Combined Course Outlines (2)

8/2/2019 Combined Course Outlines (2)

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Manchester Business School Worldwide

Course Outlines


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MANCHESTER BUSINESS SCHOOL WORLDWIDEDISTANCE LEARNING MBA PROGRAMMES

COURSE OUTLINES

These course outlines are intended as a guide to the content of the modules. Theyare correct at the time of preparation but as modules are reviewed on a regular basis,the actual content and format may change between selection and delivery.

Students on the Finance and Engineering MBA programmes may choose up to amaximum of two (2) modules from the alternate MBA programme as electivemodules, subject to the prior written agreement of the Academic Director and theavailability of the module in any particular centre or semester.

Textbooks detailed under the heading Required are supplied with study materials.

Please refer to the matrix overleaf for the availability of a specific module on your

MBA programme. The links will take you to brief overviews (Unit titles) or if preferreda full description (outline).

Key:C Core Module (Compulsory)E Elective Module

Course Outlines Page 1 of 84 January 2008


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Module Matrix

To view an outline or titles simply move your mouse over the name, hold the CTRLkey and click.

Module Title Fin.Full

FinAccel.

Eng Con.

Business Information Systems OutlineUnit Titles

C C

Corporate Finance OutlineUnit Titles

C C mod.

Corporate Risk Management OutlineUnit Titles

E E

Creating the Built Environment - OutlineUnit Titles

C

Ethics, Governance & Global Competition Policy OutlineUnit Titles

E E

Financial Accounting OutlineUnit Titles

C

Financial Analysis OutlineUnit Titles

E E E

Financial Management OutlineUnit Titles

C C

Human Resource Management OutlineUnit Titles

E E

Human Resources ( module) OutlineUnit Titles

C C

Information Technology Management OutlineUnit Titles

E E E

International Business Strategy Outline

Unit Titles

E E C

International Finance OutlineUnit Titles

E E

Investments & Portfolio Management OutlineUnit Titles

E E

Leadership - NEW Module available from July 2008Unit Titles

E E E

Law & Ethics in Global Business OutlineUnit Titles

E

Maintenance Strategy OutlineUnit Titles

E

Management Accounting Outline

Unit Titles

C

Management & Organisational Behaviour - OutlineUnit Titles

C C

Managerial Economics OutlineUnit Titles

C C C C

Managing the Construction Firm - OutlineUnit Titles

C

Marketing Strategy OutlineUnit Titles

C C C C

Operations Management OutlineUnit Titles

C

Organisational Behaviour ( module) - Outline

Unit Titles

C C



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Module Title Fin.Full

FinAccel.

Eng Con.

Procuring Assets and Services - OutlineUnit Titles

C

Project Management OutlineUnit Titles

E

Quantitative Methods OutlineUnit Titles

C

Risk Management OutlineUnit Titles

E C

Sales & Selling OutlineUnit Titles

E

Strategic Management OutlineUnit Titles

C C C C

Supply Chain Management OutlineUnit Titles

E C

Technology Management OutlineUnit Titles

E

Treasury, Foreign Exchange & Trade Finance OutlineUnit Titles

E E

Working Collaboratively - OutlineUnit Titles

C



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Module and Unit Titles



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Business Information Systems

Unit 1: Types, Trends & Transformation

Unit 2: The Impact of Internet Technology

Unit 3: Planning, Design and Development View full outline

Unit 4: Technology Trends Back to Module Matrix

Corporate Finance

Unit 1: Capital Budgeting

Unit 2: Financial Policy and the Cost of Capital

Unit 3: Valuing Financial Management Options View full outline

Unit 4: Dividend Policy (and) Special Topics Back to Module Matrix

Corporate Risk Management

Unit 1: The Risk Management Function

Unit 2: Risk Management Techniques

Unit 3: Risk Analysis for Decision Making View full outline

Unit 4: Insurance of Business Risks Back to Module Matrix

Creating the Built Environment

Unit 1: How Facilities Add Value for clients

Unit 2: Managing Projects Strategically View full outline

Back to Module Matrix

Ethics, Governance & Competition Policy

Unit 1: Fundamentals of Business Ethics

Unit 2: Governance & Corporate Control

Unit 3: Competition Policy & Public Policy View full outline

Unit 4: International Governance & Competition Policy Back to Module Matrix

Financial Accounting

Unit 1: Financial Statements and Accounting Principles

Unit 2: Advanced Financial Statements, Cash Flow Accounting and Inflation

Unit 3: Interpretation of Financial Statements

Unit 4: Group Accounts, Goodwill and Contemporary Issues View full outline




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Investments & Portfolio Management

Unit 1: The investment Background and Portfolio Management Principles

Unit 2: The Key Instruments and their Management

Unit 4: Derivatives, Portfolio Protection and Performance Measurement

View Full OutlineBack to Module Matrix

Leadership

Unit 1: The Foundation Module

Unit 2: Creative Leadership View Full Outline

Unit 3: Contemporary Issues and Dilemmas Back to Module Matrix

Law and Ethics in Global Business

Unit 1: Important Legal Facilities

Unit 2: Government Regulation

Unit 3: Workshop View full outline

Unit 4: Corporate Governance Back to Module Matrix

Maintenance Strategy

Unit 1: Analytical Techniques

Unit 2: Management Principles and Techniques

Unit 3: Modern Condition Monitoring Techniques View Full Outline

Unit 4: Formulation of Maintenance Strategy Back to Module Matrix

Management Accounting

Unit 1: Introduction to Management Accounting

Unit 2: Management Accounting Techniques

Unit 3: Transfer Pricing and an Introduction to Activity-Based Costing

Unit 4: Activity-based Management View full outline


Management & Organisational BehaviourUnit 1: Individuals and Groups

Unit 2: Structural Influences on Behaviour

Unit 3: Organisational Change and Development View full outline

Unit 4: Management & Organisational Effectiveness Back to Module Matrix



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Managerial Economics

Unit 1: Management Objectives and Stakeholder Value

Unit 2: Cost Leadership and the Production Process

Unit 3: Strategic Rivalry and the Competitive Process View full outline

Unit 4: Critical Essays in Management Behaviour Back to Module Matrix

Managing the Construction Firm

Unit 1 and 2: Firms and Markets View Full Outline


Marketing Strategy

Unit 1: Understanding Customer Values

Unit 2: Creating Values

Unit 3: Communicating Values View full outline

Unit 4: Delivering Values Back to Module Matrix

Operations Management

Unit 1: Design in Operations

Unit 2: Planning and Control in Operations

Unit 3: Performance Improvement in Operations View full outline

Unit 4: Operations Strategy Back to Module Matrix

Organisational Behaviour ( module)Unit 1: Motivation, Teams and Structures

Unit 2: Organisational Change, Culture and Leadership View full outline


Procuring Assets and Services

Unit 1: Developing Project Management Capability

Unit 2: Strategic Procurement View Full Outline


Project Management

Unit 1: History and the Basics of Project Management

Unit 2: Advanced Project Management techniques


Unit 4: Key Skills for Best Project Outcome Back to Module Matrix



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Quantitative Methods

Unit 1: Introduction to Statistics and Mathematics for Business

Unit 2: Probability and Inference

Unit 3: Correlation and Regression View full outline

Unit 4: Further Topics in Correlation and Regression Back to module matrix

Risk Management

Unit 1: Introduction to Risk Management

Unit 2: Risk Management Tools and Techniques


Unit 4: Risk Management of Organisational Level Back to Module Matrix

Sales & Selling

Unit 1: The Context of SalesUnit 2: Strategic Issues in Sales

Unit 3: Sales in Practice View full outline

Unit 4: Managing Sales Back to Module Matrix

Strategic Management

Unit 1: The Competitive Environment

Unit 2: Corporate Level Strategy

Unit 3: Business Unit Strategy View full outline

Unit 4: Situational Implementation Back to Module Matrix

Supply Chain Management

Unit 1: Supply Chain and Business Strategy

Unit 2: Supply Chain Design Concepts View full outline

Unit 3: Supply Chain Implementation and Control Back to Module Matrix

Technology Management

Unit 1: Introduction What is Technology and why it is Important

Unit 2: Academic Research and Management practice

Unit 3: Learning from Experiences and Practice View full outline

Unit 4: The Future for Technology Management Back to Module Matrix



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Treasury, Foreign Exchange & Trade Finance

Unit 1: International Financial Markets, Treasury Funding & Investment Decisions

Unit 2: Management of Foreign Exchange Exposure

Unit 3: Treasury Risk Management in Multinationals View full outline

Unit 4: Trade Credit: Risk Management and Finance Back to Module Matrix

Working Collaboratively

Unit 1: Collaborative Work Practices View full outline

Unit 2: Managing the Supply Chain Back to Module Matrix



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THE COURSE OUTLINES



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BUSINESS INFORMATION SYSTEMS

Core Module, MBA for Engineering Business ManagersCore Module, MBA for Construction Executives

Course AimsThis course will focus on the central role of information systems in creating andsupporting the processes of a business, both internally and externally. The main aimof this course is to enable managers to apply the learning from the unit to select,develop and implement effective business information systems in their ownorganisations.

Learning Outcomes

On completion of this course the student should be able to:

- understand key concepts and terms used in the study, design and management

of business information systems;

- Understand the ethical, privacy and security concerns of all those who use andare affected by information systems and to contribute to the development ofsuitable standards and policies on these issues;

- define key terms such as ebusiness and ecommerce, electronic markets andelectronic intermediaries;

- provide an overview of key ebusiness trends including business to business ecommerce, business to consumer e-commerce, intra business (intraorganisational ecommerce) ebusiness, and mobile commerce;

- Understand the significance of developments in enterprise collaborationsystems, and the trends towards fully integrated cross functional systems whichform the foundation for e-business;

- understand key concepts and terms used in the planning, development anddesign of business information systems;

- understand the purpose and evolution of the different kinds of approaches andmethodologies used for information systems development and design, projectplanning and management;

- identify key technology trends and be aware of their impact on the organisation;

- Apply the learning from the unit to develop and implement effective businessinformation systems in their own organisations.

Course Content

The unit consists of four main units.

Unit one provides an introduction to the key concepts and terms used in businessinformation systems, and an overview of the main types of business information

systems, their design, development, evolution, and impact on individuals,organisations and society.



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Unit two provides an overview of the impact of the Internet and related technologieson business information systems, and the key terms, trends and applicationsassociated with e-business.

Unit three provides an introduction to the key concepts and terms used in theplanning, design and development of business information systems, and an overviewof the development life cycle, the nature of the design process and the differentapproaches that organisations use to develop or acquire the systems they need.

Unit four provides an overview of key IT developments in four main areas software,hardware, data management and telecommunications

Pedagogical MethodThis module is delivered through WebCT and there are no formal workshops.However, course material will be supplemented with online discussion groups andemail contact with students.

Methods of AssessmentStudents submit two written assignments of between 2000 and 3000 words with anexamination at the end of Part 2.

Learning Resource Details

Required Reading

Chaffey, D. (Editor), Bocij, P., Greasley, A., Hickie, S. Business InformationSystems: Technology, Development & Management for the E-Business, 2nd Edition,FT/ Prentice Hall, Pearson Education, ISBN 0 273 688146

Recommended Reading

Beynon Davies, P. (2002) Information systems: An Introduction to Informatics in

Organisations, Palgrave, Bath, ISBN 0-333-96390-3

Supplementary

Laudon, K. C. & Laudon, J. P. (2002) Management of Information Systems:Managing the Digital Firm, Prentice Hall, Upper Saddle River, New Jersey, ISBN 0-13-033066-3

Turban, E. et al (2002) Electronic Commerce 2002: A Managerial Perspective,International Edition, Pearson Education Inc, Upper Saddle River, New Jersey, ISBN0-13-098425-6

Ward, J. & Peppard, J. (2002) Strategic Planning for Information Systems, ThirdEdition, John Wiley & Sons Ltd., Chichester, ISBN 0-470-84147-8




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CORPORATE FINANCE

Core Module, MBA for Financial Managers & Finance Professionals

Course Aims:

The course aims to develop the skills that will allow the student to able to apply thetheoretical constructs developed in this (and other courses) for the practical purposeof contributing to the management of publicly traded companies.

Learning Outcomes

On completion of the module, the student should:

- Have developed a deep understanding of the techniques and methodologiesof shareholder value management;

- Be able to apply theoretical constructs developed in this and other modulesand the practical insights learned in the cases to the creation of shareholdervalue in the organizations in which they work;

- Have developed a deep understanding of the techniques and methodologiesof financial planning with a strong emphasis on strategic financial planning.

Course Content

Corporate finance is a key activity in the management and the success of acommercial enterprise. The corporate finance manager has a range of decisions to

address. We consider long term decisions only. In this course we will concentrate onthree important areas of work in this field:

The first of these is to provide a financial appraisal of the firms investment in real(i.e. non-financial) assets. This is the capital budgeting decision. The remainder ofUnit 1 is devoted to expounding the main methods that can be employed for thisdecision and to reviewing the practical problems of employing them.

The second task is to determine the best mix of funds to finance the real investmentsselected by the firm. This activity will be reviewed in detail in Unit 2 of the course:Financial Policy and the Cost of Capital. One further important issue is studied aspart of the second unit; this is the role of risk in determining the firms cost of funds.

The work on risk assessment and on the use of long- term borrowing also forms partof the basis for discussion in the Corporate Finance Workshops (Unit 3). TheWorkshop will review material already covered and introduce us to thinking aboutreal' investment strategy and how valuation relates to other disciplines.

The third area is the dividend decision and capital structure. To enable us to considerthese issues we will also review the structure of the capital markets. This isconsidered in Unit 4 Dividend Policy and Special Topics.



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Pedagogical Method

This unit is delivered in the form of three self taught units (1, 2 and 4) and aworkshop (unit 3). The workshop reviews the material covered in the previous twounits and subsequent one and introduces some new material. There are twoassignments, one of which is workshop based, and an examination.

Learning materials

The course text book: Richard Brealey and Stewart Myers, The Principles ofCorporate Finance

Three Study Guides to the textbook and the three Workbooks covering course Units1, 2, and 4.

The workshop covering Unit 3.A full set of notes covering the entire course

Supplementary Material

Students are encouraged to review the Economist and the Financial Times on an

occasional basis.




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CORPORATE RISK MANAGEMENT

Elective module, MBA for Financial Managers & Finance Professionals

Course aims

The aim of this course is to provide students with an understanding of pure risk(where the best that can happen is that nothing will go wrong) and a workingknowledge of the techniques for dealing with it in an effective manner. Corporate riskmanagement is examined both as a defensive strategy and as an enabling device.

Learning outcomes

On completion of this module students will:

- Understand the nature of pure risk and how it impacts on organisations;

- Understand the objectives of risk management in relation to those of othermanagement functions;

- Be able to classify loss exposures under the headings of property, personnel,liability and consequential loss;

- Appreciate the nature of the risk management cycle and how it can be appliedto different kinds of organisations and situations;

- Understand the wide range of risk management techniques for controlling andfinancing pure risk (and the interactions between them).

Course Content

The course comprises 4 units:

The Risk Management Function: This unit introduces the risk management function,its relationship with other corporate activities and the main risks faced byorganisations. Topics include: Introduction to risk management; risk managementobjectives; risk management in relation to other business functions and risks facedby organisations (property, personnel, liability and consequential loss exposures).

Risk Management Techniques: This unit covers theories and practical techniques for:risk identification; risk measurement and probability distributions; handling pure risk(avoidance, control, diversification, transfer and retention)and risk transfer byinsurance.

Risk Analysis for Decision-Making: This is the Workshop. Practical techniques foridentifying, measuring and handling risks are studied through examples, exercises,group work and discussion. Knowledge gained from the course should findimmediate application in business (and other) situations. The workshop unitreinforces previous learning, introduces new material and prepares students for thefinal section of the course.



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Insurance of Business Risks: The final unit examines corporate insurance purchasesin terms of their range and optimal usage. Topics include: legal aspects ofinsurance; Insurance contracts and clauses; insurance contracts for business(property, liability and personnel) and selecting an insurer.

Pedagogical method

Units 1, 2 and 4 are of the self-study type using Study Guides. The aim has been tokeep material in these units as straightforward as possible. More difficult and/orcontroversial aspects of the subject are saved for the Workshop where guidancefrom a teacher can be useful. The assignments for the course allow students to applyrisk management concepts in practical situations but they are also learning tools toprepare students for the final examination.

Learning Resource DetailsThe study pack contains three Study Guides and the latest edition of:

Scott E Harrington & Gregory Niehaus, Risk Management and InsuranceMc GrawHill International, ISBN No. 007 123244-3.

Supplementary reading, as far as possible, is already included in the Study Guidesunder the heading of Additional Material. The Study Guides also containsuggestions for useful internet sites. Workshop materials are supplied at theworkshop venue.




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CREATING THE BUILT ENVIRONMENT

MBA for Construction Executives

Course Aims

To introduce the student to the fundamental processes involved in creating the builtenvironment.

Learning Outcomes

On completion of this module the student should be able to:

- Appreciate the contribution of the construction process to wealth creation andquality of life in modern economies;

- Appreciate the difference in organisational processes between theconstruction and manufacturing sectors;

- Understand how buildings add value for clients;

- Understand the issues related with management for sustainable construction;

- Understand the importance of linking projects to organisational strategy;

- Understand the importance and issues of programme and portfoliomanagement;

- Understand the notion of projects as dynamic systems;

Course Content

This module consists of two units.

Unit 1 provides an introduction to the creation of the built environment through avalue creation perspective, focusing on the management of construction process inits broader context.

Unit 2 takes a strategic perspective on managing construction projects focusing onensuring the creative potential of construction is realised by linking project strategy tobroader organisational strategy.

Pedagogical Method

The concepts of Creating the Built Environment will be developed by the studentthrough a self-study approach. This should include the reading of core texts andstudy guides. The study guides integrate and complement the set text books bysetting the area of study in a broader context. In addition, assigned exercises at theend of each section aim to encourage reflective practice. The workshop is designedto embed the learning. This will be carried out through a combination of lectures,case study and video analysis, and one-to-one tutorials to discuss assignmentdevelopment issues.



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Required reading:

Winch, G.M. (2002) Managing Construction Projects: An information processingapproach. Oxford: Blackwell Publishing. ISBN 0-632-05888-9.

Edwards, B. (2005) The rough guide to sustainability. 2nd ed. London: RIBA. ISBN-

10: 1859461743.

Suggested reading:

Armor, D.A. and Taylor, S.E. (2002) When predictions fail: the dilemma of unrealisticoptimism in Gilovich, T., Griffin, D. and Kahneman, D. (eds.) Heuristics and Biases:The psychology of intuitive judgement. Cambridge: Cambridge University Press.ISBN-10: 0521796792.

Flybjerg, B. (2006) From the Nobel Prize to project management: getting risks right.Project Management Journal37:5-17.

Flybjerg, B. Bruzelius, N. and Rothengatter, W. (2003) Megaprojects and Risk: ananatomy of Ambition. Cambridge: Cambridge University Press. ISBN-10:0521009464.

Ive, G. J. and Gruneberg, S. L. (2000) The Economics of the Modern ConstructionSector. Basingstoke: Macmillan. ISBN-10: 0333626621.

Spencer, N.C. and Winch, G.M. (2002) How buildings add value for clients. London:Thomas Telford on behalf of the Construction Industry Council. ISBN-10:0727731289.




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ETHICS, GOVERNANCE & GLOBAL COMPETITION POLICY

Elective Module, MBA for Engineering Business Managers

NB for the purposes of this outline, Ethics & Governance are referred to as Parts Iand II and Global Competition Policy as Parts III and IV

Course Aims

- To introduce students to important moral and ethical issues that arise in thecontext of business activity;

- To critically evaluate the moral, social and economic environments withinwhich questions of business ethics are likely to arise;

- To develop the necessary critical reasoning and analytical skills.

The primary aim of this course is to provide a comprehensive and critical look at thehistory and the future of corporate governance issues based on a normative ethicalfoundation. This would include duties, moral rights and prima facie principles. Itwould allow candidates to evaluate the role of stakeholders (employee v theinstitutional investors); and to derive an ethical and fair code of governance. The aimis to enable the students to understand the importance of ethics in business and todevelop a governance framework.

Related to this aim is the re-working of the theory of the firm in terms of internalethical constraints (governance) and external threats from the degree of rivalry. Thisintroduces the role of competition policy and strategic antitrust; tools of analysis willbe introduced to evaluate how commercial decision-making can become more

compliant with the competition and antitrust principles and guidelines.

Learning Outcomes

The students will be introduced to principles of fairness, natural justice and ethics inbusiness; they will consider just wage and just price and be able to understand theoverlap between decision-making driven by the profit motive and ethical decision-making. Students will be able to define a corporation, evaluate EU, UK and USgovernance and ownership structures, compute the value of a corporation andexamine the role of the global firm. Governance structures will be constructed basedon ethical foundations; analysis of management decision-making will be conducted,determinants of competition compliance will be addressed and students will be able

to measure compliance in market analysis of business data. They will be able toconstruct a governance and ownership structure that gives stakeholders the optimalrole from the perspective of fairness (to maximise their contributions) and productivity(to maximise their future contributions).



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Course Content

Part I will develop the foundations of ethics in business, Part II will developgovernance principles and structures, Part III will review competition policy and law ina global context; Part IV will consist of the economics of competition policy andstrategic antitrust. Each part will be linked with the remaining parts in order to

establish a coherent methodology for the course.

Key drivers of the course content will include definition of the corporation,organisational form, contracting costs, principal-agent relationships, managementperformance, international governance codes (from the UK, Germany, Japan or theUS), mechanisms for encouraging ethical behaviour, evaluation of corporategovernance criteria, review of mergers, and the application of competition lawprinciples in different jurisdictions.

Pedagogical Method

A key driver in the delivery of this module is a case study centric workshop designed

in the format of moot courts for legal training. This would allow both sides in aparticular case to be articulated, arriving at a deduction based on principles of justiceand ethics.

A second driver will be access to the on-going debates in the academic literature, forexample, Harvard Business Review, financial journals, applied business journals,and government reports ala the UKs Cadbury and Higgs reports.


There are three principal areas covered by the module: ethics in business, corporategovernance and competition (antitrust) policy. The text on business ethics is

by Chryssides & Kaler, which provides an excellent review of the ethics in business,complimented by Monks & Minow, a leading (re-issued + CD of Enron case)governance textbook, ideal as a reference for national codes. In addition there areup-to-date support materials available on www.ragm.com andwww.patrickmcnutt.com. Units III and IV on antitrust and competition policy are standalone materials but supported by journal articles and case study materials. During theworkshop, 'live' cases are distributed and as part of the learning technology of thecourse, students are required to write ajustification essay in support of a particularethical position in each case

Required Textbooks

Chryssides, G & J. Kaler (1996): Essentials of Business Ethics McGraw Hill ISBN 0-07-707856

Monks, R & N. Minow (2004): Corporate Governance, 3rd Edition Blackwell ISBN1405116986

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Supplementary Materials

(a): Re-Issued Texts (but they presume prior knowledge)Monks, R & N. Minow (2001): Corporate Governance, Blackwell ISBN 0-631-22263-4

Machan, T & J. Chester (2002): Primer on Business Ethics Rowman & LittlechildPublishers NY ISBN 0-7425-1389-0

(b): Older Classics (excellent secondary reading)Shaw, W (1999): Business Ethics, 3rd Edition, Wadsworth PublishingJensen, M (2001): Theory of Firm: Governance & Organisational Form, HarvardUniversity Press

Ricketts, M (1994): The Economics of the Business Enterprise, HarvesterWheatsheaf

DeGeorge, R (1999): Business Ethics, Prentice Hall

Additional ReadingsGoyder, D (2000): EC Competition Law & Principles, Oxford University Press

Shaw, W & V. Barry (2000): Moral Issues in Business 8th Edition, Wadsworth

Blair, M (1995): Ownership & Control: Rethinking Corporate Governance for 21stCentury, Brookings Institute, US

Literature Search

Journal articles distributed as essential reading materials at Workshops- an excellentway to disseminate the new critical reasoning and arguments in this course. Units 1,2, 3 and 4 which are supplied. Please use www.patrickmcnutt.com at Lectures-on-Line and Workshop support.

Case Studies [choice will vary according to real time cases]Ethics & Governance: J&Js Code & Credo; ISO 9002 Accreditation; J&J and TylenolTragedy; Barings Bank Case; Enron; Sears Auto Centres Case; Salomon BrothersCase Study.

Competition: Nestle-Perrier Case; Airtours, GE/Honeywell, Microsoft andGencor/Lonhro.


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FINANCIAL ACCOUNTING

Core Module: MBA for Financial Managers and Finance Practitioners

Course Aims

Financial Accounting aims to develop an understanding of the content, role andusefulness of financial reports published by companies.

In addition to an introduction to the basic methods of accounts preparation andanalysis, the course seeks to develop active skills in the analysis, interpretation andidentification of useful financial information. The course will also provide a conceptualframework for the evaluation of company financial reports and the impact ofregulation, managerial motivation and economic consequences on the credibility andusefulness of published financial reports for assessing corporate financialperformance. International similarities and differences in accounting practices willalso be explored.

Though no prior knowledge of accounting is assumed, students are expected toprogress rapidly through the early stages of accounts preparation skills so as toconcentrate on the more substantive issues of analysis and interpretation. It isenvisaged that students should be sufficiently familiar with the fundamental concepts,terminology and techniques of financial accounting to prepare the accounts of asimple business and to analyse the financial performance of a major multinational

company.

Learning Outcomes

At the conclusion of this module students will be expected to be able to:

- Understand the financial statements of a typical PLC, whether it is domesticor internationally based;

- Be able to produce relatively simple Profit Statements, Balance Sheets andCash Flow Statements;

- Be able to interpret the Profit and Loss Account and Balance Sheets ofgroups of companies;

- Appreciate the significance and importance of Cash Flow Statements andtheir interpretation;

- Carry out a FULL Financial Analysis and Cash Flow Analysis of any companyother than Banks, Insurance Companies and Investment Trusts;

- Prepare a detailed cash flow forecast for a business;

- Understand overtrading, working capital management and sustainable growthrates.



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Course Content

The content of the module covers four units of study. This module assumes:

In Unit 1, no prior exposure to financial accounting and this introductory unit coversthe basic principles of financial accounting such as accruals/matching concept, goingconcern, prudence, consistency, asset valuation etc. The basic format of profit

statements, balance sheets and cash flow statements are also highlighted. The maindrivers of profit recognition are also discussed in the form of stock valuation,depreciation of fixed assets and the treatment of research and development costs.

This unit also considers the sources of authority influencing financial statements andthe requirements for good financial data.

The second unit builds on the groundwork of Unit 1 and focuses heavily on thefinancial statements of larger public companies. The major topics are segmentalanalysis, the reporting of financial performance and earning per share, taxation infinancial statements, cash flow statements and their interpretation and the limitationsof historic cost statements and the major alternatives available for companies to

adopt.

The third Unit is the workshop unit where students will draw on knowledge gainedfrom Units 1 and 2 and apply this to an examination of both the conventional financialanalysis of a typical business as well as a cash flow analysis of the same firm. Therewill be a detailed analysis of working capital and overtrading situations.

The final Unit will consider, in great depth, business combinations, groups ofcompanies and consolidated financial statements. The treatment of the following willalso be important:

- Goodwill and other intangibles in the form of brand names;- leased assets;

- todays topical issue of pension fund accounting;- Associated companies and joint ventures.

Pedagogical Method

Each unit of the written Study Guides, that is Units 1, 2 & 4, steers students throughthe two main text books and for each of these Study Guides there is a whole seriesof practice questions for students to answer. Each Unit is accompanied with fullyworked solutions to these questions.

Unit 3, the workshop, involves some additional direct teaching and a whole range ofcase studies and past examination questions that are all fully worked on, in class, byall the students.

The assessment for this module is 50% of the grade on a three hour open bookexamination and the other 50% based on performance in the assignments.

Learning Resources DetailsUnits 1, 2 & 4 are catered for by way of dedicated Study Guides, Workbooks andsolutions manuals. These are based around two major text books that are suppliedwith this Module.

The two major text books are:



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Atrill & McLaney, Financial Accounting for Decision Makers, 4th edition, PrenticeHall, ISBN: 0273-70364-1. This will keep students afloat for the first 6 weeks of theModule.

Elliott and Elliott, Financial Accounting and Reporting, 9th edition, Prentice Hall,ISBN: 0273 688472.

This book supplies all the detail on accounting theory, accounting standards etc.

Students need to cover all the indicated reading from both texts.

In addition, the following texts are recommended for those who wish to delve furtherinto the exciting (?) world of accounting and financial analysis:

Smith, Accounting for Growth, 2nd edition, Random House. ISBN 0712675949

The second edition of an earlier and very successful report into the practice ofcreative accounting in UK firms. This book documents cases of creative application

of accounting principles and provides suggestions for spotting abuse.

Palepu, Bernard and Healy, Business Analysis & Valuation, Text and Cases,Southwestern Publishing. ISBN 0324015658

This is an American text, and for students who expect to work in an internationalcontext which uses American or international accounting principles this text mayprove useful. Its focus is on financial analysis rather than accounting rules

Rees, Financial Analysis, 2nd edition, Prentice Hall. ISBN 0132882833

A capital markets and finance theory perspective on accounting numbers and

financial analysis.

Holmes & Sugden, Interpreting Company Reports & Accounts, 8th edition, PrenticeHall, ISBN 0273655922

Mulford & Comiskey, The Financial Numbers Game, 1st edition 2002, Wiley, ISBN0471370088

This is an in depth study of how creative accounting is practiced and how to spotmanagement playing this game.




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FINANCIAL ANALYSIS

Elective Module: MBA for Engineering Business Managers, MBA for FinancialManagers and Finance Professionals

Course AimsOn completion of this module students should be familiar with, and be able to apply,a framework for business analysis and valuation using financial statement data in aninternational context. They should also be able to appreciate the potential pitfalls ofusing financial statement data in isolation and have learned strategies to deal withthis, as far as this is possible.

Learning Outcomes

To create an advanced understanding and high level of practical competency in:

- The analysis of reported financial information focusing on the issues of value

relevance and earnings quality.

- Relevant financial theory and modelling including the estimation of therequired rate of return, the analysis of real options and the valuation ofbusiness firms.

- To create an understanding of international trends in Corporate Governanceand a high level of skill in the analysis of corporate governance complianceand financial risk assessment.

Course Content

Unit 1: In this unit we explore the analytical basics of financial analysis consideringkey elements of finance, the process of value creation and the structure ofaccounting information. The topic material draws together two themes, the financialand the accounting, to create an integrated understanding of the reporting processand the methods by which value is created.

Unit 2:In this unit we explore the mechanics of value creation and its measurement.In particular you will learn how to value businesses of different types and themethods for assessing the quality of reported information. A particular feature of ourstudy in unit 2 is the valuation of companies for the purposes of merger oracquisition.

Unit 3 (workshop): In this intensive workshop we work through a small number ofcorporate cases exploring the way those companies report, the value of theenterprise, the quality of their financial statements and their likely future performance.During the workshop we will also explore the valuation of start up and hightechnology enterprises and the use of real options methodologies in their valuation.

Unit 4: In this final unit we round out your study by examining some advancedaccounting analytics, methods of risk assessment, compliance testing andgovernance issues.



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Pedagogical Method

The course is delivered by distance learning with a 3 day intensive taughtworkshop. The distance learning element of the course follows a 16 week study cyclewith a detailed learning plan week by week.

The first two modules provide introductory and preparatory material which builds to

the workshop. In the workshop this theory is applied to major practical case studiesinvolving the application of the full process to live company situations. The aim of thisis to deepen the theory through application, and to challenge any preconceptions thatyou may have over this process.

Learning Resources Details

Required Reading:Palepu K, Bernard V. and Healy P., (2000) Business Analysis and Valuation usingFinancial Statements 2nd edition, International Thomson, ISBN: 0-324 118945

Ryan, Bob (2006) Corporate Finance and Valuation, Thomson Learning.

International Thomson, ISBN: 987 1 8448002715

Clarke T, (2004) Theories of Corporate Governance, Routledge ISBN: 0415 323088

Supplementary:Penman, S.H., (2004) Financial Statement Analysis and Security Valuation, McGrawHill

Ryan, Bob (2004) Finance and Accounting for Business, Thomson Learning.

If you are not thoroughly familiar with the basic principles of financial accounting thenthe first five chapters of this book will provide you with a crash course in how to

prepare and analyse accounting statements.

Ernst and Young, (2005), Generally Accepted Accounting Practice -- underinternational financial reporting standards, global addition 1, LexisNexis Press

This monster text contains within it almost everything that you would need to knowabout financial accounting under the International financial reporting system. It is notnecessary for you to purchase a copy of this book, however you may be able topersuade your employer or your local university library that this is the sort of bookthey should have on their shelves. It weighs several kilos so do lift it with some care!

Corporate governance is an important issue which impacts upon the reportingfunction. You should find the following books useful:

Keasey, K., Thompson, S., and Wright, M., (2005) Corporate Governance accountability, enterprise and international comparisons, Wiley, London

Solomon, J., and Solomon, A., Corporate Governance and Accountability, Wiley,Chichester, England.




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FINANCIAL MANAGEMENT

Core Module: MBA for Engineering Business Managers

Course Aims

This course is designed to give the student a broad grounding in the financialdisciplines appropriate for running a business or significant section within a firm.

The course will give an understanding of how the financial disciplines integrate withthe strategic, market, operational and human dimensions of the business.

The course gives a broad appreciation of how the financial markets operate and thesignificance of those markets for the firm and its stakeholders.

Learning Outcomes

By the end of this module, students should:

- Understand the role of financial accounting and its support systems.Be able to interpret a set of published accounts and make forecasts of nearterm outcomes.

- Be able to report the significance of business decisions across a set offinancial accounts.

- Be able to identify the main classes of cost and revenues and make decisionsconcerning opportunities and output.

- Have an understanding of the concepts of return, risk, arbitrage and efficiencyin a market context and be able to describe and discuss the limitations of theprincipal return generating models.

- Be able to calculate standard investment decision metrics: NPV, IRR, MIRR,Payback, discounted payback, profitability index, ARR, differential rate ofreturn and be able to make judgements as to their appropriate use.

- Be able to undertake a limited assumption valuation of a quoted companyusing company, market and economic data.

Course Content: Brief description

Unit 1 Section 1: Introduction to course and financial management.Unit 1 Section 2: Accounting for the small business.Unit 1 Section 3: Principles of financial accounting and accounting for companies.Unit 1 Section 4: The analysis of accounting information.Unit 1 Section 5: Exercise in financial policy modelling.Unit 2 Section 1: The principles of cost and revenue measurement.Unit 2 Section 2: Cash forecasting, business planning and management control.Unit 2 Section 3: Cost management and pricing.Unit 2 Section 4: The management of working capitalUnit 4 Section 1: Investment appraisal.Unit 4 Section 2: The nature of financial markets.Unit 4 Section 3: Accounting and financial markets.



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Pedagogical Method

Week by week study programme.

- Distance learning using study guides and core text.

- Each section of study reinforced by multiple choice questions to testknowledge and longer questions to test understanding.

- Multiple case work using relevant companies and live data.

- Online query answering.

- Workshop reinforcing key learning areas across all elements of the course.

- Assessment through two project based assignments and a workshopassessment of key skills.

- Final examination covering a syllabus wide spectrum of knowledge andevidence of integrated and experience based learning.


Three study guides consisting of substantial learning resource including workedexamples across key skills.

Core text:

Ryan, R.J., (2004) Finance and Accounting for Business, International ThompsonPress ISBN 1-86152-993-7

Supplementary Reading:

Atrill, P., and McLaney, E., (1999) Financial Accounting for Non-Specialists, PrenticeHall International ISBN 0-273-64632-X

Arnold, G., (1998) Corporate Financial Management, FT/PitmanISBN: 0-273-65418-X

Merton R.C., and Bodie, Z., (1998) Finance, Prentice Hall Inc, New Jersey ISBN 0-13-310897-C

Paterson, R., Wilson, A., and Davis, M., (2002) UK and International GAAP, 7thEdition, Butterworths, London. ISBN 0-406-94552-7.

Ryan, R.J., (2000) Strategic Accounting for Management, International ThompsonPress. ISBN 0-1861-524625

Stern, J.M., and Chew, D.H., Eds, (2003) The Revolution in Corporate Finance,Blackwell, ISBN 1-40510-781-2




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HUMAN RESOURCE MANAGEMENT

Elective Module: MBA for Financial Managers and Finance Professionals

Course Aims

Human Resource Management draws heavily on economics, sociology andpsychology to provide a series of frameworks and techniques for managing people inorganisations. This broad-ranging course reviews some of the latest thinking in HRMand applies it to key policy areas such as strategy and culture.

Learning Outcomes

On completion of this module students will have an understanding of the underlyingprinciples and practices of HRM, but more importantly will be able to assess andcomment critically on their potential for achieving competitive advantage. Studentswill:

- Have an overview of the concepts and vocabulary of HRM;

- Understand the main models, systems and frameworks for understanding HRissues and their influence on managers in different settings;

- Analyse the role of key HR systems and procedures relating to, for example,recruitment, selection, reward, appraisal and training;

- Appreciate the relationships between HR issues and other aspects oforganisations, especially culture and change, and organisational strategies.

Course Contents

The course covers:

Human Resource Management and Recruitment and Selection ProceduresThis unit covers a range of issues and techniques associated with generating anapplicant pool and selecting appropriate recruits. It also reviews important associatedconcepts such as job analysis, labour markets and the legal framework in whichthese activities take place.

Performance and RewardThis unit deals with theory and practice of performance appraisal and total

compensation. A variety of methods for effective performance appraisal andappropriate compensation of staff are reviewed. The issue of performance relatedpay, and the theory of motivation which underpins it, is considered in some detail.

Managing a WorkforceThis unit is the taught workshop and takes crucial topics in HRM and deals with themfrom both practical and theoretical perspectives. Issues such as organisationalculture, change management and negotiation skills are tackled using a series of casestudies and role play exercises.



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Developing a WorkforceThis unit is centrally concerned with management development and training. How toassess training needs, types of training and development, training methods, the prosand cons of training and learning principles are all discussed.

Pedagogical MethodsThe module is delivered in three self study units with a taught workshop. It isassessed by means of two assignments and an examination.

Learning Resource DetailsThe module has two set textbooks which are required reading:

McKenna and Beech Human Resource Management: a concise analysis, PearsonISBN 0273 65510 8

Brown, Andrew (2nd

edition) Organisational Culture, Pearson ISBN: 0273 63147 0




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HUMAN RESOURCES

Core Module: MBA for Engineering Business Managers

Course Aims

This module has a number of aims. The first is to provide students with an overviewof human resource management - its scope and context. The second, to givestudents an understanding of typical recruitment and selection procedures and theissues involved in their formulation and implementation in organisations today.Thirdly, to provide students with the knowledge and opportunity to examine some ofthe complex issues involved in reward and compensation. In particular, both the needfor a systematic approach to reward, and the value of adopting an integratedperspective on human resource management which links it to the whole oforganisational life. Next the unit aims to provide students with an overview of somecrucial issues in managing a workforce: change management, training andInternational Human Resource Management.

Learning Outcomes

After completing the half-module students should be able to:

- comprehend the scope and context of human resource management andhave an understanding of key terms, concepts and practice;

- understand the main processes involved in recruitment, including jobanalysis, identification of relevant labour markets, recruiting methods, draftingan advertisement and the increasing statutory and legal requirements for

equal opportunities;

- understand the main processes involved in selection, including how to devisea selection procedure, short-listing, interviewing, testing, making a decisionand offering employment, and methods of assessing recruitment andselection procedures;

- understand the main issues in compensation including both direct and indirectrewards, theories of motivation, job evaluation, incentives and performance-related pay and fringe benefits;

- understand some of the main concepts in change management, includingforce field analysis, organisational diagnosis, resistance, OD interventions,and transformational leadership;

- understand what training is, why it is important, the relationships it enters intowith other HRM functions, the costs and benefits associated with training, themethods involved in the assessment of training needs and the identification oftraining objectives;

- Be aware of the issues involved in the management of international humanresources.



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Course Content

Within this half-module students are introduced to the most important current issuesin people management and a basic understanding of the key human resourceprocesses - recruitment, selection, compensation, training and development andtheir relationship with organisational culture and strategy development. The half-module is divided into two single credit sections:

Managing Individuals -This section provides students with the knowledge tocomprehend the scope and context of human resource management and have anunderstanding of key terms, concepts and practices. It explores the main processesinvolved in recruitment and selection; including job analysis, identification of relevantlabour markets, recruiting methods, how to devise a selection procedure, short-listing, interviewing, testing, making a decision and offering employment, andmethods of assessing recruitment and selection procedures. Finally, this sectioninvestigates the main issues in compensation including both direct and indirectrewards, theories of motivation, job evaluation, incentives and performance-relatedpay.

Managing the Workforce - The aim of the second credit section is to provide anoverview of the concepts, practices and issues in managing a workforce. The firstpart provides some of the main concepts in change management, includingorganisational diagnosis, resistance, OD interventions, and transformationalleadership. The key concepts and practices of training and development are thenexplored - what training is, why it is important, its relationship to other HRM functions,costs and benefits, assessment of training needs and the identification of trainingobjectives. Finally, this section explores the growing human resource managementarea of international workforce management.

This half-module is assessed by one coursework assignment of approximately twothousand words. The assignment will require students to demonstrate knowledge of

an area of human resource management literature and illustrate their understandingthrough its application to an organisation/s with which they are familiar.

Pedagogical Method

This module is taught solely through distance learning.

Learning Resource Details:

The module has two set textbooks which are required reading:

McKenna and Beech Human Resource Management: a concise analysis, PearsonISBN 0273 65510 8

Brown, Andrew (2nd edition) Organisational Culture, Pearson ISBN: 0273 63147 0




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INFORMATION TECHNOLOGY MANAGEMENT

Elective Module: MBA for Engineering Business Managers, MBA for FinancialManagers and Finance Professionals

Course Aims

The aim of this course is to provide students with a thorough understanding of themanagement issues associated with the planning, development and implementationof IT systems in organisations. It will focus on key IT trends including e-business, thebusiness applications of IT, and the organisational implications of new technologies.This is a management course not a technical one and as such it requires no previousIT expertise or knowledge.

Learning Outcomes

On completion of this course the student should be able to:

- critically examine various theories of IT development;

- understand the organisational implications of IT;

- apply techniques learned on the course to the individuals future workingenvironment;

- understand the business applications of IT;

- Evaluate the strategic impact of new information technologies such as the

Internet on companies, industries, markets and individuals.

Course Content

This course is designed to give students an appreciation for the management issuessurrounding the development and use of information technology (IT) in organisations.Its focus is on the strategic impact of new information technologies, such as theinternet on companies, industries, markets and individuals, and the managerial andorganisational issues raised. The module considers key IT developments, IT forcompetitive advantage, business process and business network redesign, and theimpact of the internet in the creation of electronic markets, new market networkstructures and virtual corporations.

Pedagogical Method

This module will be taught over a three day block through a mixture of lectures,discussion, case study work, readings, and group and individual exercises. Studentswill work in teams for the duration of the workshop. These teams will work together inanalysing case studies, developing strategies and making presentations to the rest ofthe class on their findings. In order to reflect the world of strategy in organisations,the course will be demanding in terms of workload, intellectual stretch, decision-making under pressure, uncertainty, and pace. It should also be rewarding, inspiringand fun.



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Methods of Assessment

50% by continuous assessment, two assignments of between 2000 and 3000 words.

50% formal examination based on an analysis of a case study.


Required ReadingPearlson, K. (2003) Managing and Using Information Systems John Wiley ISBN: 0-471 346446

Recommended ReadingDavenport, T and Prusak, L. (1998) Working Knowledge HBS Press, ISBN 0-87584-655-6

Ward, J. & Peppard, J. (2002) Strategic Planning for Information Systems, ThirdEdition, John Wiley & Sons Ltd., Chichester, ISBN 0-470-84147-8

Turban, E. et al (2002) Electronic Commerce 2002: A Managerial Perspective,International Edition, Pearson Education Inc, Upper Saddle River, New Jersey, ISBN0-13-098425-6

SupplementaryOBrien, J. A. (2004) Management Information Systems: Managing InformationTechnology in the E-Business Enterprise, 6th (International) edition published byMcGraw-Hill, New York, ISBN 0-07-121498-4

Chaffey, D. (Editor), Bocij, P., Greasley, A., Hickie, S. (2003) Business InformationSystems: Technology, Development & Management for the E-Business, 2nd Edition,FT/ Prentice Hall, Pearson Education, 2003, ISBN 0 273 655540 X

Beynon Davies, P. (2002) Information Systems: An Introduction to Informatics inOrganisations, Palgrave, Bath, ISBN 0-333-96390-3

Laudon, K. C. & Laudon, J. P. (2002) Management of Information Systems:Managing the Digital Firm, Prentice Hall, Upper Saddle River, New Jersey, ISBN 0-13-033066-3




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INTERNATIONAL BUSINESS STRATEGY

Core Module: MBA for Engineering Business ManagersElective Module: MBA for Financial Managers and Finance Professionals

Course Aims

This courses main aim is to enable students to understand opportunities andenvironmental constraints commonly encountered in an international businesscontext, and adapt responses to suit these opportunities and constraints.

Learning Outcomes

Over the course of the three units and workshop, the student will:

- Develop a critical perspective to the application of management policy, so thatthey may adapt or improvise solutions to contextually complex problems;

- Recognise the sources of opportunities and threats in national or regionalmarkets;

- Develop and adapt market entry strategies that are cognisant of theobjectives of all constituents;

- Understand the sources of political risk, the interrelationship of business andpolitical risks, and develop abilities to avoid or mitigate risk both before andafter the firm has committed to an investment decision;

- Develop a broad understanding of issues related to corruption in international

business;

- Learn to incorporate national, organisational and disciplinary culture into acoherent and deliberate problem solving approach;

- Understand the economics of globalisation, as well as the pressures for localadaptation of products and services;

- Learn to adapt business unit and corporate strategies to account for global /local conditions.

Course Content

International Business Strategy is an interdisciplinary course that draws uponmaterial from international economics, strategic management, internationalmarketing, organisational behaviour, organisational theory and political economics. Itdraws upon the organisational learning of international firms that have bothsuccessfully and unsuccessfully transformed themselves from domestic tomultinational organisations, but it also provides lessons for executives in nationally-focussed firms that are suppliers or customers of multinationals.



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Pedagogical Method

The course uses a combination of theory and case-based learning. Using a well-regarded textbook as a resource, supplemented by many readings, the courseprovides the student with a broad overview of the key issues facing internationalbusinesses. In each unit, and especially during the workshop, the student will have to

deal with case problems drawn from a broad selection of multinational firms.Developing problem solving skills is the main focus of the workshop and group workis used to encourage students to share experience as well as problem-solving skills.All assignments are case-based, as is a substantial part of the final examination.


TextbookA custom produced textbook is provided for this course.




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INTERNATIONAL FINANCE

Elective module: MBA for Financial Managers and Finance Professionals

Course AimsThis module has two key aims:

1) to enable students to understand the dynamics of international financialmarkets; and2) provide them with analytical tools to evaluate the international finance issues

that businesses face.The increasing globalisation of trade and capital has created volatile currencymarkets and uncertainty in the international financial system. In parallel to thesedevelopments companies witness a rapid increase in the number of innovations atinternational money and capital markets. Therefore todays managers need to beequipped with necessary analytic al tools to deal with these changes. This modulewill first study the structure of international financial systems and markets and thenexamine the models that explain foreign exchange and interest rate movements.Next, identification and management of risks that arise from international financial

transactions will be covered. Finally the topic of international capital budgeting, realoptions and international company valuation will be covered.

Learning OutcomesAt the end of this course the students will:

- Understand how international money and capital markets work;- Assess models explaining the relationships between international interest rates and

foreign exchange rates;- Evaluate the cost and risk implications of raising funds in international financial

markets;

- Assess the risks involved in international financial transactions; i.e. foreignexchange and interest rate risks;

- Understand how international derivatives markets for instruments such as swaps,options and futures work and how such derivative instruments are used in riskmanagement;

- Have working knowledge of international capital budgeting, real options andinternational company valuation;

- Have a framework to develop a critical perspective on valuation and riskmanagement tools.

Course ContentThe course covers the following:

1. International Financial System:a. Exchange rate systemsb. Exchange rate determinationc. International money and capital markets.

2. International Borrowing and Investment Decisions;3. Identifying and Managing Risks in International Finance:

a. Foreign exchange risk and management;b. Interest rate risk and management;c. International derivative markets.

4. International Valuation

a. Investment appraisal;b. Company valuation;c. Real options.



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Pedagogical Method

This module is taught as study guides together with a workshop with case studies.

The first assignment is a case study that will assess the students on the contents of

Unit 1 with emphasis on foreign exchange rate determination and raising finance ininternational markets. The workshop will be a mixture of lectures and group work oncase studies. The second assignment will be based on the topics that are covered inthe workshops, which is a case study on international company valuation.

Required Reading

Clark, Ephraim International Finance2nd ed, Thomson, 2002

Recommended Reading

Valdez, S An Introduction to Global Financial Markets3rd ed, Macmillan, 2000

Walmsley, J International money and foreign exchange marketsJ Wiley, 1996

Supplementary Reading

Aliber, RZ The new international money game6th ed, Macmillan, 2000

Buckley, A International Investment Value Creation and AppraisalCopenhagenBusiness School Press, 1998

Knight J and Satchell S Forecasting Volatility in the Financial MarketsButterworthHeinemann, 2002

Lore, Marc and Borodovsky, Lev (eds) Financial Risk ManagementButterworthHeinemann 2000

Pollio, G International Project Analysis and FinancingMacmillan 1999

Journals

Corporate Treasurer, Euromoney, Financial Analyst Journal, Financial Executive,Financial Management, Journal of Money, Credit and Banking, Journal ofMultinational Financial Management, The European Journal of Finance, Journal ofRisk and Insurance, Journal of International Money and Finance




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INVESTMENTS AND PORTFOLIO MANAGEMENT

Elective Module: MBA for Financial Managers and Finance Professionals

Course Aims

This module is designed for those who are interested in how the various financialinstruments which make up the Money and Capital Markets work and how portfoliomanagers combine these assets to gain required risk / return objectives. Settingportfolio objectives, calculating portfolio performance and using derivatives to hedgerisk are also covered.

Learning Outcomes

On completion of this module students should be able to:

- Describe characteristics and valuation of the financial instruments and showthe contribution which particular assets can be expected to make to portfolioperformance;

- Understand the calculations involved in benchmarking risk, return, growth andvolatility;

- Discuss investor objectives and the way in which different client objectivescan be measured and matched to investment performance;

Course Content

- The investment background and portfolio management principles;

- The key instruments and their management;

- Derivatives, portfolio protection and performance measurement.

In addition the module aims to:

- Provide an understanding of stock selection and market timing and how thiscontributes to portfolio management;

- Provide guidelines on monitoring and updating portfolios within the overall

allocation strategies;

- Understand portfolio diversification and how globalisation might help toachieve improved performance;

- Understand portfolio insurance and protection and how they can be achieved;

- Cover developments such as the growth and activity of hedge funds.



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Pedagogical Method

This module is taught through three self study modules and a workshop.

Pre-requisites:

Anyone who takes this module should have completed a degree level Corporate

Finance course. It is worth mentioning that this course does cover the FinancialInstruments and therefore should help those who go on to take Treasury, ForeignExchange and Trade Finance. With Investment Analysis and Portfolio Managementthe perspective is the investors, whereas for Treasury Operations and ForeignExchange the perspective is the corporate user.

Learning Resources Details

Required readingReilly, F and Brown, K Investment Analysis and Portfolio Management (8th edition),Thomson ISBN 0-324-40589-8.

In addition, there are 3 workbooks with accompanying study questions and answers.




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LEADERSHIP

Elective Module: MBA For Engineering Business ManagersElective Module: MBA for Financial Managers and Finance Professionals

Course Aims:

To provide a sound basis of understanding of leadership ideas from its earliestbeliefs to the present day.

To explore contemporary challenges to leaders including concepts of distributedleadership, ethical leadership, fifth-level leadership, charismatic and transformationalmodes, and creative leadership.

To provide opportunities for the study and application of leadership principles

To support development of leadership capabilities

Learning Outcomes

Participants will have gained a thorough understanding of theories of leadership andhow they may connect with practical issues.

They will be able to examine leadership situations in their work, and in contemporaryorganizational situations, and analyse them more deeply applying skills of map-reading, map-making, and map-testing.

They will also be better able to understand and apply the skills of creative leadershipto practical effect as team leaders and team members.

Course Content

The conventional and traditional views of leadership might be seen as founded onassumptions about how a special sort of person exercises influence over others. Itdeals with the characteristics of the leader permitting exercise of control. Thecontent provides the basis for critical reflection and permits the development of apersonal approach.

Unit 1: The Foundation ModuleThis unit will cover the following:- The Weberian treatment of charisma, leadership authority, and control in pre-

modern groups;- Trait theories of leadership;- Situational leadership;- Project leadership;- Strategic leadership;- New leadership and transformational change;- Leadership and vision;- Post-heroic models (distributed leadership; fifth level leadership; dysfunctional

leadership)



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Unit 2: Creative Leadership (Workshop).The workshop is based on the standard workshop using the approach developed atMBS. This has been provided to Universities and Organizations around the worldand modified for this programme in the Module 2 materials, and developed fromCreativity and Problem Solving at Work (Rickards); Handbook for Creative TeamLeaders (Rickards & Moger). The Team factor Inventory is reported in Rickards,Chen & Moger (200-).

Unit 3: Contemporary Issues and DilemmasThe final unit is designed around a series of contemporary issues which participantsare encouraged to address and relate to personal development needs. They include:

1. Leadership journeys, stories and maps;2. Born or made? Dilemmas of destiny and development;3. Dilemmas of coordination and boundaries in project team leadership;4. The magic of leadership: charisma and its redress;5. Shared meanings and why myths matter: the power of the symbolic;6. Trust, rationality and freedom;7. Do strategic leaders matter?8. Dilemmas of gender and diversity;

9. Nice guys lose dont they? Ethical dilemmas;10. Emerging issues and dilemmas.

The foundation elements are extended and restructured in the chapters of the coursetext book Dilemmas of Leadership. Each chapter indicates additional materials, ofvalue in specific student assignments, and which will be required study to optimizelearning.

Pedagogical Method

The programme places emphasis is on personal development through personalised

study of materials with emphasis on connecting theory with practice. The approachencourages participants to study the principles of leadership as embedded inknowledge systems or cognitive maps. Thus students develop skills at map-reading,(becoming familiar with the embedded knowledge systems) then of map-testing(developing skills that critique the knowledge systems) and of map-making (reflectivedevelopment of personalised knowledge systems).

The overall approach is based on The Manchester Method which originated atManchester Business School where it has supported business developmentprogrammes for many years. The approach promotes learning from practicethrough engaging participants in business projects (living cases) and throughencouraging the map-making processes which connects theory with practice.

Of particular importance is the workshop which will be highly practical, with teamstacking realistic and real-life tasks. The team-processes and outcomes areexamined to support learning from practice of facilitating creative results as teamleader and team members.



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Methods of Assessment

(1) Summary of team project in workshop (2000 words) 25%(2) Presentation of team project (impact, coherence, imagination) 25%(3) Examination 50%

Absence from the workshop can be compensated through

(1) a report of personal project illustrating a current leadership situation (1500 words)25%(2) a critical evaluation of a leadership text which will be provided by the course tutor

(1000 words) 25%

Learning Resource Details:

Required Reading:

Dilemmas of leadership, Tudor Rickards & Murray Clark, Routledge, Oxford, 2005

http://leaderswedeserve.wordpress.com/Website for posts on leadership concepts and case organizations

Back-up texts

To be provided


http://leaderswedeserve.wordpress.com/http://leaderswedeserve.wordpress.com/http://leaderswedeserve.wordpress.com/


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LAW & ETHICS IN GLOBAL BUSINESS

Elective Module: MBA for Engineering Business Managers

Course Aims

The best executives know that law and ethics are important, yet many executives are

not effective at incorporating law and ethics into their decisions and organisations.Many executives conduct business globally, yet only a few understand law and ethicson a global basis. This module aims to address these issues.

Learning Outcomes

On completion of this module students will be able:

- To use the law to facilitate business operations;

- To comply with government regulations;

- To incorporate law and ethics into their business decisions; and

- To integrate law and ethics into the organisations they lead.

Course Content

The module covers the following topics:

- Important Legal Facilities: Using the law to facilitate business operations;

- Government Regulation: Complying with Government Regulations;

- Incorporating Law and Ethics into Business Decisions (workshop element);

- Corporate Governance: integrating Law and Ethics into the organisations youlead.

Pedagogical Method

Units 1, 2 and 4 are taught by distance learning with Unit 3 taking the form of a

workshop. The module is assessed by means of a set assignment, a groupassignment at the workshop and a final examination.


The following is required readingLaw & Ethics in Global BusinessBrian Nelson (1st Edition); Bridge; ISBN 0 41537779X




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MAINTENANCE STRATEGY

Elective Module: MBA for Engineering Business Managers

Course Aims

This module explains the purpose of maintenance within an organisation and reviewsthe historical development of its principles and techniques. It shows how a structuredand logical approach to the formulation of an all-embracing strategy for maintainingcomplex industrial plant can be developed.

Learning Outcomes

On completing this module students will be able to:

- Apply basic analytical techniques that have proved valuable in solvingpractical maintenance problems;

- Understand basic management principles and techniques;

- Be able to discriminate between modern condition monitoring techniques; and

- Develop a logical approach to the formulation of maintenance strategy in theirown organisations.

Course Content

The module covers:

Analytical techniques: plant acquisition policy and maintenance life-cycle costs; amethodology for understanding the industrial maintenance function; modellingindustrial plant process flow diagrams.

Management Principles and techniques: maintenance objectives and decisionmaking; principles of preventive maintenance: definition of a plain item,maintainability diagrams; models for optimising the balance of preventive andcorrective work.

Modern condition monitoring techniques: definitions of operation-to-failure; fixed-time-maintenance; condition-based maintenance; selection of the best maintenance

procedure in the light of cost and safety factors.

Formulation of maintenance strategy: assembling the procedures into a life plan for aunit of plant; the top-down bottom-up (TDBU) approach to the formulation ofmaintenance strategy; reliability-centred maintenance its uses and its limitations;industrial case studies.



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Pedagogical Methods

Units 1, 2 and 4 of this module are taught by distance learning with Unit 3 being theworkshop module. It is assessed by means of two set assignments and anexamination.


Required:Moubray John, Reliability Centred Maintenance, 1997.

Wheelhouse P., Cost-Effective Maintenance Management (unpublished) (attached)

Recommended TextsWoodhouse, John, Managing Industrial Risk, Chapman & Hall, 1993.ISBN 0-412-47590-1

Other useful texts referred to in the unit:

British Standard BS 3843-3:1992 Guide to terotechnology (the economicmanagement of assets). Guide to the available techniques.

British Standard BS 3811: 1993 Glossary of terms used in terotechnology.British Standard BS 5760 5: 1991 Reliability of systems, equipment andcomponents. Guide to failure modes, effects and criticality analysis (FMEA andFMECA). Other sections of BS 5760 are also useful.

Drinkwater, 'An Economic Replacement Model, Operational Research Quarterly Vol18 No 2 1967.

Green & Bourne, Reliability Technology, Wiley-Interscience, 1972.

Kelly, Anthony, Maintenance Strategy Butterworth Heinemann (1997). ISBN 0750624175Kelly, Anthony, Maintenance Organisation and Systems, Butterworth Heinemann1997. ISBN 0750 636033

* Lees F.P. Loss Prevention in the Process Industries, Butterworth Heinemann,1996.

Moubray, John, RCM II Reliability Centred Maintenance Industrial Press, 2001.

Nowlan & Heap, Reliability Centred Maintenance, US Library of Congress, 1978.

Smith D.J. Reliability, Maintainability and Risk 6th ed. Butterworth-Heinemann,2001.



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Web references: General maintenance/engineering sites which contain libraries orarticles

http://www.eevl.ac.uk/

http://www.maintenanceresources.com/http://www.reliability.com/http://www.icoms.org.au/

Note: All British Standards are available online from the library websitehttp://rylibweb.man.ac.uk/by selecting Electronic Resources then Databases thenBritish Standards Online. Athens username required.

*Text books marked with an asterisk * are available as e-books from the library

website by selecting Electronic Resources then E-books.Back to Module Matrix

http://www.eevl.ac.uk/http://dowindowopen%28%27http//www.maintenanceresources.com/ReferenceLibrary/ezine/tpmcasestudy.htm','new_frame','width=600,height=420,menubar=1,toolbar=1,scrollbars=1,status=1,location=1,resizable=1,resizable=1',0)http://www.reliability.com/http://www.reliability.com/http://www.icoms.org.au/http://www.icoms.org.au/http://rylibweb.man.ac.uk/http://rylibweb.man.ac.uk/http://www.icoms.org.au/http://www.reliability.com/http://dowindowopen%28%27http//www.maintenanceresources.com/ReferenceLibrary/ezine/tpmcasestudy.htm','new_frame','width=600,height=420,menubar=1,toolbar=1,scrollbars=1,status=1,location=1,resizable=1,resizable=1',0)http://www.eevl.ac.uk/


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MANAGEMENT & ORGANISATIONAL BEHAVIOUR

Core Module: MBA for Financial Managers and Finance Professionals

Course Aim

The course aims to connect the students practical experiences gained in theirworking lives with the concepts and models developed by academic researchers.This helps the students to understand their organisations and, at the same time,enhances their ability to manage work responsibilities rather than merely react tochanges and agendas developed by other people in their, and other, organisations.

The course also emphasises the cultural differences which exist between societiesand their effects on behaviour.

Learning Outcomes

On successful completion of the course students will be able to:

- Understand the processes of learning, personality, communication,perception, motivation and group membership;

- Assess the usefulness of different managerial strategies to influenceindividuals and groups in order to achieve personal, work-group ororganisational objectives;

- Understand the main elements of organisational structure;

- Assess the extent to which the design of a successful organisational structureis dependent upon the characteristics of top managements strategic choices;

- Evaluate the effectiveness of the main Organisational Developmenttechniques as solutions to particular kinds of problem;

- Reflect on the key elements of corporate culture and understand how theycan be managed in order to maximise organisational performance;

- Compare and contrast different theories of leadership and management style,and identify the conditions when particular styles are effective;

- Understand organisational processes of decision making, conflict resolutionand power and politics.

Course Content

Unit 1: Individuals and Groups. This gives an overview of the complex set ofinterrelationships between individuals and groups. The unit covers the followingtopics in detail: learning, personality, communication, perception, motivation, groupformation and individuals in groups.



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Unit 2: Structural influences on behaviour. This gives an overview of the ways inwhich an organisation can influence the behaviour of its members. The unit coversthe following topics in detail: structure, technology and behaviour, traditional workdesign, elements of structure, early organisational design and organisational strategyand design.

Unit 3: Organisational Change and Development. This unit presents an overview ofthe changes affecting organisations and the techniques available to manage theseprocesses. The unit covers the following topics in detail: a changing world;organisational development; organisational change; organisational culture andtechnology as a trigger of change.

Unit 4: Management and Organisational Effectiveness: this unit presents an overviewof the ways in which organisations are directed and controlled. The unit covers thefollowing topics in detail: leadership and management style; decision making; conflictand power politics.

Pedagogic Method

The course is assessed through a combination of coursework and examination.There are two pieces of written coursework, which are designed to combine thestudents day to day work experiences with the academic models and theoriesintroduced in the course. The challenge for the student is to use these ideaseffectively in the context of their familiar organisational settings in order to gain newperspectives and understandings of the daily events and processes surrounding theirworking lives.


Required:Buchanan, D. & Huczynski, A. (2004). Organizational Behaviour: An IntroductoryText, 5th Edition, Pearson Education, ISBN: 0 273 68222 9

Hickson, D.J and Pugh, D.S. 2001. Management Worldwide: Distinctive Styles AmidGlobalisation, Penguin, ISBN: 014100603X

Bryman, A and Bell, E Business Research Methods 2nd Edition, Oxford UniversityPress, ISBN: 978 0 19 927498 6

Recommended:Blunt, P and Jones

Combined Course Outlines (2)

Documents

Transcript of Combined Course Outlines (2)