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 Management... 8 Financial Management 1... 11 Financial Management 2... 13 Strategic Management... 16 Research Methods... 19 Management Project... 22 Level 7 Module Options... 24 Leadership in Practice... 25 Marketing Principals and Practices... 27 Leadership, Management and Development... 29 Marketing Strategy and Management... 31 Services Marketing... 33 Human Resource Management in Context... 35 Human Resource Management... 37 Page 2 of 38
Level 7 Modules The following are compulsory modules Page 3 of 38
Management: Principles and Practices Module Code BE464-7- AU-CO New or revised Revised NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description This module provides a critical introduction to some of the main principles and practices of contemporary management and organizational behaviour. The module combines lectures and small group work to provide students with an overview of the main currents in contemporary management thinking and to explore these through case studies of management in action. At the end of the module, students should have a good grasp of the main functions of management, understand how these are located in wider political and economic context, and have an appreciation of some of the key issues and challenges facing management today. Aims 1. To provide an introduction to the main topics and issues in contemporary management and organization theory. 2. To connect management thinking to broader currents in contemporary social science and theory. 3. To provide an analytical framework to assist students to be think reflexively about management and organisational processes Learning Outcomes On completion of this module students will be able to: 1. To understand the nature of organizations and the process of management 2. To be able to explain, and critically analyse, a range of contemporary managerial concerns 3. To be able to explain and evaluate different approaches to the practice and analysis of management 4. To be able to analyse a case study Page 4 of 38
Syllabus Managing Individuals Managing Teams and Groups Managing and Leading Managing Cultures Management, Power, Politics and Decision Making Managing and Structure Re-Thinking Management Organizational Design After Bureaucracy Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 Mid-module assignment 2,500 words Mid-term 35% 1, 2 End of module project 2,500 words End of term 35% 3, 4 Reflective Report 1,500 words End of term 10% All Page 5 of 38
Financial Decision Making Module Code New or revised New NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide a grounding in management accounting and management control principles, investment appraisal and financial control principles for students without a first degree in accounting or accounting related subject. Aims The module will: 1. Examine a range of issues relating to financial and management decision-making including: o costing o cost volume profit analysis o budgeting o decisions relating to capital structure and long term financing o capital investment appraisal and financial analysis of commercial projects 2. Encourage students to critically evaluate the issues outlined above and to engage actively in discussions Learning Outcomes On completion of this module students will be able to: 1. Develop a critical understanding on short term decision making principles and techniques, including incremental costing and cost volume profit analysis 2. Critically evaluate the role of budgeting, management control and the conflicting implications of budgeting decisions 3. Demonstrate a critical understanding of the implications of maximising organisational profitability and owners wealth 4. Reflect a critical understanding of the various financial and managerial decision making models Page 6 of 38
Syllabus Introduction to financial decision making Incremental costing and short term decision making Cost volume profit analysis and financial decision making Budgeting and management control decisions: techniques and behavioural issues Activity-based costing and financial decisions Capital structures and long term financing decisions Capital investment appraisal: theory and techniques Investment decision making under uncertain and risk environment Financial analysis and interpretation of commercial projects Global Issues in accounting and managerial decision making Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 Mid-module Assignment 2,500 words Mid term 40% 1, 2 End of Module Project 2,500 words End of term 40% 3, 4 Page 7 of 38
Operations Management Module Code New or revised New NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Aims This module aims to: 1. Critically examine and analyse the importance of the operations function in organisations 2. Critically evaluate and analyse the fundamental issues of facilities location, output planning, inventory control, scheduling, and quality control with supply chain management issues 3. Emphasise quality and its impact in securing a strategic advantage for manufacturing and service entities in terms of its effect on all interested parties 4. Critically examine the impact of ethical decision making on the functions of supply chain management Learning Outcomes On completion of this module students will be able to: 1. Synthesise operational management decisions using appropriate theory, statistical information and other relevant resources, so that customer requirements including quality, delivery and reliability are met 2. Critically compare and contrast operations management systems of world class producers analysing the global sustainability issues, and identify areas of improvement 3. Critically examine and evaluate requirements for effective inventory management and supply chain management procedures 4. Analyse and critically evaluate the control process management system in line with modern approaches 5. Synthesise the advantages and disadvantages of process specialisation and automation with an evaluation of the role of technology in today s economic climate Page 8 of 38
Syllabus Operations Function and Strategy Operations Management as an Organising and Planning mechanism Operations Management in relation to Long term Strategy Operations Management as a decision-making tool Process Selection and Service Process Design Choice of Technology and Process-Flow Analysis Managing Quality and Quality Improvement Supply Chain Management and Forecasting Scheduling Operations and Projects Inventory and Materials Management Defining ethical operations management (process, quality, capacity, inventory) Decision making processes for operational business challenges Technological impact on business operations Quality and sustainability issues Operations Management as Orchestrating Knowledge and Creativity Operations Management within an environment of Economics, Culture, Politics and Ethics Product development and demand management Planning, scheduling, and control of projects Just-in-time systems Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered through the provision of key and recommended reading materials provided on the module/programme learning platform, supported by specified discussion forums and weekly online seminars using the Kaplan Live synchronous communication and application sharing facility. The module also employs a range of group and individual learning activities based on the student s own organisation. Page 9 of 38
Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 2 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 End of Module Assignment 2,500-3,000 words End of term 70% 3, 4, 5 Reflective Report 500-1000 words End of term 10% All Page 10 of 38
Financial Management 1 Module Code New or revised New NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide a broad understanding of introductory financial accounting, including double-entry bookkeeping, and the preparation of financial statements for different types of entities. Aims On completion of the module students will be able to: 1. Examine the justification for and application of accounting concepts and conventions 2. Examine the recording of financial transactions in a variety of types of entities 3. Examine the issues relating to the preparation of financial statements for different types of entities Learning Outcomes On completion of this module students will be able to examine, analyse, critically evaluate and Synthesise: 1. Record financial transactions using double entry bookkeeping and extract trial balance 2. Prepare the full consolidated statements of a single company 3. Explain the principles of accounting required in the preparation of financial statements for different types of entities 4. Explain the ethical framework of financial reporting and the balanced concept of the firm Page 11 of 38
Syllabus The framework of accounting The accounting equation, accounting concepts and conventions The transactions recording process, trial balance and basic financial statements Preparation of financial statements for sole traders and limited companies Preparation of financial statements for partnerships and non-for-profit organisations Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every two weeks 20% 1, 2, 3, 4 End of Module Assignment 3,000 words End of term 70% 1, 2, 3, 4 Reflective Report 1,500 words End of term 10% All Page 12 of 38
Financial Management 2 Module Code New or revised New NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Financial Management 1 Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide an advanced study of financial accounting, including the preparation of full consolidated financial statements, issues of principle in accounting standards dealing and developments in external reporting. Aims The module will: 1. Examine issues relating to the preparation of full consolidated statements of a single company 2. Examine the application of accounting principles to advanced 3. Examine contemporary developments in financial and non-financial reporting Learning Outcomes On completion of this module students will be able to: 1. Prepare the full consolidated statements of a single company and the consolidated statements of financial position and comprehensive income for a group 2. Explain the principles of accounting their relevance to accounting issues of contemporary interest 3. Explain contemporary developments in financial and non-financial reporting Page 13 of 38
Syllabus Prepare the full consolidated statements of a single company and the consolidated statements of financial position and comprehensive income for a group Relationships between investors and investees, meaning of control and circumstances in which a subsidiary is excluded from consolidation The preparation of consolidated financial statements (including the group cash flow statement and statement of changes in equity) involving one or more subsidiaries, sub-subsidiaries and associates [IAS 1 (revised), IAS 27 (2011), IFRS 3, IFRS 10, IFRS 11 and IFRS 12] The treatment in consolidated financial statements of minority interests, pre and post- acquisition reserves, goodwill (including its impairment), fair value adjustments, intra-group transactions and dividends, piece-meal and mid-year acquisitions, and disposals to include sub-subsidiaries and mixed groups The accounting treatment of associates and joint ventures (IAS 28 and 31) using the equity method and proportional consolidation method Accounting principles and their relevance to accounting issues of contemporary interest The problems of profit measurement and the effect of alternative approaches to asset valuation (IFRS 13); current cost and current purchasing power bases and the real terms system; Financial Reporting in Hyperinflationary Economies (IAS 29) The principle of substance over form and its influence in dealing with transactions such as sale and repurchase agreements, consignment stock, debt factoring, securitised assets, loan transfers and public and private sector financial collaboration Financial instruments classified as liabilities or shareholders funds and the allocation of finance costs over the term of the borrowing (IAS 32 and 39) The measurement, including methods of determining fair value, and disclosure of financial instruments (IAS 32 and 39, IFRS 7) Retirement benefits, including pension schemes defined benefit schemes and defined contribution schemes, actuarial deficits and surpluses (IAS 19) Share-based payments (IFRS 2): types of transactions, measurement bases and accounting; determination of fair value. Contemporary developments in financial and non-financial reporting Increasing stakeholder demands for information that goes beyond historical financial information and frameworks for such reporting, including, as an example of national requirements and guidelines, the UK s Business Review and the Accounting Standard Board s best practice standard, RS1, and the Global Reporting Initiative Environmental and social accounting issues, differentiating between externalities and costs internalised through, for example, capitalisation of environmental expenditure, recognition of future environmental costs by means of provisions, taxation and the costs of emissions permit trading schemes Non-financial measures of social and environmental impact Human resource accounting Major differences between IFRS and US GAAP, and progress towards convergence Page 14 of 38
Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every two weeks 20% 1, 2, 3, 4 End of Module Assignment 3,000 words End of term 70% 1, 2, 3, 4 Reflective Report 500 1,000 words End of term 10% All Notes CIMA Syllabus details available from: PAPER F2 - FINANCIAL MANAGEMENT http://www.cimaglobal.com/documents/importeddocuments/f2financialmanagement.pdf Page 15 of 38
Strategic Management Module Code New or revised New NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) All modules to 100 credits minimum Co-requisites (modules which must be taken in the same year) Module Description This module provides a critical analysis to the key principles, theories, strategies and ethical concepts of Management, bringing together the whole MBA programme via this final strategy module. The module combines lectures and small group work using case studies of business and management. At the end of the module, students should have a critical understanding of the main functions of Strategic Management, evaluate how these are located in today s competitive environment and have an appreciation of some of the key issues and challenges facing senior management today. Aims The module will: 1. To provide an analysis to the theories, models and concepts in a business and management environment 2. To critically examine strategic management thinking within contemporary social science and theory 3. To provide an analytical framework to assist students to think reflexively about management and organisational processes 4. To provide students with an understanding of ethical frameworks around strategic decision making Page 16 of 38
Learning Outcomes On completion of this module students will be able to: 1. To synthesise the strategic nature of organizations and the application of theory to the business and management world today 2. To critically explain and critically analyse a range of strategies linking theory to practice and to contemporary managerial concerns, with particular focus on sustainability and corporate social responsibility. 3. To evaluate different approaches to the practice and analysis of strategic management 4. To be able to construct, analyse and appraise a strategy using a case study approach, using your own organisation Syllabus Strategy as an Organising and Planning mechanism Strategy as a process, Strategy as a decision-making tool Strategy as Orchestrating Knowledge and Creativity Strategic Management within an environment of Economics, Culture and Politics Managing and Structure Strategy as a tool to support Corporate Social Responsibility Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the learning platform supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and readings given in advance. Page 17 of 38
Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 2 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 End of Module Assignment 2,500-3,000 words End of term 70% 1, 2, 3, 4 Reflective Report 500 1,000 words End of term 10% All Page 18 of 38
Research Methods Module Code New or revised Revised NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) All modules to 100 credit minimum Co-requisites (modules which must be taken in the same year) Module Description This module provides a foundation in research approaches and techniques that will enable students to progress to Masters level study that culminates in the MBA Management Project. The rationale for the research proposal is that it documents the tools and techniques that the student will use in the Management Project process. There will be continual feedback throughout the module enabling students to critique literature and methods by engaging in debate with their peers and the tutors. The module is also focussed on the progression of students as they develop into becoming independent thinkers, who are capable of articulating and synthesizing the information and knowledge gained from the programme. Feedback and support in the process of collecting evidence will be given throughout the module. Saunders et al (2012) has been chosen as a core text for this module, with each topic relating to a particular chapter. It is expected that students supplement the lecture input and workshop discussion by reading the appropriate chapters in advance and by undertaking the required pre-work of journals and other information sources. This module provides a critical analysis to the key principles of research methodology in bringing together the whole MBA programme via this final strategy module. The module combines lectures and small group work using examples of business and management, preferably from within your own organisation. At the end of the module, students should have a critical understanding of the main functions of research in terms of the various philosophies and the alternative ways of collecting, organising and presenting data. Page 19 of 38
Aims The module will: 1. To provide a conceptual framework from which research philosophies, strategies and methodologies associated with business management can be critically reviewed. 2. To develop research competencies, in particular, those relating to the collection and analysis of data types that enables students to critically design and evaluate independent research concerning a management problem or business issue Learning Outcomes On completion of this module students will be able to: 1. Critically appraise and evaluate research undertaken by others 2. Propose and justify a report for a research project in business management that will stand up to critical and ethical scrutiny 3. Critically examine the contribution primary and secondary data sources can make to research studies in respect of sampling, analysis and data presentation techniques 4. Synthesize research findings to improve the quality of decision making in management through making recommendations 5. Collect and analyse primary data where possible from within your own organisation ensuring that all ethical considerations are undertaken 6. Take a reflective and independent approach to the learning process Syllabus Research philosophies, methodologies and strategies The collection of ethical primary data from within your own organisation Primary data collection methods and tools Secondary data collection sources and ethical review of secondary data from within your own organisation. Sampling techniques and analysis Issues of Validity and Reliability Bias, Error and Accuracy in the research process Ethical considerations and issues Creation of research questions and objectives relevant to your organisation Content analysis and construction of a literature review Debate of a research methodological strategy Analysis of data collection methods in terms of processing and presenting Page 20 of 38
Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the learning platform supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Within the Live lectures and discussions you will be encouraged to provide examples from within your own organisation. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 2 Assessed Discussion Activities Two weeks Every four weeks 20% All End of Module Project 3,000 words End of term 80% All Page 21 of 38
Management Project Module Code New or revised Revised NQF Level 7 Credit Value 60 Date of Introduction Duration (weeks) 26 Pre-requisites (modules which must be taken before this module) Research Methods module Co-requisites (modules which must be taken in the same year) Module Description This module provides the ultimate end to the programme for it is a 20,000 words piece of independent research linking theory to practice. The Management Project process has continual feedback throughout with the supervisor and student liaising via email, Skype or telephone so that interaction takes place effectively. The module sees the students construct a Management Project from their research objectives, to a critique of the literature, an analysis of the methodologies, a synthesis of predominately primary data, and analysis of the results with a critique of their reflections. If the collection of primary data is prohibitive, at the discretion of the programme leader, desk research may be allowed to be undertaken. The module is also focussed on the progression of students as they develop into becoming independent thinkers, from the research methods module to completing a Management Project through articulating and synthesizing the information and knowledge gained from the programme. This module provides a critical analysis to the key principles of research methodology in bringing together the whole MBA programme via this final Management Project module. Aims The module will: 1. To provide a critical piece of research within a business or management problem 2. To develop into a competent researcher who collects, examines and presents information to a professional level effectively and accurately and ethical manner Page 22 of 38
Learning Outcomes On completion of this module students will be able to: 1. Select, evaluate and apply critical management thinking to an organizational issue or problem 2. Critically evaluate the techniques and processes used to investigate an important organisational issue or problem 3. Collect primary date with due consideration of ethical requirements. 4. Synthesise information to arrive at a coherent conclusion 5. Critically evaluate the implications for the recommendations presented 6. Critically reflect on his/her development of knowledge, skills and techniques during the preparation of the Management Project Syllabus Research philosophies, methodologies and strategies Primary and or Secondary data collection Sampling strategy justification Discussion of Issues of Validity and Reliability within the research Critical construction of a literature review Examination of a research methodological strategy Analysis and presentation of data findings Critical reflective analysis Critically evaluate research methodologies in relation to ethical considerations Learning and Teaching Methods The module will be delivered by reading materials available on the learning platform supported by individual meetings with the supervisor. Students will be encouraged to identify and share relevant webbased resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Self-managed learning will supplement lectures and students are given weekly direction on required readings. Student discussions will be undertaken in relation to the qualitative versus quantitative debate within ethical research parameters. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met Management Project 18,000 words 16,000 word minimum and 20,000 word maximum Within 6 months of starting 100% All Page 23 of 38
Level 7 Module Options Choose a combination that is equal to 30 credits Page 24 of 38
Leadership in Practice Module Code New or revised N/A NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description The module equips students with a range of practical leadership skills underpinned by a critical appreciation of leadership theory. Students will develop a reflexive interpretation of the character of leadership in practice within organisations and their own personal development. Aims The module will: Critically assess alternative theories of leadership Analyse critical incidents to judge organisational leadership performance Examine the impact of the role and nature of the organisation on the skills and behaviour needed by leaders in the current ethical environment Develop autonomy and self-direction in learning Learning Outcomes On completion of this module students will be able to: 1. Review different theories of leadership and critically assess their relevance to leadership practice 2. Analyse critical incidents to judge organisational leadership performance 3. Understand how the role and nature of the organisation affects the leadership knowledge, skills and behaviour needed by senior managers 4. Formulate personal development objectives based on the outcomes of assessment and diagnostic tools 5. Design and implement a plan to develop leadership behaviour incorporating ethical and socially responsible issues Page 25 of 38
Syllabus Traditional and contemporary models of leadership, their research methodologies and critical assessments Critical incidents relevant to the organisational sector Organisation type, purpose, values and culture their interaction and their impact on the leadership role The criteria used to judge effective leadership and associated behaviours in different types of organisation Skills and techniques for evaluation of personal behaviour and performance seeking and objectively evaluating feedback Models and techniques of reflective learning Corporate Social Responsibility and Leadership Skills Concepts of capability and competence, learning and cognition, personality and motivation Psychometric, intelligence, skills and other test types; validity of tests, and test methodologies Personal development planning Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the learning platform supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Self-managed learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% All Report on Organisational Response to a Critical Incident 5,000 words End of term 50% 1, 2, 3 Self-appraisal and Personal Development Plan 3,000 words End of term 30% 3, 4, 5 Page 26 of 38
Marketing Principals and Practices Module Code BE556 New or revised New NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Aims The module will: 1. To introduce students to key principles of marketing 2. To provide a range of critical perspectives on marketing from a number of different standpoints 3. To demonstrate how marketing concepts influence contemporary business, and wider cultural practices 4. To address the role of marketing in society Learning Outcomes On completion of this module students will be able to: 1. Demonstrate an understanding of key principles, perspectives, theories and concepts that inform the understanding of marketing 2. Analyse the historical emergence of marketing, and locate marketing within a wider social, economic and political context 3. Critically evaluate the role of marketing in contemporary society Page 27 of 38
Syllabus Business to Consumer Marketing Business to Business Marketing Not-For-Profit Marketing Product and Service Marketing Transactional and Relationship Marketing Mass Marketing and 1-2-1 Technology Driven Marketing Postmodern Marketing The Future of Marketing Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 Mid-module Assignment 2,500 words Mid term 35% 1, 2 End of Module Project 2,500 words End of term 35% 3, 4 Reflective Report 1,500 words End of term 10% All Page 28 of 38
Leadership, Management and Development Module Code New or revised N/A NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide learners with a rigorous framework of knowledge and understanding concerning people management and development. Aims The module will: 1. Familiarise learners with major contemporary research evidence on employment and effective approaches to human resource (HR) and learning and development (L&D) practice 2. Introduce students to the research on the links between people management practices and positive organisational outcomes 3. Familiarise students with the major debates about theory and practice in the fields of leadership, flexibility, ethics and change management 4. Require learners to reflect critically on theory and practice from an ethical and professional standpoint Learning Outcomes On completion of this module students will be able to: 1. Review and critically evaluate major contemporary research and debates in the fields of human resource management (HRM) and human resource development (HRD) 2. Critically analyse major theories relating to motivation, commitment and engagement at work and the ways these are put into practice by organisations. 3. Implement flexible working and effective change management in organisations 4. Critically debate and rationalise the aims and objectives of the HRM and HRD function in organisations and their practical application Page 29 of 38
Syllabus The meaning and significance of management development Measurement and Performance Narratives, Ritual and Symbolism Identity and Discipline Power and Control Best practice Institutionalism Diversity Corporate Social Responsibility Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the learning platform supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Self-managed learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 Mid Module Assignment 2,500 words Mid term 35% 1, 2 End of Module Project 2,500 words End of term 35% 3, 4 Reflective Report 1,500 words End of term 10% All Page 30 of 38
Marketing Strategy and Management Module Code New or revised Revised NQF Level 7 Credit Value 20 Date of Introduction Duration (weeks) 16 Pre-requisites (modules which must be taken before this module) Marketing Principals and Practices Co-requisites (modules which must be taken in the same year) Aims The module will: 1. To introduce students to the analysis of marketing at a strategic level 2. To critically understand the key areas of developing a market strategy in private and public organisations 3. To demonstrate the writing of tactical and strategic plans giving due consideration to corporate social responsibilities 4. To appraise the effectiveness of developing marketing strategies within local and global environments Learning Outcomes On completion of this module students will be able to: 1. Critically examine the tools necessary to build a strategic marketing plan 2. Analyse the variables important to developing a marketing strategy in different types of organisations such as within the profit and non-profit sectors 3. Critically examine the role of marketing strategy in contemporary society 4. Critically examine the impact of ethics on marketing strategy Syllabus Strategic Marketing in the manufacturing and the service sector Developing a strategically and ethically effective marketing plan The importance of Marketing Strategy Page 31 of 38
Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 End of Module Project 3,000 words End of term 70% 1, 2, 3, 4 Reflective Report 500 words End of term 10% All Page 32 of 38
Services Marketing Module Code New or revised Revised NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Marketing Principals and Practices Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide learners with a critical and detailed understanding of the services marketing function and the importance of customer relationship marketing within an internal and external environment so that Marketers and Managers can interact effectively. Profit and non-profit sector organisations will be studied and the service characteristics critically evaluated and compared for each. Aims The module will: 1. To introduce students to the analysis of the seven P s of marketing 2. To provide a range of critical perspectives on service marketing from within the service sector spectrum 3. To demonstrate how service marketing characteristics influence profit, non-profit, private and public sector organisations 4. To appraise the role of service marketing in society 5. To critically examine the impact of ethics on decisions within services marketing Learning Outcomes On completion of this module students will be able to: 1. Critically evaluate the key principles, perspectives, theories and concepts that inform the understanding of service marketing 2. Analyse the historical emergence of service marketing, and locate service marketing within a wider social, economic and political context 3. Critically examine the role of service marketing in contemporary society linking theory to practice with particular focus on current ethical and sustainability issues Page 33 of 38
Syllabus Consumer Relationship Marketing in the service sector Business to Business Marketing Service Marketing in the Private and Public sectors Mass Marketing and 1-2-1 Technology Marketing Services Marketing Characteristics Green/Ethical Marketing The Future of Marketing Learning and Teaching Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every two weeks 20% 1, 2, 3 End of Module Assignment 3,000 words End of term 70% 1, 2, 3 Reflective Report 500 words End of term 10% All Page 34 of 38
Human Resource Management in Context Module Code New or revised New NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description The aim of this module is to provide learners with a critical understanding of the internal and external environmental contexts of contemporary organisations, including the managerial and business context, within which managers, HR professionals and workers interact effectively. Learning Outcomes On completion of this module students will be able to examine, analyse, critically evaluate and Synthesise: 1. Contemporary organisations and their principal environments 2. The managerial and business environment within which HR professionals work 3. How organisational and HR strategies are shaped by and developed in response to internal and external environmental factors, including: a. The market and competitive environments of organisations b. Globalisation and international forces c. Demographic, social and technological trends d. Government policy and legal regulation e. Corporate Social Responsibility Page 35 of 38
Syllabus HRM in Context: o HRM and the individual o HRM, Strategy and Performance o The Labour Market Context of HRM o The National and International Context of HRM Contemporary issues in HRM: o HRM, Equality and Diversity o Career Management o The Management of Workplace Conflict o HRM, Work and Well-being Current Trends, Ethical and Future Challenges in HRM Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 2 Assessed Discussion Activities Two weeks Every four weeks 20% 1, 2, 3, 4 End of module assignment 2,500-3,000 words End of term 70% All Reflective Report 500 1,000 words End of term 10% All Page 36 of 38
Human Resource Management Module Code BE470 New or revised Revised NQF Level 7 Credit Value 10 Date of Introduction Duration (weeks) 8 Pre-requisites (modules which must be taken before this module) Co-requisites (modules which must be taken in the same year) Module Description Over recent decades, social and political shifts have culminated in the emergence of Human Resource Management (HRM) as an organizational practice distinct from more traditional personnel approaches to managing people at work. An HRM approach takes a strategic view of the organizations employees as drivers of competitive advantage and HRM functions resourcing, performance and reward management, employment relations, and learning and development are correspondingly aligned with this aim. However, the roots of HRM in the neo-liberalism of the 1980 s in the USA and UK in particular mean that the employee advocacy role of the traditional personnel manager has been eclipsed in favour of activities that further managerialist ends, making a critical interrogation of HRM rhetoric and practice an essential part of any socially responsible management education. This module is an essential part of the MSc Management suite of programmes and on successful completion, students will have a critical understanding of the theory and practice of HRM in domestic and international contexts, as well as an awareness of how HR practices impact both on the individual and wider social structures. Aims 1. To introduce students to the theory and practice of HRM 2. To provide critical approaches to understanding the impact of HRM on a range of stakeholders 3. To consider the strategic influence of HRM on business performance 4. To review contemporary HRM developments and debates Page 37 of 38
Learning Outcomes On completion of this module students will be able to: 1. Demonstrate an understanding of key perspectives, theories and concepts that inform historical and contemporary understandings of HRM 2. Analyse the effects of HRM practices and ideologies within a wider social, economic and political context 3. Critically evaluate the significance of HRM for firms performance 4. Show awareness of current debates and challenges facing HRM in a contemporary context Syllabus HRM in a business context Resourcing and developing the organization Managing performance: reward and wellbeing Social responsibility and HRM: ethics, equality and diversity HRM in a global context Learning and Teaching Strategies and Methods The Learning and Teaching Methods for the Module follow the intended online delivery Strategy for the Programme as a whole. The module will be delivered by reading materials available on the VLE supported by discussion forums and online lectures using the Adobe Connect synchronous communication and application sharing facility. Students will be encouraged to identify and share relevant web-based resources. Live lectures will focus on case studies drawn from the reading materials and the results of the web-based field trips. Selfmanaged learning will supplement lectures and students are given weekly direction on required readings. Assessment 100% Coursework: Description of unit of assessment Length / Duration Submission Date Weighting Learning Outcome(s) Met 4 Assessed Discussion Activities Two weeks Every two weeks 20% All End of module report 3,000 words End of term 70% All Reflective Report 1,500 words End of term 10% All Page 38 of 38