THE HIGHER DIPLOMA IN BUSINESS ADMINISTRATION (HDBA)

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "THE HIGHER DIPLOMA IN BUSINESS ADMINISTRATION (HDBA)"

Transcription

1 THE HIGHER DIPLOMA IN BUSINESS ADMINISTRATION (HDBA)

2 MKM Entrepreneurial Studies and Leadership: NQF Level 7 Credits 20 Distinguish the various entrepreneurial opportunities and contributions to the growth of the economy. Compare and contrast between the Entrepreneurship and Intrapreneurship and the formations thereof. The nature of entrepreneurship o Defining entrepreneurship o Promoting Innovation: Assessing Entrepreneurial Opportunities o Economic and Social Contributions of Entrepreneurial Factors influencing entrepreneurship o Person Characteristics o Life Path Circumstances o Favourable Environmental Conditions o Perceptions of Desirability and Feasibility Deciding on a development approach o Starting a new firm o Buying an existing business o Purchasing a franchise Preparing to operate a small business o Developing a Business Plan o Obtaining resources o Selecting an appropriate site Managing a small business o Stages of small business growth o Entrepreneurship versus intrapreneurship o Major issues and problems How leaders influence others o Sources of leader power o Effective use of leader power 2

3 Identifying leadership behaviours o Leadership traits o Managing diversity: Female vs. male leader behaviours Promoting innovation o Transformational leadership o Leadership and the organisational life cycle. BAN International Business NQF Level 7 Credits 20 Distinguish international business and global operations in international trade. Relate international business environment with world trade, international bodies like WTO, World Bank. Differentiate various international business strategies and decision making. Simulate the key questions posed by international business and global operations, and be aware of the main reasons why businesses develop internationally. Define globalisation and, in understanding what it means, appreciate how it impacts on all functions of the business. Distinguish the changing nature of the international business environment with specific regard to: o the macro factors that underpin world trade. These are the powerhouses that drive changes in patterns of behaviour; o the major international bodies, MF, WTO, World Bank etc, and their influences on shaping the liberalisation of world trade. Simulate the factors that give rise to different behaviour patterns (both buying behaviour and other organisational behaviour) in different countries including culture, stages of economic growth and local environmental conditions. Appreciate a ran5ge of cultural factors which impinge on firms doing business in overseas settings. Recognise the strategic role of information gathering in directing international business decisions and be aware of the issues surrounding information gathering in an international environment. Recognise the changing planning frameworks as companies deepen their international and global commitments, and their impact on production, finance, operations, marketing and human resource management. Simulate the implications of international operations for distribution and logistics within the firm. Simulate the human resource management implications of operating on an international scale. 3

4 Appreciate the range of alternative means by which international market entry may be achieved and the organisational and financial implications of each. Have a clear grasp of the range of tools of the marketing mix in differing economic, political and cultural situations. Define implementation strategies including their integration, timing and funding; the roles of communication, leadership, teamwork and motivation in strategy execution. Define strategy evaluation and control; contingency planning and strategic adjustment; the management of change; measures of performance. Define social responsibility and business strategy. SBM Corporate Business Ethics NQF Level 7 Credits 20 Relate the various key concepts in corporate strategic planning. Criticise the various methods used in strategic developments especially in internal developments, mergers and acquisitions, and joint developments and strategic alliances. The nature, scope and need for corporate strategy. Some key concepts in corporate strategic planning: The nature and importance of corporate strategic planning in today s organisation. The various definitions and models of corporate strategy and planning and the characteristics of corporate strategic decisions compared to other levels of strategic planning and decision making in the organisation. The various elements involved in the development of corporate strategy and some of the key concepts and vocabulary used by today s corporate strategists. Corporate strategy in practice: The application of corporate strategy in various types of organisational settings and how corporate strategies develop in different organisations. Strategy development for: small businesses, manufacturing and service organisations, public sector organisations, voluntary and not-for-profit organisations, professional service organisations, innovatory organizations and multinational corporations. Different patterns of strategy development, including intended versus realised strategies, pre-planned versus emergent strategies and imposed strategy development. Factors affecting strategy development in the organisation and challenges for strategy development including uncertainty and the notion of strategic drift. Analysis for corporate planning: Types of analyses required for corporate planning decisions. Environmental analysis including, for example, PEST and the identification of key environmental drivers. The steps and stages in environmental analysis, together with techniques for auditing and 4

5 forecasting the environment. In addition, the competitor environmental analysis is included, encompassing strategic group analysis, the analysis of competitive market structure, and competitor based strategies including strategies for market leaders, market followers and market challengers. Finally, in this part of the syllabus, internal analysis is considered, including the assessment of strengths and weaknesses, value chain analysis, comparative analysis and benchmarking, financial analyses and identifying core competences and critical success factors. Identifying strategic options: The range of strategic options and decisions which the corporate planner must assess. First, the identification and selection of alternative mission statements and key objectives for the organisation. The nature of mission statements and the importance of business definition together with the range of possible objectives and goals which the corporate planner may select between. Factors affecting the selection of objectives including the role and influence of stakeholders and shareholders. Options for strategic direction from consolidation to exit strategies, including Ansoff s Product Market Matrix. Methods of strategic development including internal development, mergers and acquisitions, and joint developments and strategic alliances are introduced. Finally this part of the syllabus will also consider the bases of strategies, competitive advantage ranging from cost and price based strategies, added value strategies, differentiation strategies, through to focus and hybrid strategies. Strategy evaluation and selection: The range of concepts and techniques in evaluating and selecting between strategic options. The criteria of suitability, acceptability and feasibility in strategy evaluation and selection. Included in the techniques of strategy evaluation and selection are: decision tree analysis, strategy screening, risk analysis and techniques of financial analysis. Key concepts of strategy evaluation and selection include the concepts of strategic fit and synergy. Finally, the different processes for selecting strategies are considered, encompassing how strategic choice and selection of strategies can be undertaken within organisations. Implementing and controlling strategies: Factors affecting the implementation and control of corporate strategies. The determination of policies, procedures and budgets, together with the design of different organizational structures which may be used to implement strategies including those for multi-national/ global organisations. Resource configuration and resource allocation and control, including the use of information as a control. Tools and techniques for the corporate strategist: The range of contemporary techniques and tools available to the corporate strategist together with their limitations. The variety of tools which have specifically been developed to aid the corporate strategist in the identification, selection and evaluation of strategies. The following are considered to be examples of important tools and techniques for today s corporate strategist: BCG s Growth Share matrix, Directional Policy Matrices including the General Electric (GE) and Shell Matrices, Porter s Industry/Market Evolution Matrix, A D Little s Competitive Position/lndustry Maturity Matrix, the Parenting Matrix, PIMS Technique, the Experience Curve Concept, and GAP Analysis. Further and future issues in corporate strategy: 5

6 In this part of the syllabus, a number of contemporary and possible future developments important to the corporate strategist are considered. In particular the importance of Information Technology and Information Systems for the Corporate Strategist, international and global aspects of corporate strategic planning are also introduced. Finally, issues in the management of strategic change are considered together with the increasing emphasis and importance given to the social/ethical, and environmental considerations for today s corporate planner. BAN Management in Action NQF Level 7 Credits 20 Distinguish the various organisational designs, principles, and theories within the operational context of respective organisations. Analyse the various organisations development processes, organizational effectiveness and success. Simulate organisation principles and design, influences and differences in style and structure, comparative analysis, and the wider aspects of the organisation environment. Simulate organisation theories and relevance, and their interpretation within the operational context of organisations. Simulate the nature and purpose of organisation goals and how they are integrated into organisational activity, organisation processes and controls. The cultural context of organisations. Simulate the impetus for organisation change, change as an integral part of the organisation system, the process of planned change. Simulate organisation development and processes, the nature of organizational effectiveness and the criteria for evaluating success. MKM Strategic Marketing NQF Level 7 Credits 20 Differentiate the various concepts in marketing strategy and planning. Relate the various marketing variables in enterprise. Operate strategic marketing plans. Examine the broad concepts of marketing strategy and planning. Develop a deeper debate of the processes of strategy development and marketing planning. Discuss the process of strategy development. 6

7 Examine and apply the core concepts and techniques for operationalising marketing strategy, particularly the elements of the marketing mix. Develop a deeper analysis of the integration and application of the marketing mix variables and their impact on other functions within an enterprise. Apply and implement strategic marketing plans. BIS Information Management Systems I NQF Level 7 Credits 20 Evaluate the importance and role of traditional and Internet based information systems in today s competitive business environment. Distinguish between computer literacy and information system literacy. Evaluate the role and function of the information systems supporting the major business. Evaluate the role of Internet technology in facilitating the management and coordination of internal and inter-organizational business processes. Information Systems; Challenges and Opportunities Simulate the competitive and strategic uses of information systems. Simulate that information systems are more than computer systems. Simulate how the Internet and Networking are transforming organisations. The Strategic Role of Information Systems. Identify the major types of organisational information systems and discuss how each supports the managers of the organisation. Demonstrate and show the major operations and management roles of information systems and the strategic role that they can play in gaining competitive advantage for the organisation. Information Systems, Organisations, and Management Decision Making Explain the changing role of information systems in organisations. Discuss the impact of information systems on organisational structure, culture, political processes and management. Explain how information systems can assist managers and improve managerial decision making. Computers and Information Processing Describe the major input and output devices and approaches to input and processing. Describe multimedia, network computers, and future information technology trends in outline. Identify major types of software and describe new approaches to software development. Managing Data Resources. 7

8 Describe traditional file environments and contrast these with a database management environment. Explain the managerial and organisational requirements for creating a database environment. Telecommunications, the Internet, and Enterprise Networking Describe in outline the basic components of a telecommunications system and identify telecommunications applications that can provide competitive advantage to organisations. Explain the criteria used in planning for telecommunications systems. Describe characteristics of, and problems posed by, enterprise networking and the Internet, and recommend solutions. Systems Development and Planned Organisational Change Simulate why building new systems are a process of planned organisational change. Identify and describe core activities in the systems development process and distinguish between various systems-building alternatives in terms of strengths and limitations of each approach. Describe traditional and new approaches for promoting information systems quality. Implementation of Information Systems Describe appropriate strategies to manage the implementation process. Identify and explain the indicators of successful system implementation. apply the enabling, role played by information systems and technology in Business Process Reengineering (BPR) Managing Knowledge Describe and discuss specific types of information systems that help organisations create, capture, and distribute knowledge and information. Appreciate the role of the Internet, Document Management technologies, collaborative work, and art) ficial intelligence in capturing and distributing knowledge. Decision Support Systems. Explain in some detail the nature and role of decision support systems (DSS), group decision support systems (GDSS) and executive support systems (ESS). FIN-3127 Corporate Finance I NQF Level 7 Credits 20 Calculate and contrast acquisitions and mergers and relate them to valuation decision. Contrast dividend policy and dividend yield Relate and demonstrate good in financial markets, decision making process, debt/equity ratios, pricing of securities and impact of international trade The broad environment of financial decision making involving corporate objectives and functioning of the capital markets: 8

9 Evolution of financial management in response to economic and other external factors e.g.technical developments and inflation resulting in the globalisation of financial decision making. The agency problem, finance theory in practice incorporating market and other imperfections. Financial markets, market efficiency and short-termism. The capital investment decision in practice, including unequal project lives, effects of inflation and risk: Identifying the relevant information in investment analysis. Evaluating replacement and other investment decisions. The problems of inflation and taxation. Replacement decisions. The control process as part of the investment decision. Post audit reviews. The impact of risk and uncertainty on the financial decision-making process and the contribution of modern portfolio theory: The need to design how uncertainty affects investment decisions. Managers attitudes to risk. Mechanics of portfolio construction. Determination of appropriate risk premiums to incorporate into discount rates. The capital asset pricing model and its limitations. The financing decision of firms, including leverage, debt/equity ratios and leasing decisions: Treasury management and working capital policy. Short term asset management. Gearing and the advantages of debt capital. Factors to be taken into account when designing a capital structure policy. The Modigliani and Miller contribution. Buy or lease decisions, effects on overall financing strategy. The role of financial markets in the provision of finance and the efficiency of the markets in the pricing of securities: The key characteristics of the main sources of finance. The efficient market hypothesis and its practical implications the derivatives market including the role of options, futures and swaps. The dividend policy debate, including the implications of particular dividend distribution policies on the future of the firm: Competing views about the role of dividend policy. The implications of a change in dividend payouts. The information content of dividends. The theory of dividend policy. Market imperfections and the clientele effect. Evaluation of acquisitions and mergers and the problems associated with the valuation decision: The reasons behind the choice of merger or acquisition as a strategic option. Financing of acquisitions. The valuation problem particularly related to unquoted companies. Evaluation of the success of a merger or take-over. The impact of international trade on financial decisions, including the impact of exchange rates and the problems both financial and non-financial of international investment: Economic theory underlying the operation of international markets. Relate the three forms of risk involved in international trade: currency risk, translation risk and economic risk. Internal and external hedging of these risks. 9

10 The role of financial markets in the provision of finance and the efficiency of the markets in the pricing of securities: The key characteristics of the main sources of finance. The efficient market hypothesis and its practical implications the derivatives market including the role of options, futures and swaps. The dividend policy debate, including the implications of particular dividend distribution policies on the future of the firm: Competing views about the role of dividend policy. The implications of a change in dividend payouts. The information content of dividends. The theory of dividend policy. Market imperfections and the clientele effect. Evaluation of acquisitions and mergers and the problems associated with the valuation decision: The reasons behind the choice of merger or acquisition as a strategic option. Financing of acquisitions. The valuation problem particularly related to unquoted companies. Evaluation of the success of a merger or take-over. The impact of international trade on financial decisions, including the impact of exchange rates and the problems both financial and non-financial of international investment: Economic theory underlying the operation of international markets. Relate the three forms of risk involved in international trade: currency risk, translation risk and economic risk. Internal and external hedging of these risks. HRM Strategic Human Recourse Management I NQF Level 7 Credits 20 Discuss the various HR strategies that are functional in various business organisations. Employ the performance measures that are geared towards profitability, competitive innovation, service quality, customer satisfaction, employee retention, etc. Simulate the elements of a human resource strategy and the necessity for integration between the HR strategy and the strategies adopted by the organisation in general and by all other business functions. Simulate the tasks and processes involved in the creation of a human resource strategy, including capability evaluations, development of an HR vision, assessment of the strategic gap, and construction of plans designed to enable the gap to be reduced or eliminated. Simulate the relationships between human resource strategies and associated performance measures like profitability, competitive innovation, service quality, customer satisfaction, employee retention, and so forth. 10

11 Simulate the construction of meaningful strategies and implementation programmes within each human resource management function, i.e. employee resourcing, employee reward, employee relations, and employee development. 11

THE HIGHER DIPLOMA IN SMALL BUSINESS MANAGEMENT

THE HIGHER DIPLOMA IN SMALL BUSINESS MANAGEMENT THE HIGHER DIPLOMA IN SMALL BUSINESS MANAGEMENT (HDSBM) HRM 318 Entrepreneurial Studies and Leadership NQF Level 7 Credits 20 Distinguish the various entrepreneurial opportunities and contributions to

More information

THE BACHELOR S DEGREE IN FINANCE MANAGEMENT. B: FM (Hons)

THE BACHELOR S DEGREE IN FINANCE MANAGEMENT. B: FM (Hons) THE BACHELOR S DEGREE IN FINANCE MANAGEMENT B: FM (Hons) B FM Year I FIN 1129 Accounting I NQF Levels 7 Credits 15 Evaluate and calculate business financials. Set up and maintain various business registers.

More information

COURSE OUTLINE GRADUATE DIPLOMA IN BUSINESS & MANAGEMENT LEVEL ONE

COURSE OUTLINE GRADUATE DIPLOMA IN BUSINESS & MANAGEMENT LEVEL ONE INTRODUCTION In its capacity as an Examination and Professional Body, the Society of Business Practitioners provides a range of internationally recognised academic and vocational qualifications at Diploma,

More information

MBAProgramme. The College of The Bahamas

MBAProgramme. The College of The Bahamas c o u r s e o u t l i n e MBAProgramme The College of The Bahamas Year 1 Fall Financial/Managerial Accounting (3 credits) Introduces students to the financial and managerial accounting disciplines; develops

More information

MICPA Conversion Programme. Module Outline Business Strategy and Financial Management

MICPA Conversion Programme. Module Outline Business Strategy and Financial Management Module Outline Business Strategy and Financial Management BUSINESS STRATEGY AND FINANCIAL MANAGEMENT AIM To equip students with: 1. A good understanding of the organisation s environment, business strategy

More information

MASTER OF BUSINESS ADMINISTRATION (MBA) 800 Series

MASTER OF BUSINESS ADMINISTRATION (MBA) 800 Series MASTER OF BUSINESS ADMINISTRATION (MBA) 800 Series BBA 820: Managerial Functions Natural and scope of management of organizations operations. Systems approach to organizations. The management process planning,

More information

CFS. Syllabus. Certified Finance Specialist. International benchmark in Finance profession

CFS. Syllabus. Certified Finance Specialist. International benchmark in Finance profession CFS Certified Finance Specialist Syllabus International benchmark in Finance profession Certified Finance Specialist Summary: This award will provide candidates the opportunity to gain advanced level knowledge

More information

RELATIONAL DIAGRAM OF MAIN CAPABILITIES. Strategic Position position (A) Strategic Choices choices (B) Strategic Action action (C)

RELATIONAL DIAGRAM OF MAIN CAPABILITIES. Strategic Position position (A) Strategic Choices choices (B) Strategic Action action (C) Business Analysis (P3) September 2015 to August 2016 Syllabus AIM FR (F7) BA (P3) AB (F1) APM (P5) PM (F5) To apply relevant knowledge, skills, and exercise professional judgement in assessing strategic

More information

Master of Business Administration Program in the Faculty of Business Administration and Economics

Master of Business Administration Program in the Faculty of Business Administration and Economics Master of Business Administration Program in the Faculty of Business Administration and Economics The Faculty of Business Administration and Economics at Haigazian University offers a degree program leading

More information

Master of Business Administration Program in the Faculty of Business Administration and Economics

Master of Business Administration Program in the Faculty of Business Administration and Economics Master of Business Administration Program in the Faculty of Business Administration and Economics The Faculty of Business Administration and Economics at Haigazian University offers a degree program leading

More information

Indicative Content. 1.1.1 The main types of corporate form. 1.1.2 The regulatory framework for companies. 1.1.6 Shareholder Value Analysis.

Indicative Content. 1.1.1 The main types of corporate form. 1.1.2 The regulatory framework for companies. 1.1.6 Shareholder Value Analysis. Unit Title: Corporate Finance Unit Reference Number: L/601/3900 Guided Learning Hours: 210 Level: Level 6 Number of Credits: 25 Learning Outcome 1 The learner will: Understand the role of the Corporate

More information

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational

More information

MBA Financial Management - LM500

MBA Financial Management - LM500 MBA Financial Management - LM500 1. Objectives The objectives of the MBA Financial Management Programme are: (i) (ii) (iii) to provide advanced educational opportunities for improving the practice of management

More information

International Islamic University Faculty of Management Sciences SCHEME OF STUDY BBA (H) 4-YEAR TO MBA 1.5 PROGRAM

International Islamic University Faculty of Management Sciences SCHEME OF STUDY BBA (H) 4-YEAR TO MBA 1.5 PROGRAM International Islamic University Faculty of Management Sciences SCHEME OF STUDY BBA (H) 4-YEAR TO MBA 1.5 PROGRAM SUMMARY: Graduate Core Courses 15 Graduate Specialization Courses 12 Project 3 Total Credits

More information

Financial Management (F9)

Financial Management (F9) Financial Management (F9) This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination session. THE STRUCTURE OF

More information

Advanced Diploma in Purchasing and Supply. Marketing for Purchasers. L5-10/May-08 LEVEL 5 MARKING SCHEME. May 2008. Carrington

Advanced Diploma in Purchasing and Supply. Marketing for Purchasers. L5-10/May-08 LEVEL 5 MARKING SCHEME. May 2008. Carrington Advanced Diploma in Purchasing and Supply Marketing for Purchasers L5-10/May-08 LEVEL 5 MARKING SCHEME May 2008 Carrington SECTION A Q1 to test candidates knowledge and understanding of the marketing mix

More information

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are:

All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Management and Organizational Change (P.4) Leading Strategic Decision

More information

Financial Management (F9) 2011

Financial Management (F9) 2011 Financial Management (F9) 2011 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination session. THE STRUCTURE

More information

Department of Industrial Engineering

Department of Industrial Engineering Department of Industrial Engineering Master of Engineering Program in Engineering Management (International Program) M.Eng. (Engineering Management) Plan A Option 2: Total credits required: minimum 36

More information

VPQ Level 6 Business, Management and Enterprise

VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.

More information

Accounting and Management Information Systems Course Descriptions

Accounting and Management Information Systems Course Descriptions Accounting and Management Information Systems Course Descriptions Accounting Course Descriptions ACCT 110 Introduction to Financial Accounting This introductory course to financial accounting aims to develop

More information

Learning Outcome 1 The learner will: Understand the international business environment facing global operators.

Learning Outcome 1 The learner will: Understand the international business environment facing global operators. Unit Title: International Business Case Study Guided Learning Hours: 210 Level: Level 6 Number of Credits: 25 Learning Outcome 1 The learner will: Understand the international business environment facing

More information

Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules.

Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules. Strategic Marketing Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules. To gain the CIM Level 6 Diploma in Professional Marketing a pass in both mandatory

More information

Level 4 Diploma in Advanced Hospitality and Tourism Management (VRQ) Qualification Syllabus

Level 4 Diploma in Advanced Hospitality and Tourism Management (VRQ) Qualification Syllabus Level 4 Diploma in Advanced Hospitality and Tourism Management (VRQ) Qualification Syllabus Contents Page 1. The Level 4 Diploma in Advanced Hospitality and Tourism Management Syllabus 4 2. Structure of

More information

FDU-Vancouver Bachelor of Science in Business Administration - International Business concentration Course Descriptions

FDU-Vancouver Bachelor of Science in Business Administration - International Business concentration Course Descriptions FDU-Vancouver Bachelor of Science in Business Administration - International Business concentration Course Descriptions ACCT 2021 Intro Financial Accounting An introduction to the concepts underlying an

More information

SCHEME OF STUDY MBA 3.5 YEAR PROGRAM

SCHEME OF STUDY MBA 3.5 YEAR PROGRAM International Islamic University Faculty of Management Sciences SCHEME OF STUDY MBA 3.5 YEAR PROGRAM SUMMARY: General Courses 12 Undergraduate Core Courses 60 Graduate Core Courses 15 Graduate Specialization

More information

CURRICULUM INFORMATION BABSON MBA TWO-YEAR PROGRAM

CURRICULUM INFORMATION BABSON MBA TWO-YEAR PROGRAM CURRICULUM INFORMATION BABSON MBA TWO-YEAR PROGRAM MODULE I (8 credits) Entrepreneurial Thought and Action: Creating and Scaling Effective Businesses Module 1 sets the stage for Babson s focus on entrepreneurial

More information

GROUP 3 Individuals and Societies

GROUP 3 Individuals and Societies GROUP 3 Individuals and Societies BUSINESS AND MANAGEMENT Business and Management course is aimed at developing the understanding of business as a theory and developing the skills of applying the business

More information

BACHELOR OF COMMERCE IN BUSINESS MANAGEMENT

BACHELOR OF COMMERCE IN BUSINESS MANAGEMENT REGISTRATION AND ACCREDITATION Prestige Academy (Pty) Ltd is a widely recognized and credible institution. Prestige Academy is registered with the Department of Higher Education and Training as a private

More information

BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1

BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1 BUSINESS ADMINISTRATION (Non-EMBA) COURSES Student Learning Outcomes 1 BA 100: Exploration of Business 1. Explain the culture of higher education. 2. Undertake critical examination and self-reflection

More information

MBA. Sustainable Ocean Resources (SOR)

MBA. Sustainable Ocean Resources (SOR) MBA Sustainable Ocean Resources (SOR) The Rhodes MBA Sustainable Ocean Resources (SOR) is a course-work degree, closely aligned with our general management MBA (which already focusses on leadership and

More information

Financial Management (F9) September 2015 to June 2016

Financial Management (F9) September 2015 to June 2016 Financial Management (F9) September 2015 to June 2016 This syllabus and study guide are designed to help with planning study and to provide detailed information on what could be assessed in any examination

More information

Department of Accounting and Finance

Department of Accounting and Finance Department of Accounting and Finance Modules, other than Introductory modules may have pre-requisites or co-requisites (please, see module descriptions below) and a student must have undertaken and passed

More information

1. CORPORATE PLANNING AND STRATEGIC MANAGEMENT

1. CORPORATE PLANNING AND STRATEGIC MANAGEMENT GUIDE TO FUNCTIONAL-AREA READINGS Eighteen functional-area reading curricula are outlined below. Items listed beneath each heading represent titles of specific essays in the EoM. 1. CORPORATE PLANNING

More information

Strategic Planning. Credit value: 15 Guided learning hours: 45. Unit aim. Unit introduction

Strategic Planning. Credit value: 15 Guided learning hours: 45. Unit aim. Unit introduction 22727C Strategic Planning Unit code: QCF Level 7: H/602/2330 BTEC Professional Credit value: 15 Guided learning hours: 45 Unit aim This unit provides the learner with an understanding of how to review

More information

Gonzaga MBA Electives

Gonzaga MBA Electives Gonzaga MBA Electives MBA & MACC PROGRAMS Gonzaga MBA students complete a third of their program, 11 credits, in elective coursework, allowing them the flexibility to tailor the program based on personal

More information

Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules.

Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules. Module Specification: Strategic Marketing Strategic Marketing is a 15-credit mandatory module which sits within the suite of Level 6 modules. To gain the CIM Level 6 Diploma in Professional Marketing a

More information

Introduction. Learning Outcome

Introduction. Learning Outcome Introduction The SBP Entrepreneurship course provides schools, colleges, and study centers with a highly flexible programme that can be delivered via full-time, part-time, and distance learning. This advanced

More information

Management and Marketing Course Descriptions

Management and Marketing Course Descriptions Management and Marketing Course Descriptions Management Course Descriptions HRM 301 Human Resources Management (3-0-3) Covers all activities and processes of the human resources function that include recruitment,

More information

for Analysing Listed Private Equity Companies

for Analysing Listed Private Equity Companies 8 Steps for Analysing Listed Private Equity Companies Important Notice This document is for information only and does not constitute a recommendation or solicitation to subscribe or purchase any products.

More information

PG Diploma Business and Management

PG Diploma Business and Management PG Diploma Business and Management Module Specification Booklet Page 1 of 30 Contents Level 7 Modules... 3 Management: Principles and Practices... 4 Leadership in Practice... 6 Economics for Managers...

More information

The Value of Knowledge

The Value of Knowledge www.pwcacademy.rs The Value of Knowledge PwC Mini MBA Programme Programme Description Content 3 The Value of Knowledge 4 Duration Topics 5 Session 1 - Business Breakdown & Map 6 Session 2 - Corporate &

More information

GENERAL MBA/EMBA SYLLABUS - CORE COURSES DESCRIPTIONS PART I

GENERAL MBA/EMBA SYLLABUS - CORE COURSES DESCRIPTIONS PART I GENERAL MBA/EMBA SYLLABUS - CORE COURSES DESCRIPTIONS Your LMS is the main source of learning, and will provide more guidance to the content of this syllabus. So you are advised to pay close attention

More information

SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 2013-2014 SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 1

SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 2013-2014 SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 1 SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 2013-2014 SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 1 SINGAPORE QP SYLLABUS HANDBOOK FOUNDATION PROGRAMME 2013-2014 Singapore QP Syllabus Handbook

More information

Investment Portfolio Management and Effective Asset Allocation for Institutional and Private Banking Clients

Investment Portfolio Management and Effective Asset Allocation for Institutional and Private Banking Clients Investment Portfolio Management and Effective Asset Allocation for Institutional and Private Banking Clients www.mce-ama.com/2396 Senior Managers Days 4 www.mce-ama.com 1 WHY attend this programme? This

More information

INTERNATIONAL MASTER IN INDUSTRIAL

INTERNATIONAL MASTER IN INDUSTRIAL POLITECNICO DI MILANO GRADUATE SCHOOL OF BUSINESS INTERNATIONAL MASTER IN INDUSTRIAL Management Courses Description A joint program with POLITECNICO DI MILANO SCHOOL OF MANAGEMENT First semester (Universidad

More information

MANAGEMENT AND MARKETING

MANAGEMENT AND MARKETING MANAGEMENT AND MARKETING 2013/2014 academic year Timetables can be accessed at http://timetable.ucc.ie/1314/department.asp Click on Management and Marketing For information on building codes click on:

More information

MANAGEMENT AND MARKETING

MANAGEMENT AND MARKETING MANAGEMENT AND MARKETING The Department of Management and Marketing comprises some 18 full-time members of staff, academic and administrative, and over 2,000 students are currently registered for modules

More information

SYLLABUS CertITM. updated

SYLLABUS CertITM. updated SYLLABUS CertITM updated 02.09.13 OVERVIEW The Certificate in International Treasury Management covers the fundamentals of international treasury, risk and corporate finance and builds upon it in a practical,

More information

MASTER OF BUSINESS ADMINISTRATION

MASTER OF BUSINESS ADMINISTRATION B U S I N E S S MASTER OF BUSINESS ADMINISTRATION GRADUATE DIPLOMA IN BUSINESS I N S P I R E A C H I E V E E N G A G E WELCOME Holmes Institute is proud to welcome students to its newest accredited programme

More information

The Entrepreneurial Way

The Entrepreneurial Way The Entrepreneurial Way Workshop Wednesday 30 January The Essentials of Marketing Fiona Mulliner Today s Session What marketing is Where marketing fits into a business How to develop a robust marketing

More information

Business Analysis (P3) June 2013 to June 2014

Business Analysis (P3) June 2013 to June 2014 Business Analysis (P3) June 2013 to June 2014 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination session.

More information

IFIM Business School. www.ifimbschool.com. Certificate Programme in Business Management for the Officers of Indian Armed Forces.

IFIM Business School. www.ifimbschool.com. Certificate Programme in Business Management for the Officers of Indian Armed Forces. IFIM Business School www.ifimbschool.com Certificate Programme in Business Management for the Officers of Indian Armed Forces Duration 24 weeks Scheduled from October 2009 About the Program: The programme

More information

Business and Management Masters Degree (MBA Finance)

Business and Management Masters Degree (MBA Finance) Business and Management Masters Degree (MBA Finance) Module Specification Booklet Page 1 of 38 Contents Level 7 Modules... 3 Management: Principles and Practices... 4 Financial Decision Making... 6 Operations

More information

Graduate Business Programs SDSU College of Business Administration. MBA Program of Study Worksheet. Finance Specialization

Graduate Business Programs SDSU College of Business Administration. MBA Program of Study Worksheet. Finance Specialization Graduate Business Programs SDSU College of Business Administration MBA Program of Study Worksheet Finance Specialization Program of Study Worksheet: MBA Finance Specialization The MBA requires a 30 48

More information

CORPORATE FINAN AND INVESTMENT

CORPORATE FINAN AND INVESTMENT Seventh Edition CORPORATE FINAN AND INVESTMENT Decisions and Strategies Richard Pike Bill Neale Philip Linsley i B12-1163 List of figures and tables xii Preface xiv Guided tour xviii Using MyFinanceLab

More information

Professional Diploma in Marketing Syllabus

Professional Diploma in Marketing Syllabus Professional Diploma in Marketing Syllabus 05/06 www.cim.co.uk/learningzone 1: Marketing Research & Information Aim The Marketing Research and Information subject covers the management of customer information

More information

Business and Management Masters Degree (MBA)

Business and Management Masters Degree (MBA) Business and Management Masters Degree (MBA) Module Specification Booklet Page 1 of 33 Contents Level 7 Modules... 3 Management: Principles and Practices... 4 Financial Decision Making... 6 Marketing Principals

More information

BUILDING FUTURES ADVANCED DIPLOMA MCT

BUILDING FUTURES ADVANCED DIPLOMA MCT BUILDING FUTURES ADVANCED DIPLOMA MCT SYLLABUS ADVANCED DIPLOMA MCT Study Unit 1: Treasury strategy Study Unit 2: Treasury applications Study Unit 3 Strategic treasury solutions INTRODUCTION The MCT Advanced

More information

Fundamentals Level Skills Module, Paper F9

Fundamentals Level Skills Module, Paper F9 Answers Fundamentals Level Skills Module, Paper F9 Financial Management December 2008 Answers 1 (a) Rights issue price = 2 5 x 0 8 = $2 00 per share Theoretical ex rights price = ((2 50 x 4) + (1 x 2 00)/5=$2

More information

Marketing (Marketing Principles)

Marketing (Marketing Principles) Marketing (Marketing Principles) Main Aim(s) of the Unit: To provide students with a foundation for the analysis of marketing within organizations including decision making processes, segmentation, the

More information

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING

Chapter 2 INDUSTRIAL BUYING BEHAVIOUR: DECISION MAKING IN PURCHASING Chapter 1 THE ROLE OF PURCHASING IN THE VALUE CHAIN The role and importance of the purchasing and supply function in the value chain. The difference between concepts such as ordering, buying, purchasing,

More information

MSc in Management. Course structure and content 2016-2017. The Cranfield MSc in Management is a 13 month programme starting in September each year.

MSc in Management. Course structure and content 2016-2017. The Cranfield MSc in Management is a 13 month programme starting in September each year. MSc in Management Course structure and content 2016-2017 The Cranfield MSc in Management is a 13 month programme starting in September each year. Term 1: 26 September 2016 to 16 December 2016 Term 2: 9

More information

MBA REQUIRED (CORE) COURSES

MBA REQUIRED (CORE) COURSES MBA REQUIRED (CORE) COURSES ACCT 720 - Strategic Cost Management Study of the role of cost management methods in aiding managers in all of their planning, controlling and evaluating activities; focus on

More information

FOUNDATION MBA 5100 Survey of Financial and Managerial Accounting MBA 5200 Survey of Economics for MBAs MBA 5300 Survey of Finance

FOUNDATION MBA 5100 Survey of Financial and Managerial Accounting MBA 5200 Survey of Economics for MBAs MBA 5300 Survey of Finance FOUNDATION MBA 5100 Survey of Financial and Managerial Accounting Introduction to accounting concepts, procedures, and practices. Includes analysis of the effect of transactions on financial position,

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

Business Subject Matter Requirements. Part I: Content Domains for Subject Matter Understanding and Skill in Business

Business Subject Matter Requirements. Part I: Content Domains for Subject Matter Understanding and Skill in Business Business Subject Matter Requirements Part I: Content Domains for Subject Matter Understanding and Skill in Business Domain 1. Business Management Candidates demonstrate an understanding of the purpose

More information

Professional Certificate in Marketing (New Syllabus)

Professional Certificate in Marketing (New Syllabus) Professional Certificate in Marketing (New Syllabus) 521 Assessing the Marketing Environment Academic Session December 2008 Exam This marking scheme has been prepared by the Senior Examiner for the purpose

More information

Advanced Performance Management (P5) June and December 2011

Advanced Performance Management (P5) June and December 2011 Advanced Performance Management (P5) June and December 2011 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination

More information

Advanced Performance Management (P5) September 2015 to June 2016

Advanced Performance Management (P5) September 2015 to June 2016 Advanced Performance Management (P5) September 2015 to June 2016 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any

More information

FACULTY OF BUSINESS AND ACCOUNTANCY

FACULTY OF BUSINESS AND ACCOUNTANCY FACULTY OF BUSINESS AND ACCOUNTANCY List of Courses Offered for University of Malaya Student Exchange (UMSEP) for the 2016/2017 Academic Session CORE COURSES No. Course Code Topic Pre Requisite Credit

More information

CHITTAGONG INDEPENDENT UNIVERSITY (CIU) MBA Program COURSE CURRICULUM

CHITTAGONG INDEPENDENT UNIVERSITY (CIU) MBA Program COURSE CURRICULUM CHITTAGONG INDEPENDENT UNIVERSITY (CIU) MBA Program COURSE CURRICULUM Requirements for the MBA Major in Finance Program a) In the School of Business graduate courses are grouped into 3 groups. Following

More information

MBA with specialisation in Human Resource Management - LM503

MBA with specialisation in Human Resource Management - LM503 MBA with specialisation in Human Resource Management - LM503 1. Objectives The objectives of this MBA Programme are as follows: (i) (ii) (iii) (iv) to impart professional education and training in Modern

More information

Business Analysis (P3) December 2014 and June 2015

Business Analysis (P3) December 2014 and June 2015 Business Analysis (P3) December 2014 and June 2015 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination

More information

Whether you seek to BROADEN, DEEPEN, OR SIMPLY REFRESH YOUR SKILLS, Consider F nultima

Whether you seek to BROADEN, DEEPEN, OR SIMPLY REFRESH YOUR SKILLS, Consider F nultima Whether you seek to BROADEN, DEEPEN, OR SIMPLY REFRESH YOUR SKILLS, Consider F nultima F nultima Our trainers have successfully delivered training programmes for some of the top global organizations (

More information

MBA Elective Courses

MBA Elective Courses Overview Course # Course Name Prerequisite(s) MBA 602A Information Assurance ACC 401 or permission of instructor MBA 602B Fraud Investigation MBA 600A and MBA 601A MBA 603A Advanced Financial Accounting

More information

Course Syllabus For Banking and Financial Management Department

Course Syllabus For Banking and Financial Management Department For Banking and Financial Management Department School Year First Year First year Second year Third year Fifth year Fifth year Fifth year Fifth year Name of course Financial Accounting principles Intermediate

More information

2013 HSC Business Studies Marking Guidelines

2013 HSC Business Studies Marking Guidelines 2013 HSC Business Studies Marking Guidelines Section I Multiple-choice Answer Key Question Answer 1 D 2 B 3 C 4 A 5 A 6 B 7 D 8 D 9 C 10 D 11 B 12 C 13 C 14 D 15 A 16 A 17 B 18 A 19 D 20 C 1 Section II

More information

Master in Business Administration (Specialisation: Financial Services) LM510

Master in Business Administration (Specialisation: Financial Services) LM510 Master in Business Administration (Specialisation: Financial Services) LM510 1. Objectives The strength of this MBA in Financial Services lies in the unique combination of a general MBA content with a

More information

Department of Management

Department of Management Department of Management Course Student Learning Outcomes (ITM and MGMT) ITM 1270: Fundamentals of Information Systems and Applications Upon successful completion of the course, a student will be able

More information

ADDENDUM D: NEW COURSES: THEIR DESCRIPTIONS AND LEARNING GOALS

ADDENDUM D: NEW COURSES: THEIR DESCRIPTIONS AND LEARNING GOALS ADDENDUM D: NEW COURSES: THEIR DESCRIPTIONS AND LEARNING GOALS Applicable to All New Courses: 1. All courses will be offered primarily for business majors. 2. All courses will have a one-unit value. 3.

More information

Finance. Undergraduate Program of Study. Graduate Program of Study. Courses. Certificate in Risk Management and Insurance. Doctor of Philosophy

Finance. Undergraduate Program of Study. Graduate Program of Study. Courses. Certificate in Risk Management and Insurance. Doctor of Philosophy University of Iowa 2015-16 General Catalog 1 Finance Chair Erik Lie Undergraduate major: finance (B.B.A.) Graduate degree: finance subprogram for the Ph.D. in business administration Faculty: http://tippie.uiowa.edu/finance/faculty.cfm

More information

Business strategist Decision maker Change manager Multicultural negotiator System designer Collaborator Leader

Business strategist Decision maker Change manager Multicultural negotiator System designer Collaborator Leader Yeditepe University offers Executive Master of Business Administration Program (EMBA) for those who would like to positively differentiate themselves in their career development. Yeditepe Executive MBA

More information

MBA with specialisation in Marketing - LM501

MBA with specialisation in Marketing - LM501 MBA with specialisation in Marketing - LM501 1. Objectives The objectives of the MBA Programme are as follows: (i) (ii) (iii) (iv) to impart professional education and training in Modern Management Techniques

More information

London School of Commerce. Programme Specification for the. Cardiff Metropolitan University. Bachelor of Arts (Hons) in Business Studies

London School of Commerce. Programme Specification for the. Cardiff Metropolitan University. Bachelor of Arts (Hons) in Business Studies London School of Commerce Programme Specification for the Cardiff Metropolitan University Bachelor of Arts (Hons) in Business Studies 1 Contents Page 1. Aims and Objectives 3 2. Programme Learning Outcomes

More information

The following are guidelines on the type of questions and their approximate weightings:

The following are guidelines on the type of questions and their approximate weightings: Purpose Advanced Management Accounting [MA2] Examination Blueprint 2014-2015 The Advanced Management Accounting [MA2] examination has been constructed using an examination blueprint. The blueprint, also

More information

Graduate Diploma in. Management. (Grad.Dip.Mgmt)

Graduate Diploma in. Management. (Grad.Dip.Mgmt) cmi-ireland.com T: 01 492 7070 Graduate Diploma in Management (Grad.Dip.Mgmt) CMI Page 1 Graduate Diploma in Management About the Course CMI have teamed up with the ICM Institute of Commercial Management

More information

Mission and Objectives of Bank Marketing

Mission and Objectives of Bank Marketing Bank Marketing Mission and Objectives of Bank Marketing Mission Statement Financial service Market penetration Customer base Illustrative Marketing Objectives Income growth: 8% Target new customer increase:

More information

Principles of Financial Management. 3 3 Lecture/Laboratory Hours

Principles of Financial Management. 3 3 Lecture/Laboratory Hours COURSE OUTLINE BUS218 Course Number Principles of Financial Management Course Title Credits 3 3 Lecture/Laboratory Hours Course description: Principles of financial management as applied to the firm including

More information

MANAGEMENT STUDIES (MBA) DETAILED SYLLABUS FOR PART A & B PART A GENERAL PAPER ON TEACHING AND RESEARCH APTITUDE

MANAGEMENT STUDIES (MBA) DETAILED SYLLABUS FOR PART A & B PART A GENERAL PAPER ON TEACHING AND RESEARCH APTITUDE MANAGEMENT STUDIES (MBA) DETAILED SYLLABUS FOR PART A & B PART A GENERAL PAPER ON TEACHING AND RESEARCH APTITUDE PART-B I - Managerial Economics Nature and scope of Managerial Economics. Importance of

More information

Below are the module descriptions for all modules currently taught on our BA (Hons) Accounting and Finance course.

Below are the module descriptions for all modules currently taught on our BA (Hons) Accounting and Finance course. BA (Hons) Accounting and Finance module descriptions Below are the module descriptions for all modules currently taught on our BA (Hons) Accounting and Finance course. Year One Core Modules Economics for

More information

Diploma in IT Syllabus IT Service Management

Diploma in IT Syllabus IT Service Management Rationale: Services Management, and indeed management at all levels in the Information Technology industry, requires a specific set of competencies. The management competencies include skills required

More information

Scheme of Work Units 1 and 2: Setting up a Business and Growing as a Business an Integrated Approach

Scheme of Work Units 1 and 2: Setting up a Business and Growing as a Business an Integrated Approach GCSE Business Studies Scheme of Work Units 1 and 2: Setting up a Business and Growing as a Business an Integrated Approach Copyright 2012 AQA and its licensors. All rights reserved. The Assessment and

More information

TISCH CENTER B.S. IN HOTEL AND TOURISM MANAGEMENT COURSE DESCRIPTIONS 2011

TISCH CENTER B.S. IN HOTEL AND TOURISM MANAGEMENT COURSE DESCRIPTIONS 2011 AS OF THE FALL SEMESTER UPDATED APRIL 15, MAJOR CORE Tourism Impacts and Issues TCHT1-DC 1000 A survey of the dimensions, operations, and issues of the global tourism industry. Topics covered include:

More information

Advanced Performance Management (P5) June & December 2013

Advanced Performance Management (P5) June & December 2013 Advanced Performance Management (P5) June & December 2013 This syllabus and study guide is designed to help with planning study and to provide detailed information on what could be assessed in any examination

More information

REGULATIONS FOR THE DEGREE OF BACHELOR OF ACCOUNTING (BAcc)

REGULATIONS FOR THE DEGREE OF BACHELOR OF ACCOUNTING (BAcc) 342 REGULATIONS FOR THE DEGREE OF BACHELOR OF ACCOUNTING (BAcc) (See also General Regulations and Regulations for First Degree Curricula) Definition BAC 1 For the purpose of these regulations and the syllabuses

More information

Recognition of Prior Learning (RPL) Advanced Diploma of Management

Recognition of Prior Learning (RPL) Advanced Diploma of Management Recognition of Prior Learning (RPL) Advanced Diploma of Management What is RPL? RPL recognises that you may already have the skills and knowledge needed to meet national competency standards. Instead of

More information

Master of Science in Accounting Course Scheduling Guide 2014 2015

Master of Science in Accounting Course Scheduling Guide 2014 2015 Master of Science in Accounting Course Scheduling Guide 2014 2015 Updated: 1/24/2014 General Overview OVERVIEW The M.S. in Accounting is a 30-credit degree program. More credits may be needed if prerequisite

More information

CURRICULUM Master in Business Administration

CURRICULUM Master in Business Administration PROGRAM DESCRIPTION The MBA program has been designed to provide the student with a knowledge of the principles that are fundamental to the operation of all business organizations, as well as advanced

More information

MBA students develop, or already possess,

MBA students develop, or already possess, Master MBA Leadership of Business Specialisation Administration MBA students develop, or already possess, strong management skills; however the practice of effective leadership is essential for dedicated

More information