This course is about how to manage change in organizations. It shows the importance of having the right balance between:

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1 Change Management Course outline Change Management refers to the coaching process of organizational changes at a human level. Companies are facing intensive changes in order to remain competitive and sustainable, and their major asset for the changes to succeed is their people, their employees, at all levels. This being said, employees can also become the major constraint because of their potential resistance to change. Change management is the art to accompany change projects by managing the fears that they might generate. Becoming a change agent becomes a key leadership skill for any executive. This course is about how to manage change in organizations. It shows the importance of having the right balance between: The ability to manage down to have the skill to use communication, motivation and participation, to mobilise and lead a group of people in a certain direction The ability to manage up to have the team building and political skills to build coalitions and supports to achieve a result. The ability to manage the transition and to make the change work and succeed. The course also provides an insight to the leadership skills and emotional intelligence, key skills to make organisational change succeed. At the completion of the course you will: Be able to establish a diagnosis of a change process in an organisation Be able to prepare and lead a change project and to manage its implementation in both its organisational and human aspects Be able to understand and manage resistance to change Know how to build a team around a change project or a change strategy Organisational Level - Cracking the Code of Change Steering Process - Managing your Boss Individual Level - Decoding Resistance to Change Corporate Culture - The Heart of Change Leadership for Executives - Exemplary Vision Consulting Skills - Process Consulting Wrapping Up - What Executives Should Remember 1

2 Operations and Supply Chain Management The field of operations & supply chain management is fundamental to business today and a well-established topic of research. Operations management concerns the management of processes needed in the transformation of inputs - i.e. resources such as materials and labour - into outputs such as products and services. As companies increasingly outsource many of the processes that they previously carried out in-house, operations management has become externalized: operations have to be managed within supply chains which in turn become an important source of competitive advantage. This distance learning course focuses on delivering both a theoretical and a practical approach and will analyze tools, techniques and cases from industry. The course will enable students to analyse a manufacturing or service operation and to recommend a variety of appropriate courses of action. This module aims to develop an understanding of: The concepts of process choice, capacity and queuing as issues for operational design The new product development process and the role of suppliers Resource planning The SERVQUAL (Service Quality) framework, its benefits and application Quality management and control methods Improvement strategies Concepts and principles of supply chain management Appropriate models and techniques for developing and managing a portfolio of supplier relationships Concepts and techniques of lean and agile operations and supply chains Models of supplier assessment and development Main topics Process choice and design Resource and capacity planning and control Inventory management New product development process and supplier involvement Quality control Service quality models Process improvement Supply chain integration Lean and agile operations and supply chains Supplier portfolio models Supplier assessment and development 2

3 International Marketing During the past decade companies in increasing numbers are emerging or trying to emerge as global marketers serving global markets. This is caused by forces like the slowing down of growth in domestic markets, increased competition, and a lowering of trade barriers. Since many firms globalise, competence in international marketing is increasingly important to business professionals. The objective of this distance learning course is to develop the competencies that enable you to cope with the challenges of international markets such as consumer and business markets, competitors and potential market segments nationally and internationally. The student should be able to: understand and analyse foreign environments; understand the impact of the foreign environment market behaviour; analyse demand, both intermediate and final, in a foreign environment; understand the international marketing strategy options available for marketing in foreign markets; formulate international marketing strategies optimally for specific foreign markets. The International Marketing Environment System of Behaviour: the economic environment System of Meaning: the cultural, political, legal and technological environment System of Resources: human and natural resources, infrastructure (roads, telephone, technology, etc) Demand in International Markets International Marketing Research International Business to Business Marketing Final Consumers Supply of International Markets Market Entry Strategies Export and Licensing International Marketing Strategies 3

4 Management Accounting The intense market competition and technological changes create an ever-greater need for control systems that enable managers to manage efficiently and effectively. Management Accounting provides the tools that a modern manager needs to enhance decision-making and (management) control and involves influencing managers and other members of the organisation to ensure that the core business is performed effectively and efficiently. Common devices of management control include budgets (within a system of responsibility accounting) and transfer pricing. An important conceptual foundation underlying management control issues in this distance learning course is organizational economics, or the theory of organizations and markets. Understanding and appreciation of the strengths and limitations of an organisation's accounting system. To be able to use opportunity cost in the decision making process. To use organisation theory to understand how accounting is employed as part of the organisation's control mechanism. To connect concepts to real-world cases. Nature of costs Organisational architecture - responsibility accounting and transfer pricing Budgets and budgeting Cost allocation: theory and practice Absorption cost systems Criticisms of absorption cost systems: incentive to overproduce and inaccurate product costs Management accounting in a changing environment Corporate Finance The course is designed to provide an applied and practical approach to finance, enabling you as Executives to address topical issues that modern corporations face to. You will learn how to interpret the financial information for managerial decision making process, apply basic capital structure and valuation techniques to the analysis of strategic decisions, such as investment projects or mergers and acquisitions, reorganizations, and raising capital. The main focus of the course will be on interactions between financial and strategic decisions in corporations. 4

5 After this course, students will gain: an understanding of how financial strategy can generate value in their business. an understanding of how financial information can be used in the managerial decision making process. an insight into how how the business models translate into the practice. knowledge on how to adopt a company's capital structure to specific circumstances and corporate strategies. the skills on how to analyse financial information and can make based on them appropriate managerial decisions. Introduction into Financial Statement Analysis Time Value of Money and Discounted CF Project Valuation and Making Capital Decisions Raising the Capital - Return, Risk and SML Cost of Capital Mergers and Acquisitions - Valuation and Financing Corporate Governance and Compensation Scheme Human Resource Management Human Resource Management (HRM) is a relatively new field of study in management science. Many regard it as a new name for the basic personnel functions, while others consider it a strategic managerial tool, to be used for the development of business policies. As markets are opening up, firms are finding themselves in increasingly competitive environments. To survive, they must take every part of the business unit seriously. By successfully managing HR, firms are able to ensure a sustained competitive advantage over rival firms. This distance learning course provides an investigation of the roles of HRM, focusing on the main issues of staffing, development, compensation and governance. The student should be able to: understand the role of human resource management in an international context; understand how human resource management relates to corporate strategy; understand the cultural differences and difficulties that arise in a multicultural organisation; develop human resource strategies that lead to sustained competitive advantage. 5

6 Managing Workflows Staffing - Recruiting/Selecting/Downsizing Development -Appraising Performance/Training/Developing Careers Compensation/Reward Governance - Employee Relations/Managing Discipline/Labour Relations IHRM Technology and Innovation Management This distance learning course focuses on evolutionary theories of technology, strategy and organisation. First we discuss how core technology can be integrated into business strategy, highlighting the firms capabilities and opportunities for innovation. Second, we analyse the substance of technology, studying the internal and external forces that affect its development. Third, we discuss technology implementation strategies, analysing the importance of internal and external technology sourcing, managing new business, and product and process development. Finally, we study the creation and implementation of development strategies, examining the stages in new product development, the interface between key functional groups, the role of project managers and the links between product and business strategy. To provide an understanding of how technological and innovation processes work within a firm. To provide ideas for developing and exploiting firms' innovative and technological capabilities. To provide concepts and tools for integrating technology and innovation into firms' competitive strategies. Innovation over time and in historical context Integrating technology and strategy Design and evolution of technology strategy Enactment of technology strategy - development of the firm's innovative capabilities Enactment of technology strategy - creating and implementing a development strategy Innovation challenges in established firms Organisation architectures and managing innovation Managing functional competencies Executive leadership and managing innovation and change 6

7 International Management The international economy is a dynamic and rapidly changing environment. Managers in both domestic and international organisations need to be aware of such changes and how these affect their economic environment. Managers must also be able to develop effective strategies to cope with the challenges of international competition. International Management is an integrative course that brings together all international elements of business. Using cases and recent publications in this field, this distance learning course provides a structured synthesis of the main issues that managers face, focusing heavily on intercultural aspects. To acquire general knowledge about and insight into: the conditions under which and developments within which international business activities emerge and grow; the nature of international business and the possible involvement of national governments in international business; the characteristics of international, multinational and global enterprises and the specific demands that are put to their strategies and organisational structures; the basic policy options available to the management of an internationally operating enterprise. The Nature of International Business International Trade International Trade: how governments and companies become involved Foreign Direct Investment Management of Marketing and Production in the MNE Basic Strategic Issues for the Global Enterprise Specific Strategic Issues for the Global Enterprise Internationalisation of the Global Enterprise Organisational Issues of the Global Enterprise The Cultural Environment of the Global Enterprise Managerial Economics Understanding the economic environment is essential for the successful management of virtually any business activity ranging from placement to production and marketing decisions. Managerial economics provides a conceptual framework for understanding the economic forces at work in firms and markets and supplies models and tools for improving managerial decision making. This course aims to make the participant familiar with the language and methods of economic analysis while emphasizing issues of practical relevance in business management. 7

8 After completing this course the student will be able to: communicate accurately using economic terminology, analyze individual behavior and derive market demand. apply production theory to manage production, use cost theory to establish short and long run behavior, describe market structures and determine market equilibrium use game theory to model strategic decisions and devise pricing strategies, and apply economic analysis to real world business scenarios. : Market Forces: Demand and Supply Individual Decisions and Demand Production Process and Cost Analysis Nature of Industry and Market Structures Strategic Decisions and Pricing Strategies Strategic Management Strategic management is at the heart of management science. Strategic management takes a long-term and broad firm perspective, i.e. strategic management deals with decisions that have long lasting consequences and affect the whole firm. In the broadest sense, strategic management deals with three questions: 1. For what does the firm stand? 2. How does the environment look a firm is (or intends to) operating in? 3. How can a specific firm achieve a competitive advantage in the field(s) it is operating in? In this course, you should learn how firms develop strategies and how they are implemented. The problem you will face is, however, that developing a strategy is not like baking a cake. There are no step by step recipes guaranteeing that a good cake (successful strategy) comes out of the oven. The field of strategy is characterized by multiple philosophies, many ideas (or theories if you like) and an immense tool box. A prudent strategic decision maker should be aware of the various approaches since a comparison and combination of the different perspectives may yield creative and innovative solutions. Therefore, this course has the following objectives: 8

9 Get acquainted and understand the important schools of thoughts, ideas and tools in the field of strategic management. Develop abilities that are crucial in leading complex organizations. Develop a critical, flexible and creative mindset that enable you to respond to current challenges and to shape the future. Evaluation of the firm's environment Evaluation of firm's strengths, weaknesses, opportunities and threats Competitive strategies Cooperative strategies Integration and diversification Merger and Acquisition Global strategies Effect of the European Union on the firm's environment and strategy 9