Accounting for Decision Makers

15 credits
Autumn teaching, year 1

This module is designed as an introduction for non-financial managers to comparative international accounting, and financial reporting and analysis, within the context of converging standards.

No prior knowledge of accounting procedures is assumed or required.

Change and Leadership

15 credits
Autumn teaching, year 1

Change and Leadership will provide you with the theoretical grounding to understand and appraise different modes of organisational change, their drivers, the responses of staff and other stakeholders, and the role of leaders in leading and responding to change. The relevance of theory will be explored in contexts including cultural change, restructuring and mergers/acquisitions. The module examines the principles of managing change at a number of levels building progressively from individual change, to team change and organisational change up to change at the meso-macro level in complex economic systems (eg change of sectoral or even national importance). The distinctive roles for leaders and approaches to leadership will be explored in relation to these levels.

Within the continuum, reflecting positioning of the module between organisational behaviour and strategy, topics to be addressed will cover six main areas including: 

• Behavioural, cognitive, humanistic and psychodynamic theories of individual change 
• Teams: their constitution, internal dynamics and role in organisational change
• Historical approaches to organisational change (under ad-hoc management, scientific management, human relations and contigent approaches) 
• More recent (and emerging) paradigms in organisational change
• Planned vs. emergent change: complexity and inter-organisational influences
• Leadership: role choices and constraint, and frameworks for managing change

The assessment is a coursework-based task requiring you to select a change scenario for a chosen organisation and to describe how that change process should be undertaken, with specific reference to options for change and appraisal of their suitability, through reference to relevant theories of change. Strengths and weakness of relevant approaches will be identified. Specific attention to the role and style of leadership required for the change process or programme will be a key component of the report.

Corporate Governance

15 credits
Spring teaching, year 1

This module aims to introduce you to the roles and functions of boards of directors as well as the organisational structure of different types of firms, such as those within extended family networks and those of an entrepreneurial nature. This will involve developing understanding of information management systems and accounting techniques that assist effective board-level decision making as well as in the assessment of board and CEO effectiveness. The relevance of different boards structures will be discussed through a comparison of split boards and supervisory boards and the module will cover contemporary issues such as shareholder activism, the role of family and corporate block-shareholder control. Equally, the importance of worldwide differences in legal and institutional settings and their impact on corporate structure and governance will be discussed. While you will gain appreciation into contemporary issues effecting management structure of major corporations you will also be expected to apply this in real-life topical settings.

Design, Creativity and Innovation

15 credits
Autumn teaching, year 1

This module will introduce students to 'design thinking as driver of innovation, i.e. a set of problem-solving tools and problem-finding frameworks that lead to innovation and strategic leadership. Visual thinking, conceptual block-busting, user-Centered design, and user-driven innovation are not just tools for designers but can be harnessed by people to transform their organizations and society. It will teach you concepts and methodologies for incorporating innovation into your everyday practices.

Entrepreneurial Finance

15 credits
Spring teaching, year 1

This module provides you with an understanding of the role finance plays in the survival and growth of small firms. It begins by discussing the challenges of characterising firm growth and how firms use capital to grow, drawing upon empirical evidence on the topic. It then covers the variety of sources firms may use for external capital, including (but not limited to) banks, business angels, venture capitalists and small cap stock markets, and how these investments are valued. It concludes by discussing differences in funding environments for small firms in different countries, and covers the challenges faced by policymakers in developing policy tools to provide support for small firms.

Global Business

15 credits
Autumn teaching, year 1

The module will widen the perspective of aspiring managers regarding the strategic implications of global change and facilitate more informed strategic planning and implementation within companies. The module is introductory and wide ranging in scope. A balance is sought between theory and practice with seminars placing an emphasis on contemporary case studies.

Information Systems and Management

15 credits
Spring teaching, year 1

International Entrepreneurship

15 credits
Spring teaching, year 1

The focus of this module is on the development and growth of new firms from establishment to the early stages of international development. Much of the core teaching in international business relates to the strategic decisions made by established large firms, but SMEs are increasingly engaged in both foreign trade and investment - as is evidenced by the phenomena of born-global firms, international new ventures, and rapidly internationalising firms. In this context, the links between entrepreneurship, innovation, and internationalisation are crucial.

Managing Intellectual Property

15 credits
Spring teaching, year 1

Protecting intellectual assets has become a key success factor for organisations in the knowledge-based economy. This module provides you with the knowledge and tools for managing intellectual property (IP), and how best to deploy and appropriate these to create value from the perspective of both private and public-sector organisations. More specifically, you will gain an understanding of IP strategies and approaches in multinational corporations, small and medium-sized enterprises as well as universities and research institutes. You will learn about patents and copyrights as instruments to protect IP as well as develop an understanding of less formal, alternative approaches.

Marketing Management

15 credits
Autumn teaching, year 1

Gone are the stable markets of yesteryear. Today's markets are characterised by rapidly changing customers' wants, accelerating pace of technological advances, and intensifying competition, presenting major challenges for both incumbent and upstart enterprises alike. For most organisations, marketing is a major determinant of success. This module is designed to help you develop an appreciation of the role of marketing and the management of marketing functions in the modern organisation. The impact of marketing and the contribution of marketing to organisational performance in the dynamic, globally competitive markets of today will be addressed. The module will also focus on what being market-oriented really means in practice to organisations operating in manufacturing and service industries, as well as in profit and non-profit enterprises.

The module will introduce you to the theories, concepts, models, techniques and current best-practices for developing and implementing marketing strategies and actions. Marketing decision-making should not take place in a vacuum, and this course will familiarise you with the components of market analysis and strategy development with respect to the organisation, its customers, competitors and collaborators. There will also be indepth coverage of marketing implementation and control issues through the concept of the integrated marketing mix: the product/service offering and customer service, communications, pricing and channels.

New Venture Creation and Simulation

30 credits
Spring teaching, year 1

This module gives you a comprehensive understanding of the entrepreneurial process and the development of new ventures, with equal attention paid to both business and public/non-for-profit sectors. Entrepreneurship is viewed as a process that provides sustainable economic, social and institutional change. Conceptual foundations are matched with practical training, to enable you to formulate and explore entrepreneurial ideas and opportunities.

Perspectives on Entrepreneurship and Small Business

15 credits
Autumn teaching, year 1

The module provides you with up-to-date and relevant insights into contemporary academic thinking on entrepreneurship and small business, emerging and cutting edge themes in entrepreneurship theory and practice and exposure to emerging trends that will shape the future entrepreneurial landscape. It draws on a wide range of perspectives and examples to cover core themes and topics in the area including: the formation and growth of new ventures; working and managing in small businesses; entrepreneurial management in small firms; public policy, entrepreneurship and small business; entrepreneurship in the private, public and third sector and contemporary issues in entrepreneurship and small business research.

Research Methods (International Management)

15 credits
Spring teaching, year 1

Research Project (Management & Entrepreneurship)

30 credits
Summer teaching, year 1

You undertake an independent Business Analysis Report, offering you the opportunity to pursue selected issues in greater depth, and to integrate these with broader theoretical and analytical work.