governance issues based on a normative ethical foundation. Related to this aim, is the re-working of the theory of the firm in terms of internal ethical constraints (governance) and external threats from the degree of rivalry. This allows for the introduction of competition policy and strategic antitrust, and to question their efficacy as a regulatory tool of (ethical) analysis in a business environment.
Intended Learning Outcomes Category of outcome Student Outcome:
Knowledge and understanding Intellectual skills Practical skills Transferable skills and personal qualities
To introduce each of you to important moral and ethical issues that may arise in the context of business activity; To critically evaluate the moral, social and economic environments within which questions of business ethics are likely to arise; To promote the necessary critical reasoning and the analytical skills developed within the broad parameters of risk analysis. To provide an assessment of competition law principles and an understanding of competition compliance procedures in business decision making.
Learning and Teaching Processes A key driver in the delivery of this course is a case study centric workshop designed in the format of moot courts for legal training. This would allow both sides in a particular case to be articulated, arriving at a deduction based on principles of justice and ethics. A second driver will be access to the on going debates in the academic literature, for example, Harvard Business Review, financial journals, applied business journals, and government reports ala the UKs Cadbury and Higgs reports.
Assessment Task
Length
Due date
Assignment1 Workshop Task Examination
1500 - 2000 as directed
25% 25% 50%
Assignment 1 This is carried out via blended learning. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on Blackboard. Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the course workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Examination The examination for this course will be over 3 hours + reading time and will be an Open Book examination
Entrepreneurship and Innovation Management Important: Workshop attendance for this course is COMPULSORY
Course Title
Entrepreneurship and Innovation Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Innovation, Management & Policy Division
Materials
Study Guide: Printed Textbook: Printed
Course Aims Innovation is the main mechanism by which entrepreneurs successfully establish and grow their new business ventures. There are two main ways in which this course will explore this interaction between entrepreneurship and innovation. First, at a practical level, the course will familiarise participants with all the areas of entrepreneurial innovation necessary in order to establish and grow a business enterprise. Second, it will give the participant a strong contextual grounding in theories relevant to entrepreneurial behaviour, and its role as the key driving force in terms of innovation and growth in new and established businesses.
Brief Description of the Course This course gives participants a multiple perspective view of entrepreneurship and innovation, both as academic subjects, and in terms of practical entrepreneurial behaviour. By using case studies, DVDs, lectures and course exercises, students gain in-depth knowledge of the processes that both drive and constrain the ambitions of entrepreneurs as they seek, through innovative behaviour, to launch and/or develop new business ventures. In terms of specific content, this course will provide an understanding of the problems of "start up", strategic options (at and following firm formation), anticipating and achieving market potential, raising and understanding finance (including business plans), and exit strategies.
Category of outcome
Student Outcome
Knowledge and Understanding
The course will provide knowledge and understanding of entrepreneurial motives, relevant entrepreneurial stimuli, theories of firm formation innovation and growth, and the role of entrepreneurship in the development of disruptive technologies.
Intellectual Skills
By understanding the factors that drive entrepreneurs, and the skills entrepreneurs need, students will be able to improve their intellectual skills through appreciating that all forms of highly valuable human endeavour involve risk taking of all kinds. Such innovative risk taking is both intellectually stimulating and essential if society is to provide the resources we need, both to express ourselves, and provide useful work for others
Practical Skills
In terms of practical content, this course will provide an understanding the problems of "start up", strategic options (at and following firm formation), anticipating and achieving market potential, raising and understanding finance (including business plans), and public policy towards entrepreneurship and small businesses.
Transferable Skills and personal qualities
Working in groups on entrepreneurially based topics will nurture transferable teamwork skills, both through the project work itself, and through the understanding that, in many instances, new business ventures can only be launched through a strong teamwork ethic developed between multiple entrepreneurs
Learning and Teaching Processes This course incorporates a wide variety of learning and teaching techniques over four separate units, three of which are undertaken via blended learning, and one of which involves a workshop. Key teaching and learning techniques utilised include a group project, and live, presentation work in the workshop, incorporating the practical-based learning approach of the Manchester Method. This replicates real-world business challenges in the work undertaken. In addition, the study materials include a variety of self-completion exercises and questions which will allow those undertaking this course to test their knowledge and to identify how well their understanding of marketing theory and practice is developing.
Assessment Task
Length
Weighting within unit (if relevant) 50% 50%
Due date
Group Project Exam
Max 5000
Group Project For this assessment you are required to take part in a group project, to explore a practical theme arising from the course. Topics chosen may be broadly relevant to the new business venture process (e.g. problems with venture capital provision; government support for entrepreneurship; methods of market analysis, entrepreneurship and disruptive technologies etc.) Examination The examination for this course will be 3 hours + reading time and will be an Open Book examination
Financial Analysis
Course Title
Financial Analysis
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Study Guide: Printed Textbook: Printed
Brief Description of the Course Financial Analysis is an intensive practice led course where you will have the opportunity to learn a structured process to the analysis and interpretation of financial information. The course covers many of the basic elements of corporate finance and financial accounting but from an analytical perspective. You will learn how to apply theoretical understanding of finance and accounting to real world cases that are both topical and current. In recent years students have studied Glaxo Smith Kline, Rolls Royce, Disney, Cobham, Johnson Matthey and have learned through a methodological approach reflecting the Manchester Method how to interpret, analyse and forecast the financial fortunes of these companies. The course features a process of learning during the workshop called the Living Case Method designed and developed by the course tutor. The Living Case Method uses a real time, action learning approach in small teams. During the course you will also learn how the market values companies and how to extend that understanding to other companies that are not market traded. The course is useful for those wishing to pursue a career in financial analysis but more generally for any manager who wishes to understand at the highest level how his or her organisation creates and sustains value. Course Aims On completion of this course students should be familiar with, and be able to apply, a framework for business analysis and valuation using financial statement data in an international context. They should also be able to appreciate the potential pitfalls of using financial statement data in isolation and have learned strategies to deal with this, as far as this is possible.
Intended Learning Outcomes Category of outcome Students Outcome :
Create an advanced understanding and high level of practical competency in: The analysis of reported financial information focussing on the issues of value relevance and earnings quality Relevant financial theory and modelling including the estimation of the required rate of return, the analysis of real options and the valuation of business firms Create an understanding of international trends in Corporate Governance and a high level of skill in the analysis of corporate governance and financial risk assessment
Learning & Teaching Processes The course is delivered by distance learning with a 3 day intensive taught workshop. The distance learning element of the course follows a 16 week study cycle with a detailed learning plan week by week. The first two units provide introductory and preparatory material which builds to the workshop. In the workshop this theory is applied to a major practical case study using the Living Case Method involving the application of the method to live company situations. The aim of this is to deepen understanding of the theory through application, and to challenge any preconceptions that you may have over this process.
Assessment Information Assessment Task Assignment1 Workshop Task 3-day home-based examination Length 2,500 Max as directed Weighting within unit (if relevant) 25% 25% 50% Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
Assignment 1 This is carried out via blended learning. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on Blackboard. Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the course workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Final Assessment 3-day home-based examination
Back to course electives
International Business Strategy
Course Title
International Business Strategy
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
People, Management and Organisations Division
Materials
Study Guide: Printed Textbook/s: Printed (both also available on Blackboard)
Brief Description of the Course IBS is an interdisciplinary course that combines aspects of strategic management, trade theory, organisational theory, political science, management, marketing, industrial organisation theory as well as many other disciplines that broadly impinge on the practical decision-making challenges international managers face. This course is case-focused and aside from the broad range of topics covered in the course, we hope that the process of studying and analysing companies and their international business problems will help to develop problem-solving skills that will be useful well beyond the context of this course.
Course Aims The course includes four segments: Market Entry Strategies The first study guide considers motives for international expansion and the range of methods firms have available. We also consider the typical stages of international expansion and try to understand why some firms are natural multinationals. We also discuss the role of entrepreneurship in creating international business. Market Evaluation & Management of Market-Specific Risks The second guided-study unit helps develop a methodology for identifying and evaluating markets, including macro-economic and industry factors. After considering opportunity we detail the business and political risks, corruption and strategies for emerging markets. International Projects: Project Evaluation, Negotiation and Management This unit of the course takes part during a three-day residential workshop. Working in group, participants make decisions about where and how to invest their companies capital budget, how to negotiate for maximum returns and minimum risk and haw to deal with contingencies as they arise. Global Competitive Strategies The final guided study unit looks at the global competitive landscape: The development of an integrated world trade economy, the emergence of foreign direct investment as a significant integration force, management and design of multinationals, international services and the role of multinationals from emerging market.
Category of outcome Knowledge and understanding
Student Outcome: Have a fundamental understanding of the foundations, motives, means and mechanics of international business. They will recognise the divergent nature and manifestations of risk, be able to recognise how changing environmental conditions will require their organisation to evolve.
Intellectual skills
Case analysis skills; Critical skills and thinking. The ability to analyse and make critical judgments An ability to articulate the precepts provided by conventional wisdom to produce bespoke management tools An ability to solve problems effectively An ability to apply course specific knowledge to a commercial situation
Practical skills
Group work; Case analysis; Application of core skills covered in earlier courses. Undertaking independent research
Ability to deal with a lot of information quickly and effectively. IBS covers a lot of ground in a short period: Identifying priorities and developing timetables will probably be necessary for most. Enhanced negotiation skills Working constructively with team members
Learning and Teaching Processes The course utilises a blended learning approach, incorporating a multiplicity of teaching and learning methods. All students are provided with a pack of specifically written course materials, plus supporting texts. They undertake a period of self-study which is followed by a 3-day workshop where students learn face-to-face and get to experience the 'Manchester Method' through opportunities to meet and network with their peers, undertake group-work and enhance their presentation and soft skills. Throughout the unit, students are supported through on-line discussion channels and support sites containing extensive academic input. Students are able to communicate globally and additional material is available through Blackboard and the student portal.
Assessment Information Assessment Task Assignment1 Workshop Task Exam Length Max 2000 as directed Weighting within unit (if relevant) 25% 25% 50% Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
Assignment 1 This is carried out via blended learning. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on Blackboard. Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the course workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Examination The examination for this course will be 3 hours + reading time and will be an Open Book examination
International Marketing Management Important: Workshops attendance is COMPULSORY
Course Title
International Marketing Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Marketing, Operations Management and Service Systems
Materials
Brief Description of the Course Two major developments have imperceptibly become the vital forces that have determined the strategic route that todays businesses have taken. They are (1) The Marketing Concept (2) Internationalisation. The Global Marketing has become increasingly important to companies for three reasons: 1. 2. 3. Foreign markets constitute a growing proportion of the total world market Foreign competitors are increasing their market share in one anothers markets Foreign markets can be an important source of lowcost production, technology, capital, additional sales/profits, brand enhancement, knowhow transfer etc.
This elective will bring together these two increasingly important forces and will look at various strategic challenges/opportunities in relation to International Marketing including entry modes for internationalisation of the business, coordination activities as well as future trends.
Course Aims The course aims to enable students to: 1. Understand the International Marketing Environment and key factors impacting on it. Assess various aspects of International Marketing Management. Learn how to successfully coordinate various activities related to International Marketing Apply the ideas and models to the International analysis of marketing in this context. Utilise the concepts and theories in the real world, to provide successful solutions to multifaceted marketing issues with global perspective.
2. 3. 4.
5.
Category of outcome
Student Outcome
Understand the concept of global marketing Understand the International Marketing Environment and the importance of PLESTE (Political, Legal, Economical, Social/Cultural, Technological and Environmental) factors Understand Global Marketing Strategy, Marketing research and intelligence, international product policy, international distribution, promotion and pricing, international marketing of services Assess various entry models for internationalisation of the business Learn how to coordinate successfully international marketing through planning, organisation and control Understand future trends of International Marketing and their impact on business strategies/structures
Intellectual Skills
Appreciate the key challenges/opportunities facing todays business in terms of International Marketing and learn how to leverage them successfully in the global business environment. Utilise the best practices for successfully internationalising the business operations Take a more holistic view of the International Marketing Apply this learning with respect to varied International culture Understanding of Global Marketing Concept, Strategy, Marketing research, international product, pricing, promotion and distribution aspects. Utilise this understanding to successfully coordinate the above activities Apply this learning to build on 5 Ps in International context
Practical Skills
Transferable Skills and Personal Qualities
Learning and Teaching Processes A combination of formal teaching (using audio-visual tools where appropriate), case study work, exercises, formal presentations and discussions will be used
Assessment Task
Length
Due date
Class Participation Group Project Presentation Individual Essay
10 15 hours of group work plus presentation prior to workshop
Class Participation Workshop participation, project presentations, case study presentations, Blackboard assessed discussions Group Project Presentation Students (in small groups) will be required to conduct a strategic analysis of an issue (or issues) identified, which must include some primary market research, around 5,000 words. Individual essay A mutually agreed subject focusing on strategic analysis of key issues, challenges/ opportunities facing an organisation/ sector, around 2,500 words. Workshop International Marketing workshop is Compulsory.
Investment & Portfolio Management
Course Title
Investment & Portfolio Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
Corporate Finance Students MUST have completed this core module before taking this elective. None
Co-requisite Units
Contact
Teaching Division
Materials
Brief Description of the Course The Investments and Portfolio Management course covers the necessary theoretical background, tools, and skills required in modern portfolio management. The course aims to provide useful material for portfolio and fund management, asset liability management in financial institutions and fund management skills required in pension funds, mutual funds and other such industry. Unit 1 The Investment Background and Portfolio Management Principles. This unit discusses the investments settings, concepts of return and risk, discussion of utility theory and how this is linked to the idea of risk premium, asset allocation decisions, how investment objectives and constraints influence asset allocation decisions, developments in the global market for investments, the theory of efficient markets and the emerging challenges to this paradigm posed by behavioural finance, introduction to portfolio theory and principles, and asset pricing models. Unit 2 Key Instruments and their Management This unit explains the key investment instruments and discusses money markets, equity valuation, equity portfolio strategies, analysis and valuation of bonds, bond portfolio management strategies, technical and fundamental analysis, and active and passive investment strategies. Unit 3 Workshop The Workshop is dedicated to revision of topics covered in the courses, topical case studies and new material which will be necessary for Unit 4 or for a fuller understanding of current developments in portfolio instruments and management. Unit 4 Derivatives, Portfolio Protection and Performance Measurement This unit describes the various derivative products that can be effectively used in hedging risk and management of investment portfolios. In particular, options, futures and swaps are explained. The unit also discusses the tactical asset allocation, review of equity and of bond portfolios, portfolio insurance and immunisation, benchmarking and performance evaluation.
Course Aims This course is designed for those who are interested in how the various financial instruments which make up the Money and Capital Markets work and how portfolio managers combine these assets to gain required risk / return objectives. Setting portfolio objectives, calculating portfolio performance and using derivatives to hedge risk are also covered. Intended Learning Outcomes
Category of outcome
Student Outcome :
Describe characteristics and valuation of the financial instruments and show the contribution which particular assets can be expected to make to portfolio performance; Understand the calculations involved in benchmarking risk, return, growth and volatility; Discuss investor objectives and the way in which different client objectives can be measured and matched to investment performance; Provide an understanding of stock selection and market timing and how this contributes to portfolio management; Provide guidelines on monitoring and updating portfolios within the overall allocation strategies; Understand portfolio diversification and how globalisation might help to achieve improved performance; Understand portfolio insurance and protection and how they can be achieved; Cover developments such as the growth and activity of hedge funds.
Learning and Teaching Processes This course is taught through three self study units and a workshop. Pre-requisites: Anyone who takes this course should have completed a degree level Corporate Finance course. It is worth mentioning that this course does cover the Financial Instruments and therefore should help those who go on to take Treasury, Foreign Exchange and Financialization. With Investment Analysis and Portfolio Management the perspective is the investors, whereas for Treasury Operations and Foreign Exchange the perspective is the corporate user.
Assessment Task
Length
Due date
Assignment1 Workshop Task Exam
1200 as directed
Assignment 1 This is carried out via blended learning. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on Blackboard. Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, the completion of an alternative assignment will be required. Examination The examination for this course will be 3 hours + reading time and will be an Open Book examination Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, the completion of an alternative assignment will be required. Examination The examination for this course will be 3 hours + reading time and will be an Open Book examination
Information Systems & Internet Strategy
Course Title Credit rating Degree Programmes Workshop Hours Pre-requisite Units Co-requisite Units Contact Teaching Division Materials
Information Systems & Internet Strategy 20 Global MBA 0 this is an online elective None None E-Facilitator via Blackboard Marketing, Operations Management & Service System Division Study Guide: Online Textbook/s: Printed
Brief Description of the Course The course will address the role and importance of Information Systems and the Internet in support of business and organisational strategies. It will provide an overview of current ICT, and complement this with discussion and analysis of contemporary business developments including enterprise computing, global systems, knowledge management, decision support, e-business, e-government, virtual organisations and social computing. It will also provide students with an awareness of the Internet and the World-Wide-Web as an information resource for business and academic research. The course will take a socio-technical perspective on information systems and the Internet, discussing them in terms of technology, people and organisations. It will discuss how an organisations ICT strategy must cohere with and support its general business strategy. Course Aims The course aims to: emphasise the need to address organisational, business, cognitive and cultural issues alongside the technical issues if developments in ICT are to bring real benefits discuss the alignment of ICT and business strategies and methods for achieving such alignment discuss the modern business environment and the varied inter-organisational interactions facilitated by the Internet and World Wide Web.
Intended Learning Outcomes Category of outcome Knowledge and understanding Student Outcome:
On successful completion of the course students will have an understanding of the underlying technology and be able to assess its role and potential in business strategy and for achieving competitive advantage. Students will: Have an understanding of the history and trends of ICT in business and organisations. Have an appreciation of key technologies and their application to business and organisational strategy Understand the concept of strategic alignment and implementation issues
Intellectual skills Students will be able to analyse critically the ICT needs of a business or organisation Practical skills Students will be better able to use the internet and web research tools to explore business issues. Transferable skills and personal qualities Use of web to research case studies and similar.
Learning and Teaching Processes The course is delivered online with a range of interactions. A three-hour face-to-face induction session is taking place at the start of the course. Also, four three-hour virtual workshops take place.
Assessment Information Assessment Task Group Assignment 1 Group Assignment 2 Individual Essay Participation Length 1,000 1,5002,000 3,000-4,000 Weighting within unit (if relevant) 20% 20% 40% 20% Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
Group Assignment 1 This assignment involves you taking part in a group analysis of an information and knowledge management scenario, run in the form of a role-playing simulation. Your cohort will split into smaller groups, each of whom represents a different set of stakeholders in an organisation. They are faced by a common problem, but have different perspectives on it. The activity involves three phases: firstly, group work to establish goals, objectives and information needs; second, communication with other groups to meet these needs and establish the routes that knowledge can flow through the simulated organisation; and third, negotiations to establish short-term investment needs and longer-term strategic visions. Following the conclusion of the simulation, you will write an individual reflective essay of around 1,000 words on the experience and what you can take from it to apply to your own contexts. Group Assignment 2 A group assignment based upon e-cases. Your group will be given an e-case to explore and prepare a report on. An e-case is an extension of a normal case study. Instead of providing a written case study, your group will be given a link to a web-page with details of a company or organisation. The page will point to the main links of the company or organisations own web-sites. It will also have links to a series of relevant articles and other material in the media. Your task is to investigate that company and discuss some aspect of its business or strategy that is relevant to this course. Thus you might look at its current information systems strategy or its marketing plan for some piece of ICT kit that it manufactures or service that it provides. What you will look at is up to your group and your interests. It may be limited somewhat by what the company or organisation does or what information it releases. Your task is to produce a PowerPoint presentation and PowerPoint notes of about 1500-2000 words in which you use one or more aspects of the e-case to illustrate one of the topics of the course. In short, your group will be doing a live case study. Your report will be published within your cohort to inform the discussion of all the students.
Individual Essay An individual essay on a general IS or Internet topic which will allow the members of the course to show an integrated appreciation of the majority of material within the course. Ideally, you should draw on your own experience. You might discuss the information systems strategy in a company that your work for or have worked for recently. You might explore how your local council or regional government are using the web to provide services to its citizens. You should discuss your ideas via email with your e-tutor before committing a substantial effort. The essay should be 3000-4000 words long. It should be supported by clear citations of papers, web-sites, and other evidence. It should be evaluative, critical and reflective; a purely descriptive essay will not suffice. Participation Your participation to learning unit exercises and discussions will be assessed by your e-tutor and marks will be allocated based on whether you have completed the exercises, whether you have contributed to issues raised by your colleagues, whether you have raised issues yourselves based on the discussion topics and whether you have participated and contributed to the virtual workshop for the unit. For each learning unit, 5% of the final mark will be allocated as participation mark. Remember that your e-tutor has access to audit information that includes times and dates when you use Blackboard, your postings, etc.
New Media Marketing *This is an online elective from January 2014 Course Title New Media Marketing
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
None
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Brief Description of the Course The unit will introduce course members to the key ideas that inform the New Media Marketing paradigm in particular the emergence of participatory culture, lowering transaction costs, long-tail effects, user created content, tagging, network increasing returns, design culture, gamification, perpetual beta and data based marketing. These new ideas will be related to existing marketing theory to provide a basis for understanding and application. The course will explore the Web 2.0 eco-system of social networks, wikis, blogs, virtual worlds, widgets and serious gaming using case studies and real examples to illustrate New Media Marketing theory and applications. Where possible New Media techniques will also be used to support the course teaching. In particular the teaching academics will maintain a New Media Marketing (NMM) definitional blog with leading NMM practitioners and students to develop new applications during the elective.
Course Aims The aims of the course are: Assist MBA students to take advantage of the emerging marketing paradigm, which is enabled by web 2.0, mobile and participatory social networks and is collectively known as New Media Marketing (NMM). This knowledge will be useful for those planning careers in industries that make heavy use of digital technology for marketing and communications for example Information Technology, Telecommunications, Media, Retail, Financial Services, Health and many others.
Category of outcome Knowledge and Understanding
Intellectual Skills
Practical Skills
Student Outcome Understand the emerging New Media Marketing (NMM) concept and the relationship to existing marketing theory Understand marketing in a network context and the importance of network effects Understand how the long-tail of the internet can be applied to market segmentation Understand how digital techniques promote personalisation and how far this trend might progress Understand how user created content and more generally participation is changing marketing Understand how the perpetual beta concept is changing the way products are developed and launched Understand convergence between games and other media, and have explored the implications for marketing Develop an understanding of the NMM ecosystem and the role that blogs, social networks, wikis etc can play in marketing Understand the relationship of NMM and design Understand the new roles of marketing professionals in NMM Think more strategically about opportunities Cope with uncertainty in decision making Think more creativity about marketing opportunities Appreciate the practical potential and limitations of NMM Experience the development of user created content Experience interaction with marketing experts through blogs Understand the difficulties of conduction research in the NMM environment Gain a strategic perspective of where NMM can add value to established marketing approaches Identify marketing opportunities where NMM can be exploited Display new media marketing skills which are highly sought by organisations in all sectors the learning from the course should be highly transferrable.
Learning and Teaching Processes The study materials will form the focus for our course. The Forum is also vital. We will construct debates over key items of knowledge and advanced ideas. Your participation is essential. There will be a series of videos too. A feature of the course will be the use of NMM Web 2.0 techniques within the course both to align theory and practice to support teaching and as part of the assessment using the Marketing 2.0 wiki. Please participate and help us co-create the learning experience.
Assessment Task
Length
Weighting within unit (if relevant) 40%
Due date
Multimedia Presentation or Advance Essay Group Project
2,500 words max
40%
Presentation format (.ppt, Prezi and PDF) Approx 5,000 words
Forum & Debate Contribution
20%
Multimedia Presentation This can be presented as (i) Multimedia (part essay and part video or vlog) presentation or NMM marketing case and perspective or (ii) Essay using advanced graphics, images or other features. (Individual). Group Project NMM project to research and document a new aspect of NMM, AGREED WITH THE COURSE ACADEMICS. This will be developed as a PowerPoint, Prezi or other package, but must be accessible to the assessors (e.g. via PDF)(Group) Forum Contribution Responses and contribution to the forum, showing original thought, evidence of reading around the NMM subject, pre-class preparation, ability to bring this wider perspective to the class, willingness to share.
Negotiation Skills and Selling Strategies
Course Title
Negotiation Skills and Selling Strategies
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Study Guide: Online Textbook/s: Printed
Brief Description of the Course The course will use a combination of case studies, expert video presentation, and the assistance of seasoned practitioners. Students will gain an insight into current best practices, as well as relevant academic studies of both negotiation skills and sales strategies. You will learn through experience how to identify critical points in a negotiation, and what to look for in your opposite number. In particular, you will be shown how to position the negotiation in the context of your chosen sales strategy.
Course Aims Negotiation skills when deployed intelligently are an important element for successful management. Successful companies have at their core a strategic direction, which is effected through a defined sales strategy or strategies. Successful sales professionals have an armoury of negotiation and selling tactics, which can be deployed in achieving the agreed objectives. The course will introduce the participants to a rational approach to negotiation, and will show you in a practical way how to choose a technique appropriate to a range of business situations. Having given the participants a tool kit, we will then deepen your concept of sales strategies as practiced by companies around the world. We will assist you to construct specific negotiation methods to achieve the strategic aims. In the workshop participants will be given the opportunity to practice the negotiations tactics imparted in support of a variety of selling strategies.
Category of outcome Knowledge and Understanding
Student Outcome The course will provide a framework of negotiation skills and selling strategies, and a sense check on the potential fit between these two perspectives. The course participants will appreciate the steps by which sales strategies are chosen, and the potential negotiation tactics will then be tested for their likely efficacy in achieving corporate objectives We will provide a robust framework to enable the students to deploy their understanding of alternative sales strategies and negotiation skills to achieve specific objectives in different situations. The students will be challenged with practical demonstrations involving different negotiation stances. The intellectual stimuli will allow them to break out of traditional negotiation mind sets, and to challenge their organisations with new ways to deal with sales opportunities. The study of sales strategy is at the heart of company profitability and longevity. They will be challenged to study the appropriateness of corporate sales strategies, which will greatly enhance their broad view perspective. This course is very much based on practical application of robust theory. The study of sales strategy will be based upon real life case studies, backed up by periodic class participation. At the negotiation level, students will be given video feedback of live negotiations between themselves and negotiation professionals. Video presentations by professionals will target specific elements of the course based upon their personal experience. The participants will be given the tools to pass on the rational approach to deal making. The course will focus on team working in relation to negotiation situations. They will also gain valuable insight into their own skills and abilities as an outcome of course participation.
Intellectual Skills
Practical Skills
Learning and Teaching Processes The course will comprise a mixture of written study materials, video briefings, case studies and class exercises.
Assessment Task
Length
Due date
Individual Assignment Group Project
2000 words
5000 words
50%
Assignment 1 Assignment 1 is an individual written assignment carried out via blended learning. Details of this assignment will be posted on Blackboard at the start of the course Workshop Task The Workshop assignment task is group-based assessed coursework. All workshop participants will be assigned to a group by the Workshop Director. Each group will prepare and undertake a negotiation case study, and following the workshop submit a reflective presentation on the process and outcomes. Full information on this assignment will be given out at the Workshop. Please note the Workshop Assignment is submitted and marked after the Workshop. Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, you will be required to complete a second individual assignment. This will be a case study based assignment, and will span the course content. You will be given access to this case study and the assessment questions only once your non-attendance at the workshop is approved. This must be arranged directly with MBSW or its local offices. Examination There is no examination
Project Management
Course Title
Project Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Brief Description of the Course A business is a project and all aspects within a business are projects in their own right. So these techniques are applicable to a business. The PM course is designed to give you the maximum understanding of achieving the full potential of a project and therefore how to achieve exceptional results. So this course is aimed at ensuring all businesses are project managed to achieve success. To be successful then you have to be successful with managing people. So much of the material will be dealing with how to manage your own people, and your client to ensure project/business success is achieved.
Course Aims The PM course is aimed at giving you the practical knowledge and understanding of how to project manage businesses. The course deals with the practical application rather than theory, it contains exercises, practical examples, case histories of the 5PM techniques discussed. It is only through experiencing that you really learn.
Category of outcome
Student Outcome:
To know the success definition for their project, how to deliver their projects and businesses successfully, and thereby gain recognition.
Intellectual skills
Have understood the principles of the techniques to enable them to apply these principles within their organisation.
Practical skills
Have had examples and exercises to demonstrate the practical application of the techniques during the workshop.
Have the ability to use the 5PM techniques within their own organisations.
Assessment Task Assignment 1 Assignment 2 Exam
Length 2500 2500
Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
There will be 2 assignments, and no workshop assignment. Assignment 1 Is submitted before the workshop to gauge your understanding of current PM methods and techniques. Assignment 2 Is submitted after the workshop to gauge you understanding of the additional techniques covered. It is important that you have a basic understanding of MS Project which is the programming software that we will be using. MS Project Software is available for your use via the University IT systems. Examination The examination for this course will be over 3 hours + reading time and will be an Open Book examination
Risk Management
Course Title
Risk Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Brief Description of the Course The Risk Management course is designed to cover the major elements involved in the appraisal of a project those being identification, analysis (qualitative and quantitative) and risk response. These you will find in most books on risk and risk management. In this course the organisational levels typical of a corporate body are also identified. These are corporate, strategic business and project levels. Each level will be responsible for assessing risks, for example the corporate body will assess the big picture risks often those that are unmanageable such as political, legal and commercial risks. The strategic business unit will assess risks associated with the project and the market and project level will assess project risks in greater detail as more information becomes available. For many students involved in managing portfolios or programmes of projects the assessment is more detailed and will usually require the use of risk software for quantification and development of outputs on which decisions can be made. Once these basics have been described frameworks such as Basel II and Corporate Governance are discussed and then a number of case studies described and assessed. The course offers a wide variety of tools and techniques which can be applied in a risk assessment. The course workbooks and the two recommended books provide sufficient information for students to address risk assessment in any type of project or investment. The outline of the course is adequately covered by the chapter titles in the book Corporate Risk Management (2008) by Merna and Al-Thani and the Study Guides. In this RM programme students should be able to follow a logical path of study with respect to the outline. Initially identification of risks is covered followed by analysis both qualitative and quantitative (deterministic and stochastic) followed by risk response. All these topics are covered in the Study Guides and RM course books. The assignments are also set to compliment the course as outlined in the study plan. The course has been developed to ensure all students, irrespective of the programme they are taking, Finance, Engineering or Construction are taught the basics of RM and its application in the business world.
Course Aims Risk Management is a must for all projects and investments and is now taught in most academic institutions. Risk management is an ongoing process which addresses the risks associated with a project or investment over the lifetime of that project or investment. The need for risk management is essential to make aware to all the stakeholders involved in a project or investment the risks associated with the project or investment (in terms of losses or gains), the impact of such risks and most importantly how those risks can be managed. All projects and in todays market most services must undergo a risk assessment. Students need to understand the processes of risk management since most employers will demand a risk assessment before a project or investment is sanctioned. Most corporate entities are through corporate governance required to ensure risk assessments have been carried out and audited prior to sanction. This course is designed to meet the needs of corporate sponsors and addresses the need for risk management at corporate, strategic business and project levels.
Category of outcome
Student Outcome
Describe the different risk management tools and techniques used at different stages of projects and sources of risk Describe the risk management process Understand the importance risk management at different levels (corporate, SBU and project levels) of organisations and the sequencing of risk management Determine the different tools and techniques used at identification, analysis and response stages of risk management Identify the risks associated with different stakeholders to a project over the life cycle of the project and methods for recording and managing risks To model and manage the effect of risk over a project(s) or investment lifecycle and to develop a risk management system To audit risk management systems and develop as required To assess risk management software to meet identified needs To understand how to implement the risk management systems required by Basel ll Apply risk management techniques for both qualitative and quantitative analyses
Intellectual skills
Practical skills
Assessment Information Assessment task Length Weighting within unit (if relevant) 25% Deadlines for submission of coursework TBC Deadline for the return of feedback 15 working days
Assignment 1
2000 words max Qualitative assessment of a project Written report and Group presentation 4 questions
Workshop A1
10% Workshop day 3 25%
Within 3 days of end of workshop
Workshop A2
Examination (computer based examination)
40%
TBC
Strategic Management of Projects
Unit Title
Strategic Management of Projects
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Course Aims This course aims to make students aware for five major dimensions of the strategic management of projects: The Business of Projects explores what projects mean for business and in particular, the development of their dynamic capabilities. After reviewing the importance of projects for the dynamic capabilities of client organisations we look at the distinctive group of firms that manage their activities entirely through projects project-based organisations. Defining the Project Mission focuses on the issues associated with the front-end definition of projects. We will critically investigate the available techniques for project appraisal and selection and assess the challenges that they face. Designing and Leading the Project Organisation focuses on projects as organisations, addressing issues in the design of project organisations and their leadership. Managing threats and opportunities addresses the pervasive uncertainty on projects. We will review the established approaches to project risk management and show how these can be improved using a broader range of techniques. Riding the project life-cycle addresses managing the project through the lifecycle covering project execution planning, managing scope through to beneficial use. We will also investigate the challenges of project escalation.
Brief Description of the Course This course is about how firms and public agencies strategically undertake deliberate change by creating something that did not exist before to enable them to respond proactively to threats and to seize opportunities in their environment thereby changing that environment in their favour. Although much of what we have to say is relevant to all projects, this unit focuses on infrastructure projects. Infrastructure are the assets that enable the production and delivery of other products and services such provision of health care or manufacturing of cars; health care organisations need hospitals and car manufacturers need both factories to make their cars in and roads for their customers to drive cars on.
Intended Learning Outcomes Category of outcome Knowledge and understanding Intellectual skills Practical skills Transferable skills and personal qualities Students will :
Understand what a project is Understand what projects can mean for business and public agencies, in particular infrastructure projects Understand the notion of project-based organization Understand the criticality of the project front loading Understand alternative ways to strategically manage complex projects under conditions of uncertainty Learn to design a project contracting and procurement strategy Understand the relevance of project governance structures Learn the conditions of complementarity between conventional risk management and design flexibility
Learning and Teaching Processes The pedagogical method will include a mix of teaching case studies, exercises in class, and lectures. The teaching materials for this unit provide information relevant for the class exercises and teaching case studies. Failure to read these materials before the classes will make it hard for the students to follow the discussions and participate in class.
Assessment Information Assessment Task Essay Part 1 Group Workshop Task Reflective Practice Paper Length 2000 as directed 4000 Weighting within unit (if relevant) 25% 25% 50% Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
Assignment 1 Please read the case (2009). Intel: The Copy Exactly project strategy uploaded on Blackboard. Write a case analysis report. The paper should be typed double-spaced, with size 12 Times New Roman font, 1-inch margins, and cannot exceed 4 pages. Paper development guidelines: A good report should state clearly and succinctly the recommendations in the first paragraph or two. The rest of the report should present the rationale for the recommendation in terms of the desirable and undesirable consequences of adopting it. Some common problems in preparing the reports result from inadequate analysis. Analysis for a report is a time consuming and intellectually challenging task. Each case typically has a set of questions that help you with the analysis - do not structure, however, the report as a set of answers to those questions. Rather, you should evaluate a range of alternatives, defend your recommendation, and discuss its implementation. Study questions: 1) How would you characterize the Intel-IDCs approach to project manage fab design? 2) How does the balance of power play out in the Intel-IDC commercial relationship? 3) How would you describe Intels design change request? Is it a radical change? Which are the parties with a stake in deciding whether to accept or reject this request? 4) How is Copy Exactly affecting the D1C design project, and the Intel-IDC relationship? 5) Should the F22 solvent room design and/or operating procedures be changed to accommodate the end-user requests? Should Intel pay IDC for the design changes?
Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Reflective Practice Paper This 3000 word assignment will be designed to enable you to relate course concepts to your own work experience. It will be introduced during the workshop.
Sustainable Business Available from July 2013 Unit Title Sustainable Business
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Study Guide Online Only There is no textbook accompanying this course
Brief Description of the Unit The module addresses strategic challenges facing firms with regard to sustainable development, including pressures for a cleaner environment, lower resource use and alleviation of climate change. Case studies will show how firms have made the transition to sustainability through improving their efficiency, working with their consumers and their supply chain. The role of government policy is outlined, again with recent examples. Tools and techniques are provided to show how a firm might prepare a strategic response to environmental challenges. Students are asked to suggest sustainable and profitable solutions to improve firm performance through product changes, process improvements, organisational developments and service innovations which meet environmental goals while maintaining profitability. Course Aims To introduce issues of environmental sustainability facing business in the 21st Century and demonstrate tools and techniques which can help firms develop their strategic response. To introduce ways in which business might make a transition to a more sustainable, low carbon, low energy, low environmental impact economy. To identify ways business can enhance shareholder value through moving towards more efficient delivery, while managing the risks and uncertainties associated with transition to a more sustainable economy.
Intended Learning Outcomes Category of outcome Knowledge and understanding Students will : Show a critical understanding of the challenges associated with sustainable development of firm competitiveness; Appreciate the role of supplier innovation and changing user practices in responding to these opportunities; Understand the role of government policy in promoting sustainable solutions; Understand the importance of networks and collaboration with supply chains and customers in helping meet sustainability goals. Apply the common approaches, frameworks an analytical techniques used in the assessment and evaluation of eco-innovation; Appreciate different perspectives on the environment and sustainable development, which will be cultivated in the group working sessions; Acquire skills of research, analysis and organisation through the enquiry based coursework including formulation, implementation and write-up of a substantive case study; Be able to undertake a sustainability exercise for the company: either a life cycle analysis for a key product or service, or write a sustainability action plan, or prepare a roadmap for future actions; Learn how to communicate a corporate stance on sustainability.
Intellectual skills
Practical skills
Learning and Teaching Processes This is a blended learning module, developed through a self-study approach. This includes
Assessment Information Assessment Task Length Weighting within unit (if relevant) 20% Due date
Preparatory work individual assessment two synopses, six and three weeks ahead of workshop Group Working Session
See Student Portal for all dates http://support.mb s-worldwide.ac.uk
40%
Report on sustainability in a firm context
40%
Supply Chain Management
Course Title
Supply Chain Management
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Marketing, Operations Management and Service Systems
Materials
Brief Description of the Course Supply Chain Management is concerned with the movement of products, services, finances and information from raw materials to the end-user. More and more, it is also concerned with the recovery of finished goods for recycling, remanufacturing or reuse. This course examines the management of external suppliers in order to reduce costs, drive innovation and protect shareholder wealth. It takes the point of view of the supply chain manager who will be expected to improve product quality, increase responsiveness, reduce risk, and drive innovation while still cutting year-on-year input costs. The topic should therefore be of interest to students concerned with issues of building business relationships, saving costs, risk and sustainability, and developing analytical, presentation and people skills.
Course Aims The course aims to provide students with a broad understanding of managing suppliers and the sourcing process. It will show students some of the core skills and techniques required in managing supply chains using an interactive and case-based approach. Please see the Intended Learning Outcomes for a more detailed understanding of the course aims.
Category of outcome
Student Outcome
Understand the role and importance of supply chain management (SCM) within the organisation. Understand and analyse the overall sourcing process. Understand and be able to apply the supply wheel to industry based problems.
Intellectual Skills
Understand the design and management challenges associated with todays global supply networks
Practical Skills
Apply core SCM techniques to industry problems from the perspective of the supply chain manager or management consultant. Design and organise the procurement function using the supply wheel.
Develop effective presentation and analytical skills. Develop skills in team working and the communication of ideas and arguments.
Learning and Teaching Processes This course incorporates a wide variety of teaching and learning techniques over four separate units, three of which are undertaken via blended learning, and one of which involves a workshop. Key teaching and learning techniques include online forum discussions, podcasts, textbook and journal readings, an individually completed assignment, group presentations and a case-based examination. We also incorporate a three-day workshop to help embed, extend and apply your learning. In addition, the study materials include a variety of self-completion exercises that allow you to test your knowledge and assess your progress during the 16 weeks of the course.
Assessment Task
Length
Weighting within unit (if relevant) 25% 25% 50
Due date
Individual Essay Presentation Exam
2500 words 15 mins
Individual Essay Theory based essay question (1500 words) The questions will be based on topics covered within units one and two Choice from three questions. Presentation Aim is to prepare a presentation on your organisation or an organisation with which you are familiar. Topics, marking criteria and other details will be available on Blackboard Presentations should be no more than 15 minutes in length You should expect up to 15 minutes of questions and answers on your presentation Exam Designed to test application of core concepts and theory learnt during the course.
Treasury, Foreign Exchange and Financialization
Course Title
Treasury, Foreign Exchange and Financialization
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
People, Management and Organisations Division
Materials
Brief Description of the Course This course covers the topics of Treasury and Foreign Exchange from the perspectives of the financialization and financial innovation literature to which Manchester Business School academics have contributed to. (Ertrk et al 2008 and Engelen et al 2011). Treasury management in the 21st Century needs to be informed by an analysis of the transformation of financial markets and banking that has been affected by financialization. Financial hedging decisions, therefore, need to be made and evaluated after a critical evaluation of financial innovation. Finance and financial innovation play a significant role both in global economy and corporate strategy. Therefore social, political and cultural contexts of financial decisions, and the universality and the epistemological base of mainstream financial knowledge are increasingly important themes to incorporate into the teaching of finance after the recent major financial and banking crises in the world. This course contextualises the technical aspects of treasury management within growing alternative academic perspectives on global finance.
Course Aims The unit aims to: Develop an interdisciplinary framework that is derived from MBS academics original research on financialization and financial innovation for the students to understand the current and evolving context of iinternational finance and treasury risk management. Provide the students with the analytical skills to understand how international financial system and foreign exchange markets work. Equip the students, by using case studies, with conceptual and practical tools to assess foreign exchange funding, foreign exchange exposure and interest rate risk problems that corporations face. Provide the students the practical skills to use the treasury hedging instruments and to evaluate their limitations. Develop critical perspectives on financial innovation and risk management in a financialized economy. Equip the students with analytical and practical skills in evaluating cross-border investment decisions. Discuss models in identifying and managing both domestic and international trade risks.
Intended Learning Outcomes Category of outcome Knowledge and understanding Intellectual skills Practical skills Transferable skills and personal qualities Student Outcome :
Have a critical and interdisciplinary understanding of managing treasury operations in a financialized economy. Understand how foreign exchange markets work. Understand models such as Interest Rate Parity, Purchasing Power Parity and International Fischer Effect that explain foreign exchange rate determination. Evaluate the differences between different types of foreign exchange exposures and interest rate risks. Understand the principles of international capital budgeting Understand international cash management policies. Identify risks involved in international trade. Understand what financialization is and how it transformed financial markets and financial decision making in present day capitalism. Understand how banking has changed over the last two decades and has made financial markets fragile. Appreciate alternative views on financial innovation and their relevance for risk management. Relate the shareholder value principle and financialization to financial decision making in present day capitalism. Evaluate arguments for and against hedging foreign exchange exposure. Discuss the effectiveness of international capital budgeting and financing tools. Calculate the effective cost of financing in foreign currencies. Explain how the accounting rules give rise to translation exposure. Measure the impact of transaction exposure on foreign currency cash flows. Evaluate the cost and benefit of hedging instruments that are used in dealing with the transaction exposure. Calculate the cost of capital in international investments. Be able to develop various strategies for international financing Develop both domestic and international credit management framework. Evaluate the benefits of the instruments of international trade finance. Critically gather and assess evidence from a range of sources and apply to practical treasury management issues;
Present analysis to peers; Develop multi-disciplinary perspectives on treasury risk management and financial innovation
Learning & Teaching Process The course is taught as three units of self study and a residential workshop. There are two pieces of assessed course work and a final examination.
Assessment Information Assessment Task Assignment1 Workshop Task Exam Length 3000 as directed Weighting within unit (if relevant) 25% 25% 50% Due date See Student Portal for all dates http://support.mbsworldwide.ac.uk
Assignment 1 This is carried out via blended learning. Please note that all materials and readings required for Assignment 1 (an individual piece of work) will be supplied during the first few weeks of the course. Details will be posted on Blackboard. Workshop Task This is a group-based piece of assessed coursework, which will be handed out to you and undertaken during the workshop Assignment 2 Approval needs to be granted for non-attendance of workshop. If granted, an alternative assignment will be required. Examination The examination for this course will be over 3 hours + reading time and will be an Open Book examination
The Reflective Manager Attendance at workshop is COMPULSORY for this course Course Title The Reflective Manager
Credit rating
20
Degree Programmes
Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Brief Description of the Course and Course Aims This elective is about making sense of the practice of management as a whole and the actual realities of managing in organisations. It focuses especially on what managers actually do and how they think in action through sophisticated processes of reflection-in-action, sensemaking, and intuition etc. In doing so, it seeks not just to develop deeper insight into the realities of managing, but also to enrich peoples reflective thinking capability for managing more effectively in their own professional roles. Moreover, it also aims to help participants integrate their other MBA courses from the standpoint of the practitioner, and seeks overall to cultivate a more critical outlook on management, managing and organisations. Important Note: this course deliberately focuses on the practice of managing as a whole, rather than focusing on the detail of particular aspects, which are covered in more specialist courses.
Category of outcome
Student Outcome
An understanding of the origins of professional management, its historical development, current issues, debates and critiques. An understanding of various empirical models of managing that focus on what managers actually do and their different styles of managing. An understanding of how managers and other practitioners think in action and the limitations of relying just on personal experience. A broad appreciation of systems thinking, its origins and varieties, and the approach of soft systems thinking and its relevance to managing. A broad appreciation of certain critical perspectives on management and organisations, and example implications for practitioners. More skilled in thinking systemically about the complexity of situations in the context of managing, eg. thinking from multiple perspectives. More skilled in thinking critically about the practice of management in organisations and the professional challenges of managing. More skilled in making sense of complex situations from different angles by combining experience with the deliberate use of concepts and tools. More skilled in using the tools of the MBA (i.e. frameworks and models) as prompts for thinking rather than prescriptions for action. Reflective thinking, systems thinking and critical thinking.
Intellectual Skills
Practical Skills
Learning and Teaching Processes Given the practice focus, the course is designed and delivered using a reflective learning approach to help participants reflect on their own knowledge and experience of managing in organisations. The main features of this approach are: the use of evidence-based material; an emphasis on making sense of management and managing (i.e. understanding not explanation); an emphasis on developing a holistic understanding of managing from various perspectives (analysis and synthesis); application of the course material to real experience and real situations; integration of this unit with the participants other MBA courses; and cultivation of a more critical outlook on management and managing through the gradual progression of the course. Delivery of the course takes place in three stages: a pre-workshop stage consisting of some pre-reading and a reflection paper on the participants professional experience to date (assessment 1); a workshop stage involving presentations, facilitated discussions, and an applied group exercise (assessment 2); and a post-workshop stage in which participants are required to write a second reflection paper on their personal learning from the course (assessment 3).
Assessment Task
Length
Due date
Reflection Paper 1 Group Exercise Reflection Paper 2
as directed as directed as directed
Assessment 1 A personal reflection paper on the participants professional experience of management and managing in organisations, including references to relevant literature Assessment 2 A structured review of a real situation (chosen by the group) using relevant material from the course and elsewhere. The main task is to review the situation for a possible way forward and produce a set of slides for presentation on day 2 of the workshop. Attendance at workshop is COMPULSORY for this course Assessment 3 The final piece of assessment is an opportunity for the participant to reflect on their knowledge and experience of management and managing has developed in relation to previous knowledge and experience. The core task is to critically discuss three key insights from the course with links to relevant course material and other relevant literature.
Venture Capital and Private Equity
Course Title Credit rating Degree Programmes
Venture Capital and Private Equity 20 Global MBA
Workshop Hours
24
Pre-requisite Units
None
Co-requisite Units
None
Contact
Teaching Division
Materials
Brief Description of the Course Venture Capital and Private Equity are quite different from more traditional sources of capital for privately owned businesses, such as bank debt and retained profits. Consequently only certain types of business are likely to seek and successfully attract VC / PE finance. The structure and funding of VC / PE houses is complex and also requires that they adopt particular tactics in identifying investees and managing these, post investment. Each week of the course will focus on a particular issue in the VC / PE arena, such as seed funding, growth finance, exits etc. Case studies will be used to provide participants with the challenge of engaging with issues such as deal selection, negotiation, pricing, management and exit, as well as the management of VC fund themselves. Course Aims To introduce course members to the skills, tactics and language of venture capital and private equity. Both the theoretical and practical aspects of the topic will be explored. Alongside the theory and concepts taught experienced practitioners drawn from the regional markets in which workshops are held will provide input on the practical application of the course content.
Intended Learning Outcomes Category of outcome Knowledge and understanding Students should be able to: Understand the nature of VC and PE funding, the types of business that they are seeking to invest in and the ways that VC Houses manage their investments in order to earn an adequate return, for their investors. The main types and sources of VC funds will be covered, so that participants will be able identify and seek out investors that match the profile of the different types of businesses that may require equity funding. Apply the techniques of cash-flow forecasting, entity valuation, strategic analysis, operational and change management, covered in the diploma stage of the course, to businesses undergoing rapid change whether this is caused by business formation, growth, turnaround or change of ownership (e.g. management buy-out). Participants will be able to appreciate: How VCs / PE funds make money from the businesses in which they invest. If a VC or Private Equity house would be interested in considering an investment in a particular company. What terms and conditions would attach to such investments. The approaches VCs would adopt in determining current and future valuations of the business. How a VC would set about realising value from such an investment. At the end of the course participants will be able to advise the Directors of a company: Whether the business would benefit from a venture capital investment Actions that the management should take in order to attract such funding. The consequences of raising external equity from VCs In the absence of an equity injection how the management might set about realising value from the company, for themselves.
Intellectual skills
Practical skills
Assessment Task
Word Length 3,000
Due date
Individual Assignment
Group Presentation (PowerPoint)
20 Slides (max)
40%

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Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Advanced Strategic Management Course Information

Co-requisite Units Contact Teaching Division Materials

Elective Course Outlines V3 050912

Intended Learning Outcomes

Knowledge and understanding

Will be stimulated and stretched.

Transferable skills and personal qualities

Elective Course Outlines V3 050912

Weighting within unit

Workshop Group Presentation Individual Assignment Special Interest Topic

30 min presentation 30 min Q & A 10 sides

See Student Portal for all dates http://support.mbsworldwide.ac.uk

Back to course electives Commercial & Contract Management

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Intended Learning Outcomes

Knowledge and understanding

Transferable skills and personal qualities

Elective Course Outlines V3 050912

Assessment Task Essay (part 1) Group Work Essay (part 2)

Weighting within unit (if relevant) 25% 25% 50%

Due date See Student Portal for all dates http://support.mbs-worldwide.ac.uk

Back to course electives Elective Course Outlines V3 050912

Corporate Risk Management

Corporate Risk Management

E-Facilitator via Blackboard

Accounting & Finance Division

Study Guide: Printed Textbook/s: Printed

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Intended Learning Outcomes

Elective Course Outlines V3 050912

Weighting within unit (if relevant)

Assignment1 Workshop Task Exam

25% 25% 50%

See Student Portal for all dates http://support.mbsworldwide.ac.uk

Elective Course Outlines V3 050912

Back to course electives Elective Course Outlines V3 050912

Doing Business in Brazil

24 hours in class and 12 hours in visiting companies

E-Facilitator via Blackboard

People, Management and Organisations

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Intended Learning Outcomes

Knowledge and understanding

discussions based on written cases and some standard lectures.

Weighting within unit (if relevant)

Preparation Workshop Task Final Paper As directed

20% 40% 40%

See Student Portal for all dates http://support.mbsworldwide.ac.uk

Back to course electives Elective Course Outlines V3 050912

17 hours in class and 6 hours in visiting companies

E-Facilitator via Blackboard

People, Management and Organisations

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912

Elective Course Outlines V3 050912