CORE MODULES. Managing the Financial Dimension. Managing the Economics Dimension

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1 The NBS MBA Programme has two connected parts to the programme. The first is the assessed part of this Masters Programme, the Core Modules, Consultancies, Electives, Business Project Dissertation are listed below. There is also a very important second part of the programme which is a thorough Personal and Professional Leadership Development of approximately 135 hours. The NBS MBA enhances your leadership capability, your management knowledge and your global perspective with the intension to accelerate your career. CORE MODULES Managing the Financial Dimension This core module is designed to critically evaluate internal and external financial information and to use this to appraise corporate performance and strategy. This module is designed to critically evaluate internal and external financial information and to use this to appraise corporate performance and strategy. To critically evaluate the role of value maximisation in corporate objectives To demonstrate expertise in financial analysis of corporate performance To select and apply appropriate financial tools and techniques to both long and short term decisions and recommend appropriate courses of action To assess the informational content of financial reports on external and internal stakeholders To demonstrate an awareness of the role of finance in a strategic decision making context Managing the Economics Dimension The module explores the principles of economics, drawing on literatures concerned with macro, micro and international trade. The aim is to develop the critical faculties of those involved in organisational decisionmaking. Appraise rational decision-making at the organisation level, and assess optimal managerial responses in market and non-market environments Critically evaluate how the macroeconomic considerations including the interest rate, government expenditure and the business cycle constrain and provide opportunities for organisations Assess contemporary patterns of globalisation and international trade, and interrogate how they impact upon organisational decision-making

2 Managing the Marketing Dimension To enable students to reflect critically on the nature of marketing and its continuing relevance to the 21st century global business world To foster a heightened critical awareness in students of both the extent of marketing s scope and key contemporary marketing issues To allow students to explore the complexity of the marketing environment and develop a comprehensive knowledge and understanding of the implications of external and internal factors on marketing decision making To encourage students to apply appropriate academic theories, frameworks, models and tools with confidence in order to develop suitable marketing responses to organisational problems Managing the Strategic Dimension To have an advanced understanding of the importance of strategy and that the quality of strategic choices and strategic issues make a critical difference to the organization s long term future. To offer a clear framework that incorporates the essential features of traditional strategy analysis within the dynamic, systemic, cognitive, holistic views of organizations, competition and cooperation. To integrate the many relevant perspectives into a coherent framework for understanding strategic issues in all their multidimensional complexity To be able to apply these concepts, insights, techniques and frameworks to student s organizations so that they can define more clearly how to achieve long term organizational goals Managing the Operations Dimension To develop a broad knowledge of the principles and concepts underlying the role of operations in relation to other functions and the strategic development of an organisation. To develop an understanding of how a range of OM tools and approaches can be practically applied in support of OM strategy To develop a capability to strategically focus the management planning, control and improvement processes in a range of operations environments.

3 Managing the Information and Knowledge Dimension To examine central issues in the management of information and knowledge from a strategic perspective. To contrast differing ways of looking at information, knowledge and strategy with a particular focus on the opposition between a systems-control perspective and a processual / relational perspective. To explore a number of contrasts information and knowledge, technology and people, global and local cultures, information and business strategies that shape the agenda in contemporary organisations To encourage students to apply these ideas to their own organisations and to critically challenge them on the basis of their developing understanding Managing the People Dimension This core module introduces the study of Organisational Behaviour (OB) as a critical dimension to the theory and practice of Human Resource Management (HRM) The module incorporates relevant OB theories in the study of individuals, groups and organisations such as rational approaches, perception, motivation, and leadership. It then moves to related themes in HRM and their practical application in areas such as the management of rewards, human resource development and employee participation The aim of the teaching team is to develop in students a critical awareness of current and emerging practices in the managing of work organisations.

4 Consultancy Projects Team Consultancy Projects A Consultancy Skills Workshop prepares MBAs on how to be consultants, how to write a consultancy report and generally how to manage a project. The topics provided by companies are strategic in nature. to provide an exercise which requires the MBAs to take an integrative, critical approach to the perspectives and disciplines covered on the core programme while they investigate a real live company problem To focus on a well-defined organizational and managerial problem and to identify, analyse, source and provide solutions and recommendations Focus on a well-defined problem where the MBAs can apply investigative and analytical skills, techniques to synthesise information and data and evaluate options to provide the company with substantive conclusions, informed solutions, and recommendations. International Consultancy Project MBAs are each provided with 800 to undertake this group project. This module is designed to allow participants to integrate and apply their acquired knowledge, learning and managing skills within the international arena. A group of MBAs undertake a self-selected, strategically based, international consultancy project based outside of the UK. To identify, critically prioritise and manage the multitude of constraining factors, competencies and pressures that impact upon and inhibit effective international management decision making in order to provide effective and practical solutions to the issues investigated. To operate effectively as a team member in an international business environment and further develop management-related skills by initiating, negotiating and communicating acceptable terms of reference for a specific project. To explore the driving forces and motives for developing business at an international or global level, including the key environmental factors that influence international business.

5 ELECTIVES MBAs choose three from the following Electives on offer. Strategic Marketing Management To provide students with a comprehensive knowledge and understanding of the frameworks and concepts of strategic market management and planning. To enable students to demonstrate expertise in conducting a strategic audit of an organisation and recommend and implement a strategic marketing plan based on a full critical evaluation of the options available Customer Engagement (Service and Retailing) To provide students with a critical understanding and appreciation of the various behavioural manifestations of customer engagement To enable students to identify and critically evaluate relevant theories underpinning such customer behaviours To consolidate and integrate the knowledge and understanding gained from this module with other associated marketing modules To equip students with sufficient knowledge to be able to identify and manage these customer behaviours in their own or a related business Demonstrate a comprehensive knowledge, understanding and critical awareness of some of the key elements of customer engagement including satisfaction and loyalty, emotional and ethical engagement, and e customer relationships Financial Enterprise Risk Management To enable students to explore and develop an understanding of the theoretical techniques, concepts and methods employed in financial enterprise risk management (ERM) and their link to sustainable compliance needs To develop analytical abilities to select and apply theory to practice through the application of good ERM design in the context of varied business situations with differing risk cultures and risk tolerances To evaluate and develop a critical and reflective awareness of the importance of the application of relevant, available techniques to enhance financial risk management practices and that can facilitate value added performance

6 Corporate Finance The module will benefit participants who have experience of working in a finance environment but also those from other disciplines that wish to understand better the financial implications behind strategic decisions and how issues associated with corporate finance support the activities of the organisation. The module has a strong bias towards practical application grounded in a thorough understanding of the theoretical aspects of the subject. The corporate finance module is designed to provide participants with a comprehensive understanding of principal corporate finance theory, and to enable them to reflect on the extent to which real-world management practice has been shaped by it. The module will benefit participants who have experience of working in a finance environment but also those from other disciplines that wish to understand better the financial implications behind strategic decisions and how issues associated with corporate finance support the activities of the organisation. The module has a strong bias towards practical application grounded in a thorough understanding of the theoretical aspects of the subject. Sustainability Management This module examines theories of sustainability management, evaluating the evolution of responsible management systems and tools. In this module, corporate management is extended to address the "triple bottom line", in light of increasing demands for accountability, transparency, and social responsibility of managers and business. Issues such as environmental/sustainability management accounting and control, strategy, reporting, auditing, and supply chain management are examined and discussed, and the role of drivers such as reporting/governance codes and the investment community in enhancing organizational change toward a sustainable development are critically evaluated. The course uses case study illustrations from research carried out in various corporate contexts. Global Strategic Management to introduce students to the concepts and practices related to managing in a globally volatile, complex, dynamic environment within which organisations, national and international institutions and individuals interact. the Elective is designed to be an advanced strategic management course presenting material that is highly contemporary. to challenge conventional strategy thinking by critically investigating new models of companies operating across borders driven by networks, global links and adaptability to re-evaluate the notion of how to do business in developing economies complex problems in the process of globalizing the organization

7 Entrepreneurship and New Venture Creation The module is integrative and experiential in nature, synthesising from the plethora of business concepts covered in the core modules. The module provides an in-depth exposure to the process of identifying an opportunity, starting up, growing and managing an enterprise. The module will allow the student to explore, frame and appraise enterprise opportunities and the attendant skills required to support the decision to become a socially responsible, ethical entrepreneur. Aims of the module: To develop an understanding of entrepreneurship and new venture creation as a possible career path. To evaluate business ideas and assess their feasibility. To recognise the various forms of entrepreneurship and their impact: including: intrapreneurship, social enterprise etc.; impact upon organisational and economic development. To examine the decisions entrepreneurs encounter when starting, growing and managing a new venture. To explore how entrepreneurs manage and mitigate endogenous and exogenous risk. Corporate Governance Corporate governance has become one of the most debated topics around the world driven mainly by the many events of corporate frauds and failures, scandals, excessive compensation and financial crises. Many of these failures, scandals and crises have been blamed on weaknesses in corporate governance arrangements. The aim of this module is to provide students with a comprehensive understanding of the theory and practice of corporate governance and its role in the management of the modern organisation. The focus is on developing understanding of the choices organisations can make in the design of corporate governance arrangements and the effect that those choices have on management decision-making processes and organisational performance. In this context, the module adopts an organisational perspective instead of a legal perspective to corporate governance. Constraints Management To introduce the Theory of Constraints (TOC) philosophy and thinking processes in relation to other systems improvement approaches. To critically evaluate TOC thinking processes and selected applications (supply chain, project, measurement, marketing, managing people and strategy). To enable the practical use of the thinking process and at least one of the associated applications

8 Contemporary Issues in HRM This elective will provide an in depth examination of the link between employee contribution and organisational performance with a focus on good practice relevant to the organisational context as well as best practice. Increasingly studies identify that an investment in progressive HR practices as a critical factor in organisational performance. The purpose of this elective is, therefore, to critically examine selected HR interventions which have been identified as making a difference and to explore the complexity of generating solutions that strategically fit different and rapidly changing organisational contexts. Its specific aims are to: Critically examine developments in human resourcing and how these are shaped by the organisational context. Evaluate their effectiveness in developing the capabilities and committed behaviours required of individuals working in today s complex enterprises and their contribution to organisational performance. Global Supply Chain Management The module aims to build on the concepts introduced in Operations Management and specifically generate understanding and appreciation of the concept of supply chain management and its increasing importance as a cross-functional discipline within the global business environment. The module therefore draws on schools of thought in operations and marketing, developing a practical understanding of the structure and organisation of supply chains, and how different supply chain strategies reflect the needs of the market as well as the sometimes conflicting needs of the organisations involved in the supply chain. Aspects of operations, procurement/ sourcing, design, technology and logistics will be introduced to further understanding of the supply chain and purchasing management in a broad context, exploring the flow of goods and information; the strategic sourcing options available to organisations and how and why B2B relationships develop within the global supply context. At a strategic level, the module will examine how demand fulfilment, the achievement of customer value, and ultimately competitiveness are affected by supply chain management, and how this in turn is developed to overcome complex issues which affect the fulfilment of demand.

9 Public Sector Management To enable senior managers from a wide range of professional backgrounds in public and voluntary/third sectors to enhance their existing skills and appreciate the need for a more corporate and strategic approach to understanding the problems they face in their professional roles. To prepare senior post experience professionals to lead within a complex and continuously changing global environment in which they operate. To expose students to on-going research in various aspects of public / third sector and hybridised leadership, organisation and management. To introduce students to CEO s in the public sector and expose them to current and future issues and trends facing the sector. International Strategic HRM To enable students to develop a critical awareness of the socio-cultural and political context of managing people globally; To enable students to compare and contrast the different ways in which an organization draws from its globally distributed stock of knowledge, skills and talents to achieve its strategic objectives; To enable students to evaluate the complexity of managing across borders, and scrutinize the choices, models and mechanisms available for managing HR. Managing Creativity, Design and Innovation To analyse the product development process and the parts played by design and creativity within it To explore contemporary developments in innovation and how these shaped the innovation process To examine the complex and multi-faceted nature of innovation management, including the development of internal capability and external linkages To evaluate the strategic dimension to innovation and the nature and applicability of a range of innovation strategies Business Project / Dissertation This is an individual piece of work at the end of the MBA. Students are expected to investigate an issue of management or business relevance of either relevance to their organizations or of general interest. Students are allocated a dissertation supervisor during this period.

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