THE HIGHER DIPLOMA IN BUSINESS ADMINISTRATION (HDBA)

THE HIGHER DIPLOMA IN BUSINESS ADMINISTRATION (HDBA)

MKM - 3147 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

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 - 311 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

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 - 317 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

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

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 - 318 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 - 3137 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

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 - 3315 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

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

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

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 - 3138 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

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