mba information handbook

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School of Management and BusinessYsgol Rheolaeth a Busnes

MBA

DEGREE SCHEMEHANDBOOK

www.aber.ac.uk/smb2009/2010

Cledwyn BuildingPenglais

AberystwythCeredigionSY23 3DD

Tel: 01970 622523Fax: 01970 622524
http://www.aber.ac.uk/smbhttp://www.aber.ac.uk/smb


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This handbook has been produced to help you navigate your waythrough the MBA degree. It gives you dates and includesinformation covering the structure and content of modules,highlights the types of facilities that you will use and developmentopportunities that you can take advantage of during your period

of study.

This booklet also includes useful sections covering referencing,academic requirements and progression rules. We hope that itwill help you to get the most from your time spent studying for apostgraduate degree here in Aberystwyth.

Please note that the School of Management and Business has made every effort to ensure theaccuracy of the information appearing in this handbook, details of course content and structure

may change without notice.

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INDEX OF CONTENTS:

Page

Dates of Terms 5

MBA Degree Scheme Structure 6

Core Modules Semester 1 7

Core Modules Semester 2 19

Elective Modules Semester 2 26

Management Reports (MBM9260) 41

Facilities 47

Professional Development 50

The Academic Year 51

Assessment Criteria 55

Academic Progress 59

Progression Rules 66

Welfare Matters 69

Student Support Services Contact List 71

Referencing Guide 73

Staff Contact List 83

Session 2009/2010

Michaelmas Term (1)

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Monday 28th September 2009 - Saturday 19th December 2009

Lent Term (2)Monday 11th January 2010 - Saturday 27th March 2010

Revision WeekMonday 11th January 2010 - Sunday 17th January 2010

Semester 1 ExaminationsMonday 18th January 2010 Saturday 30th January 2010(teaching begins Monday 1stFebruary 2010)

Easter Term (3)Monday 19th April 2010 - Saturday 5th June 2010

Semester 2 ExaminationsMonday 17th May 2010 - Saturday 5th June 2010

GraduationTuesday 12th July 2011 Friday 15th July 2011

Please note:There may be activities and events where dates and times will be confirmed later during theterms. It is our expectation that all students will be attending all activities/events scheduledduring term time, unless there are personal/medical circumstances preventing them to do so.

Any personal travel arrangements must, as far as possible, be scheduled outside term periods.

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Degree Scheme Structure

MBA N192

Part One

Semester One Core Modules

MBM1010 Economics for ManagersMBM2010 Financial ReportingMBM3010 Marketing PrinciplesMBM6010 Quantitative Methods (Statistics)MBM7010 Human Resource ManagementMBM9110 Information Systems and the Digital Firm

Semester Two Core Modules

MBM1110 Operations ManagementMBM1610 Financial ManagementMBM8010 Strategic ManagementMBM8810 Principles of Project Management

20 elective credits to be taken during Semester Two

Semester Two Elective Options

ACM2420 Financial Markets and InvestmentECM4210 International Business: Opportunities and RisksMBM1510 International Markets and Marketing

MBM3110 Supply Chain Management*MBM9010 Small Business Management*MMM1910 Managing in the Global EconomyMMM3210 Marketing Communications

MMM4010 Internet Marketing and E-Business*

Part Two

MBM9260 Management Reports

*These elective modules are not timetabled onto the MBA (Monday/Tuesday) timetable. As aresult, they may occasionally clash with other MBA activities.

All elective modules are subject to availability and due to the number of elective modules onoffer, choices may be restricted by timetable clashes. If this occurs, any core modules involvedwill take priority. The School of Management and Business may withdraw a module from offer

where student take-up is too low to form a viable group, or as a result of staffing changes.

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CORE MODULES

SEMESTER 1

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Module Identifier MBM1010Module Title Economics For ManagersAcademic Year 2009/2010Co-ordinator Mr Dennis A ThomasSemester Semester 1Other Staff Professor Peter R Midmore

Course Delivery

Lecture Introduction plus 10 x 2 hour sessions

Seminars / Tutorials Fortnightly tutorials and group based activities

AssessmentAssessment Type Assessment length / details Proportion

Semester Assessment Group project 25%

Semester Exam 2 Hours 75%

Supplementary Exam 2 Hours 100%

Learning OutcomesOn successful completion of this module students should be able to:

understand how economics can be used to formulate and inform business and everydayproblems, in particular those involving choice.

AimsThe aim of the course is to introduce selected economic concepts and demonstrate their application in

practical decision-making contexts. On completion of the course students will understand how economicscan be used to formulate and inform business and everyday problems, in particular those involving choice.

Brief descriptionThis module is designed for students without significant background in economics.

Content1. Introduction: What is Economics, and Why 'Economics for Managers'2. Demand, Supply and Market Equilibrium3. Market Intervention4. Profit Maximisation5. Firms Within Markets: Alternative Market Structures6. Competitive Firms and Perfect Competition7. Market Failure and Inefficiencies: Monopoly Imperfections and Externalities8. Optimisation and Equating at the Margin9. Producer Behaviour: Deciding How Much to Produce10. Cost Minimisation and Cost Curves11. The Oligopoly Problem12. Strategic Decision Making and Game Theory13. Separation of Ownership and Control14. Principals and Agents: Incentive Contracts15. Bidding, Contracting and Auctions

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Reading ListRecommended TextKreps, David M (2004) Microeconomics for Managers W W Norton & Company, New York and LondonVoyager Search

Supplementary Text

Dixit, Avinash K. (1991) Thinking Strategically Alternative and additional sources edition n.e. W.W.NortonVoyager search Dobbs, Ian (2000) Managerial Economics Alternative and additional sources Oxf.U.P.Voyager search Fisher, Timothy C. G. (2002.) Managerial economics :a game theoretic approach /[by]Timothy C.G. Fisher and Robert G. Waschik. Routledge Voyager search McMillan, J (1995) Games,Strategies and Managers Oxford Voyager search Petrochilos, George A. (2004.) Managerial economics :aEuropean text : theory, policies, and problems /George A. Petrochilos.http://www.loc.gov/catdir/description/hol041/2003060863.htmlPalgrave Macmillan Wilkinson, N (2005)Managerial Economics: A Problem Solving Approach Cambridge University Press, Cambridge Voyagersearch

NotesThis module is at CQFW Level 7

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http://www.loc.gov/catdir/description/hol041/2003060863.htmlhttp://www.loc.gov/catdir/description/hol041/2003060863.html


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Module Identifier MBM2010Module Title Financial ReportingAcademic Year 2009/2010Co-ordinator Ms Megan R WilliamsSemester Semester 1Other Staff

Course DeliverySeminars / Tutorials 6 x 1 hour

Lecture 18 x 1 hour

Assessment

Assessment Type Assessment length / details Proportion

Semester Assessment 30%



Learning Outcomes

Having completed this module, student should be able to:

describe and explain the conventions which underpin financial accounting

describe, compare and contrast the different forms of UK business organisations

explain, apply and illustrate the rules by which assets, liabilities, income and expense aredetermined for insertion into financial accounts

interpret a simple trial balance and thence prepare a set of accounting statements (profit and lossaccount, balance sheet and cash flow statement)

interpret simple financial statements, perform financial ratio analysis and prepare a simple analyststyle report, tying in numerical work to interpret underlying business history, position andprospects

AimsThis module aims to give students a practical grasp of the basics of financial reporting (context, purposeand the regulatory framework), the recording of business transactions and the preparation, understandingand analysis of financial accounts (being the profit and loss account, balance sheet and cash flowstatement). The over-riding concern is that students should not be panicked or cowed when faced withfinancial accounting information; rather, that they should be able properly to discern and interpret financialaccounting information, and contribute usefully to discussions and decision making based on or about it.

Brief descriptionThis module is intended to provide a practical understanding of the context, preparation and analysis offinancial accounts, as pertinent to the non-specialist general manager.

Content

context and purposes of financial reporting in the UK regulatory framework and standards for financial reporting

accounting concepts, policies and treatments

recording business transactions

preparation of financial statements (profit and loss account, balance sheet and cash flowstatement)

interpretation and analysis of financial statements

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Transferable skillsThe module also aims to assist the development of a variety of personal transferable skills by encouragingstudents to:

identify and distil the key issues covered by lectures, tutorials and recommended readings

develop basic information accessing and research skills; discriminate between relevant andirrelevant information for the purposes of decision making; analyse data, apply judgement andsolve problems

communicate effectively both orally and in writing; participate actively in tutorials either by leadingdiscussions or responding to issues raised; and work under pressure and meet deadlines

Reading ListSupplementary Text

Parker, R H (1999) Understanding Company Financial Statements Penguin Voyager searchAttrill, P and McLaney, E (2001)Accounting and Finance for Non-specialists Prentice HallVoyager search Davies, Tony and Pain, Brian (2001) Business Accounting and FinanceMcGraw-Hll Voyager search

W Reid and D R Myddleton () The Meaning of Company Accounts 7th edition Gower Voyagersearch

Notes

This module is at CQFW Level 7

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Module Identifier MBM3010Module Title Marketing PrinciplesAcademic Year 2009/2010Co-ordinator Mr Tony McGuinnessSemester Semester 1Other Staff

Course Delivery

Lecture 10 x 2 hours

Assessment


Semester Assessment One piece of assessed coursework 30%


SupplementaryAssessment

One previous or supplementary piece of assessed coursework 30%



1. Have a clear understanding of marketing principles and strategies,2. be able to apply them in a reflective way to organisations in which they have prior managerialexperience,3. be able to apply them in a prescriptive way to other organisations.

AimsThis module deals with the role of marketing in the strategic and functional management of organisations.

It treats marketing as those particular behaviours whose role is to develop the link between customers andsome key proceses within the organisation - these behaviours are what distinguish marketing from otherfunctional areas of business.

Brief description

This module presents a strategic view of the distinctive role that marketing plays in core, value-delivery,business processes.

ContentIntroduction to marketingStrategic marketing planningExternal and internal environments of a makreting organisationModels of buyer behaviourMarketing strategy: segmentation, targeting and competitive positioningMarketing tactics: the 4 PsCompetitive marketing strategies: contexts and cases

Reading List

Essential ReadingHooley, Graham J. (2004.) Marketing strategy and competitive positioning /Graham J. Hooley, John A.Saunders, Nigel F. Piercy. 3rd ed. Financial Times/Prentice Hall Voyager searchRecommended Text(2000.) The Oxford textbook of marketing /edited by Keith Blois. Oxford University Press Baker, MichaelJohn. (1999.) The IEBM encyclopedia of marketing /edited by Michael J.Baker. International ThomsonBusiness Voyager search Doyle, P. and Stern, P (2006) Marketing Management and Strategy4 EditionPrentice Hall Voyager search Weitz, B and Wensley, R (editors) (2003) Handbook of MarketingSagePublications Voyager searchSupplementary TextKotler, P., Wong, V., Saunders, J., and Armstrong, G. (2005) Principles of Marketing4 European EditionLondon: Prentice-Hall Voyager searchNotes

This module is at CFQW Level 7

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Module Identifier MBM6010Module Title Quantitative Methods (statistics)Academic Year 2009/2010Co-ordinator Dr John A LaneSemester Semester 1Other Staff Dr John A LaneCourse Delivery

Lecture 1 Hours. (2 x 1-hour lectures per week)

Practical 1 Hours. (computing practicals)

Other 4 Hours. (4 x 1-hours example classes, plus tutorials as required)

Assessment

AssessmentType

Assessment length / details Proportion

SemesterAssessment

2 Hours (open book, in class test) 30%

Semester Exam 2 Hours (written examination) 70%

SupplementaryExam

2 Hours [If open book test passed (50% or more), mark is carriedforward with weighting 30% and supplementary exam will contribute 70%.If open book test failed, supplementary exam will be 100%.]

100%

Learning OutcomesOn completion of this module, a student should be able to

identify common types of data; summarise and interpret them in business contexts.

calculate probabilities and conditional probabilities in a variety of situations.

select an appropriate probability distribution for common types of data; find relevant probabilitiesusing tables, calculator or computer package.

calculate the mean, variance and standard deviation of multiples and sums of independent

random variables. calculate confidence intervals for single random samples and paired data.

formulate, carry out and interpret tests of hypotheses in common business contexts.

use a computer package to carry out simple data analyses, including the construction of controlcharts, and interpret the output.

use a computer package to estimate a linear relationship between two or more variables, interpretthe fitted model and use it for prediction.

Brief descriptionThe first part of the course deals with the dual but distinct problems of summarising and interpreting dataand providing mathematical models for situations where there is inherent uncertainty. The latter requiresmaterial on properties of standard probability distributions. The concepts and rules are generously

illustrated with examples from business or administrative contexts. The remaining part of the course isconcerned with statistical inference. Here the basic ideas and elements are introduced and applied to avariety of contexts including applications to quality control.The module will make substantial use of a statistical package for some of the calculations.

AimsTo introduce students to basic methods for summarising and interpreting data. To provide anunderstanding of, and working facility in, probability and statistical inference. To illustrate the uses ofprobability and statistics in solving business problems.

Content1. Summarising Data. Types of data. Frequency tables, pie and barcharts; descriptive statistics,

histograms, stem and leaf, box and whisker plots. Comparing data sets. X-Y scatter plots, correlation.2. Probability. Elementary rules, symmetric situations, combinatorics, sampling with and withoutreplacement. Applications.

3. Conditional Probability and Tree Diagrams. The chain rule, Bayes Rule. Applications. Expected value;

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decision making.4. Probability Distributions. Binomial and Poisson, applications in modelling, 'rare event' model for thePoisson. Mean, variance and standard deviation, basic properties. Normal distribution, density function,use of Statistical Tables. Applications. Central Limit Theorem, approximation of the Binomial and Poissondistributions by the Normal distribution.5. Confidence intervals. Single Normal random sample, distribution of the sample mean, confidencelevels, confidence interval for the mean, with variance both known and unknown. Matched pairs. Largesample interval for the Binomial and the Poisson.

6. Hypothesis Testing. Examples for Normal, Binomial and Poisson data. Simple and compositehypotheses, critical (rejection) region, type I and II errors, P-value, significance level, power function,formulation of problems. Control charts and quality control.7. Regression. Linear regression of y on x. Least squares estimates, the correlation coefficient, the fittedline, tests on slope and intercept, prediction.

Reading ListRecommended TextJ Curwin and R Slater (2000) Improve your maths, a refresher course Thomson Learning Voyager searchJ Curwin and R Slater (2001) Quantitative Methods for Business Decisions 5th edition Thomson LearningVoyager search M C Fleming and J G Nellis (2000) Principles of Applied Statistics 2nd edition ThomasLearning Voyager search Swift, Louise. (2005.) Quantitative methods for business, management, andfinance /Louise Swift and Sally Piff. Palgrave Macmillan Voyager search

Supplementary TextCurwin, J. (Aug. 2007) Quantitative Methods:Short Course Thomson Learning EMEA, Limited Voyagersearch Newbold, P (1984) Statistics for Business & Economics Prentice Hall Voyager search Ryan,Barbara (May 2006) Minitab Student Version 14 for Windows + Minitab HandbookThomson DelmarLearning Voyager search Weiss, N A (1997) Introductory Statistics 4th Addison Wesley Voyager search

Recommended BackgroundMoore, DS, McCabe,GP, Duckworth,WM and Sclove, SL (2003) The Practice of Business Statistics W HFreeman Voyager search


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Module Identifier MBM7010Module Title Human Resource ManagementAcademic Year 2009/2010Co-ordinator Dr Michael SavvasSemester Semester 1Other Staff

Course Delivery

Seminars / Tutorials


Assessment



Semester Assessment 2000 Word Essay/Report 30%



Define the key terms in Human Resource Management.

Explain the shift from Personnel Management to Human Resource Management.

Determine the key concepts of Human Resource Management.

Apply the elements of performance management to a company.

Examine Human Resource Management from an international dimension.

Determine the case for managing diversity in a company.

AimsTo equip students with a thorough knowledge and understanding of the work of the personnel function invarious organisations. To assess the appropriateness of organisational behavioural contributionsdeveloped in the Organisation Behaviour module for current human resource management practices andopportunities. To develop in some detail the human resource management contribution to themanagement of different organisations especially in the global context. To analyse the nature of powerand authority in organisations in relation to the development of appropriate and effective Human ResourceManagement practices. To develop the knowledge and skills required by Human Resource Managementin making an effective contribution to organisations.

Brief descriptionThe module will take a macro to micro perspective and will consider the following issues:

Human Resource Management within the context of overall organisational performance.

Organisational and national culture as a variable affecting the effective implementation of PMsystems

An evaluation of traditional personnel management versus strategic Human ResourceManagement, the myths and realities.

Micro issues influencing, and influenced by, PMS and HRM: Entry (recruitment and selection);Ongoing (training and development, empowerment, appraisal); Outgoing (labour turnover,succession planning).

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Reading List

Recommended TextBanfield, P and Kay, R. (2008) Introduction to Human Resource ManagementOxfordUniversity Press Voyager search Beardwell, I., Holden, L., Claydon, T (2007) Human

Resource Management: A contemporary approach 5th edition Prentice Hall Voyager searchDowling, PJ, Festing, M, Engle AD (2008) International Human Resource Management5Edition Thomson Pub Voyager search Redman, T and Wilkinson, A (2001) ContemporaryHuman Resource Management, Text and Cases Prentice Hall Voyager search Sparrow, P.,Brewster, C and Harris H (2004) Globalizing Human Resource ManagementRoutledge PubVoyager search Torrington, D., Hall, L and Taylor, S (2005) Human Resource Management6Edition Prentice Hall Voyager search


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Module Identifier MBM9110Module Title Information Systems And The Digital FirmAcademic Year 2009/2010Co-ordinator Dr Ian HarrisSemester Semester 1Mutually Exclusive ILM5810Other Staff

Course DeliveryLecture 8 x 2 hour lectures

Seminars / Tutorials 2 x 1-hour tutorial

Assessment

AssessmentType


SemesterAssessment

Critically evaluate one aspect in the planing, development orimplementation of an holistic information system within an organisationof your choice and comment critically on the management chanllangesand techniques that can be used.

50%

Semester Exam 2 Hours Group 'seen' examination questions, researched in groups butindividually assessed at examination.

50%


2 Hours Resit or Resubmission as appropriate. 100%


Demonstrate a full understanding of the global environment that drives business change

Analyse and critically evaluate the role of Information Systems in both mitigating and creating globalbusiness challenges.

Identify and discourse the Management Challenges of building and further developing ManagementInformation Systems.

Evaluate the relationship between business processes and Information System input, codification andoutput.

Explain how information systems create new efficiencies in working practice.

Analyse the relationship between an information system and an organisation.

Describe and fully articulate the decision processes seen in an organisation.

Evaluate organisational inhibitors and understand the cost/benefit of information systems implementation.

Critically argue that the strategy and business plan drives the development and further planning of aninformation system.

Identify the core competencies required in the systems development process.

Evaluate the principal causes of information system failure.

Select appropriate implementation strategies for information systems development.

Compare and contrast the global strategies for developing a business information system.

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AimsThe aim of this module is to provide students with a full and experiential understanding of the challengesthat managers have when choosing, implementing and using Information Systems. Major emphasis ismade on the humanistic influences of effective Information System implementation and transformation.Additionally, the module seeks to create an awareness of the information systems that may be utilised bymanagement in an attempt to make their actions more effective. A substantial part of the teaching involvescase study where the students can empathise fully with the issues and gain a more completeunderstanding of the issues. Finally, the students are made aware of the psychologies and methodologies

associated with Information System implementation.

Brief descriptionToday it is widely recognized that information systems knowledge is essential for managers, becausemost organizations need information systems to survive and prosper. Information systems can helpcompanies extend their reach to faraway locations, offer new products and services, reshape jobs andwork flows, and perhaps profoundly change the way they conduct business.

Four powerful worldwide changes have altered the business environment. The first change is theemergence and strengthening of the global economy. The second change is the transformation ofindustrial economies and societies into knowledge- and information-based service economies. The third isthe transformation of the business enterprise. The fourth is the emergence of the digital firm. Thesechanges in the business environment and climate, pose a number of new challenges to business firms

and their management.

Content1. Managing the Digital Firm2. Information Systems in the Enterprise3. Information Systems, Organizations, Management, and Strategy4. Managing Data Resources5. Redesigning the Organization with Information Systems6. Understanding the Business Value of Information Systems and Managing Change7. Enhancing Management Decision Making for the Digital Firm8. Managing International Information Systems

Reading List

Recommended TextKenneth C. Laudon and Jane P. Laudon Essentials of Management Information Systems,fifth edition

Voyager searchChristine Urquhart Information systems analysis and implementation Voyager searchD EAvison Information systems development: methodologies, techniques and tools Voyagersearch Diane L Bordent and Kerric Harvey The Electronic Grapevine Voyager searchDonalJ Flynn Information systems requirements: determination and analysis Voyager searchRobert Schultheis Management information systems: the manager's viewVoyager searchWendy Robson Strategic management and information systems: an integrated approachVoyager search

Notes


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CORE MODULES

SEMESTER 2

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Module Identifier MBM1110Module Title Operations ManagementAcademic Year 2009/2010Co-ordinator Dr Ying YangSemester Semester 2Other Staff

Course Delivery

Seminars / Tutorials


Assessment


Semester Assessment Case Study 1,500 words 20%



Learning OutcomesOn completion of the module, students will be able to explain clearly the subject matter and its pertinence

to/implications for the wider business. Students will also be expected to identify the various keycomponents of Operations Management. Students will be able to address (both on an academicand practical basis) a variety of operations management issues both through a process ofdiscussion and written work.

AimsThe main aims of the proposal are:

To introduce students to and develop their understanding of the discipline, concepts, theories andpractical models of Operations Management in the context of modern, well-integrated businesses; to buildstudents' ability/skills to approach and analyse a variety of operations management issues and problems.

To familiarise students with the use of case study material as a form of learning, and to improve students'operations management topic-discussion skills.

Reading ListGeneral TextD Waller (2003) Operations Management, A Supply Chain Approach Thomson Business Press Voyagersearch M ChristopherSupply Chain ManagementVoyager search N Slack, S Chambers, R Johnston ()Operations Management3rd edition Prentice Hall (Main text) Voyager search Selection of relevant CaseStudies Heizer, J. and Bender, B. (2006) Principles of Operations ManagementFT Prentice Hall Voyagersearch Kruger, D., Wit, P. and Ramdass, K. (2005) Operations ManagementOxford University PressVoyager search Slack, N., Chambers, S. and Johnston, R. (2004) Operations ManagementFT PrenticeHall Voyager search


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Module Identifier MBM1610Module Title Financial ManagementAcademic Year 2009/2010Co-ordinator Miss Sarah LindopSemester Semester 2Other Staff

Course Delivery

Lecture 10 x 2 hour lectures

Seminars / Tutorials 8 x 1 hour sessions

Assessment


Semester Assessment Case Study - 2,000 words 20%



Learning OutcomesHaving competed the module, students will be able to:

- Explain the key elements of the business finance environment;- Analyse the role of financial markets and institutions in supplying finance;- Analyse the costs of long-term finance and capital structure decisions;- Apply the concept of the time value of money;- Apply relevant investment appraisal techniques;- Analyse the role of mergers and acquisitions in coporate restructuring.

AimsTo provide theoretical and practical perspectives on corporate financing, investing and mergers.

Brief descriptionThe module introduces the fundamental concepts and techniques of corporate financial management,within the themes of financing, investing and restructuring.

ContentThe Business Finance Environment and Corporate GovernanceCosts of Financing and Capital StructureTime Value of Money and Investment AppraisalA Review of Investment Appraisal TechniquesMergers, Acquisitions and Restructuring

Reading ListGeneral TextAttrill, P (2007) Financial Management for Decision Makers, 5th edition FT Prentice Hall Voyager searchKnott, G (2004) Financial Management, 4th edition Palgrave McMillan Voyager search McLaney, E J(2009) Business Finance: Theory and Practice, 8th edition FT Prentice Hall Voyager search Pike, R and BNeale (2006) Corporate Finance and Investment, 5th edition FT Prentice Hall Voyager search


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Module Identifier MBM8010Module Title Strategic ManagementAcademic Year 2009/2010Co-ordinator Dr Sajjad JasimuddinSemester Semester 2Other Staff

Course DeliveryLecture 12 x 2 hours

Assessment


Semester Assessment One 2000-3000 word essay 40%




Critically evaluate issues in strategic management process, content and context;

Appreciate the strengths and weaknesses of environmental assessment tools and techniques;

Understand that there are various 'means' of an organization achieving competitive advantage inmarketplaces and be able to recognize the effects of industry, market and competitive dynamicson the sustainability and development of such a market position;

Recognize that change is rarely ad hoc but rather should be continuous and a feature oforganizational health;

Consider new and emerging forms of competitive activity ? specifically understanding the conceptof 'coopetition' (collaborating with ones competitors); and,

Understand that the assumptions underlying the linear, sequential and prescriptive models ofstrategic planning - and, in turn, recognize the value of complexity theory in strategy formation.

AimsTo provide an increased understanding of the many, often conflicting, approaches to strategicmanagement and to critically reflect on the assumptions, possibilities and limitations of each approach.To provide an awareness of how strategy functions within the wider internal and external businessenvironment.To provide students with the necessary skills to apply their learning to a wide range of situations andscenarios.

Brief descriptionFor many, strategy appears to be the very pinnacle of the hierarchy of management subjects. However,there is little agreement on what strategy is. This is the backdrop that sets the concerns and problematicsthat this course deals with. We examine a number of different theories and frameworks of strategicmanagement and their origins and consider the prescriptions and shortcomings associated with each ofthem.

ContentIntroduction to strategy and modes of strategy formationAnalysis of various strategy frameworksInternational strategy and the impact of globalisationThe role of the strategistOrganisational cultureBusiness ethics and corporate responsibility

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Reading ListEssential ReadingHitt, M, et al Strategic Management: Competitiveness and Globalisation Voyager search

Supplementary TextDe Wit, R and Meyer, R (2004) Strategy: Process, Content, Context3rd edition International ThomsonBusiness Press, London Voyager search Mintzberg, H. Ahlstand, B. and Lampel, J (1998) Strategy Safari

Harlow: FT Prentice Hall. Voyager search Scholes, K. Johnson, G. and Whittington, R. (2005) ExploringCorporate Strategy: Text and Cases. Harlow: FT Prentice Hall Voyager search


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Module Identifier MBM8810Module Title Principles Of Project ManagementAcademic Year 2009/2010Co-ordinator Gary D StrawSemesterSemester 2Other Staff

Course DeliveryLecture 8 x 2 hrs

Seminars / Tutorials 2 x 1 hr

Assessment


SemesterAssessment

1 piece of group coursework (maximum 2,500 words) (40%) andpresentation (10%)

50%

Semester Exam 1.5 Hours 50%

SupplementaryExam

1.5 Hours Supplementary exam: Resit examination or resubmissionas appropriate

100%


Understand the role of project management and project managers in the organisational environment.

Describe the main components of project management.

Understand and critically assess the organisational dynamics that provide the context for using specificapproaches.

Evaluate and compare different Project Management tools and techniques for their suitability.

Deploy appropriate methodologies and assess their individual future development needs in the field.

Communicate project content in a structured and coherent manner.

AimsThis module aims to provide an introduction to contemporary models of project management, boththeoretical and practical; of relevance in all organisational contexts. Complementing related modules, thiswill:a) improve the employability of students;b) enhance their ability to manage comlex projects in changing and developing environments;c) provide them with a sound basis for future development in the field.

Brief descriptionThis module is intended to provide an insight into the context and application of contemporary

project management approaches.

ContentPrimarily delivered through lectures, the module will include a small number of seminars and practicalsessions.

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Reading List

Essential ReadingMantel, S et al. () Project Management in Practice 6th Edition John Wiley & Sons Voyager search Maylor,Harvey (2003) Project Management3rd edition Prentice Hall Voyager searchSupplementary Text() International Journal of Project ManagementElsevier Voyager search Bentley, C (1992) Practical

Prince 2Manchester, NCC Blackwell Voyager search Burke, R (2003) Project Management - Planning &Control Techniques 4th edition John Wiley & Sons Voyager search Knutson, J (editor) (2001) ProjectManagement for Business Professionals 1st edition John Wiley & Sons Voyager search Lock, D (2003)Project Management8th edition Gower Publishing Ltd Voyager search


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ELECTIVE MODULES

SEMESTER 2

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Module Identifier ACM2420Module Title Financial Markets & InvestmentAcademic Year 2009/2010Co-ordinator Miss Rasha Al SakkaSemester Semester 2Other Staff

Course DeliveryLecture 10 x 1 hour lectures

Seminars / Tutorials 6 x 1 hour tutorials

Assessment


Semester Assessment COURSEWORK ESSAY (3,000 WORDS) 20%

Semester Exam 3 Hours EXAMINATION 80%

Supplementary Exam 3 Hours EXAMINATION 100%


Evaluate the structure, operation and role of financial markets.

Critically analyse the efficient markets hypothesis.

Explain and analyse the role of financial institutions and financial intermediation.

Analyse the risk-return trade-off in investments.

Explain and apply portfolio theory in the context of capital markets.

Explain and analyse the dominant asset pricing models.

Analyse portfolio management in practice.

Contenta) Introduction to financial markets and investmentb) Functions and mechanics of equity, foreign exchange and derivatives tradingc) The role of financial institutions and financial intermediationd) The efficient markets hypothesise) Analysis of investment concepts, risk and returnf) Portfolio theory and capital marketsg) Asset pricing models

h) Portfolio management in practice

Brief descriptionThe module will analyse the role of financial markets in supplying finance and managing financial riskwithin companies and financial institutions. It will also address some key concepts, theories and practicesin managing portfolios and investing.

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Module Skills

Application ofNumber

This will be developed in tutorial work, specifically on aspects of portfolio theory.

Communication

Oral communication skills will be developed in the tutorial sessions. Writtencommunication skills will be developed via the essay submission in particular. Thestudent will need to know how to exploit the available sources of information totheir best advantage. They will be expected to submit their work in word processed

format and the presentation of the work should reflect effective expression of ideasand competent use of language skills.

Improving ownLearning andPerformance

The aim is to promote self management within the context of assistance from themodule coordinator. Students will improve their own learning and performance byundertaking directed but independent study and research, and deciding upon thedirection taken for their essay submission. Time management will be crucial inpreparation for the assessments.

InformationTechnology

Internet sources and other electronic information sources will be vital resources inpreparing the essay submission. Students will also be expected to submit theirwork in word processed format.

PersonalDevelopment andCareer planning

The module provides content which may prove highly valuable for many studentsin their later careers in management or finance. The process of developing theiressays will also contribute to their transferable skills.

Problem solving

This will be developed through the need for research and preparation required fortutorial sessions. Also, the essay submission will require the student to developindependent research skills and problem solving skills. The final examination willensure that an assessment of the students ability to work independently can beundertaken.

Research skillsThe submission of an essay will reflect the independent research skills of thestudent. The need to locate appropriate research resources (e.g. from the internetand academic journals) will develop research skills.

Subject SpecificSkills

Collecting and understanding data and literature on the module content. Evaluatingalternative perspectives and practices. Demonstrating subject specific researchskills. Applying a range of subject specific quantitative techniques.

Team workTutorial sessions will include group discussions where the students are obliged to

discuss the core issues as a group.

Reading ListRecommended TextBlake, D. (2000) Financial Market Analysis 2 Edition Wiley Voyager search Buckle, M. J. (c2004.) The UKfinancial system :theory and practice /Mike Buckle and John Thompson. Manchester University PressVoyager search


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Module Identifier ECM4210Module Title International Business: Opportunities And RisksAcademic Year 2009/2010Co-ordinator Dr Sangeeta KhoranaSemester Semester 2Pre-Requisite MBM1010Pre-Requisite ECM4110Other Staff

Course Delivery

Seminars / Tutorials 5 x 1 hour

Lecture 18 x 1 hour

Assessment


Semester Assessment Individual Report 30%


Supplementary Exam 2 Hours resit exam or resubmit failed element(s) 100%


have and understand a specific body of knowledge;

be able to analyse and think critically;

interpret statistics;

present material both orally and in written form;

manage their time;

carry out independent tasks;

work in groups.

AimsTo provide students with both subject specific and transferable skills. It also seeks to enable students toassess the global environment and analyse international markets and industries. More specifically it willfocus on the problems involved in going international; the entry modes; financial management aspects aswell as risk management by assessing and evaluating the risks involved when transacting businessacross the national boundaries.

Brief descriptionThe intention of this module is to equip students with a thorough understanding of the main opportunitiesand risks that firms face when making decisions to operate internationally. Specific issues covered includethe mode of internationalisation, ie, direct and indirect exporting, multinationality, joint ventures, mergersand acquisitions, payment and exchange rate risks, risk assessment and arbitration procedures.

ContentIntroductionThe process of internationalisationThe role of trading housesMultinationality and locationJoint ventures, mergers and acquisitionsPayments systems and methodsDispute resolutionFinancial risks and risk transferTransferable skillsMore specifically by taking this module students will enhance several transferable skills. Attendance atlectures should help note taking and inculcate critical thinking. Essay writing will enhance writing as wellas time management skills and problem solving. Classroom participation and presentations will enhanceteamwork, communication and presentational skills and reinforce further time management skills. The

inclusion of web sites and encouragement to use the library fully should help to enhance basic IT andresearch skills.

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Reading ListGeneral TextRugman, Alan M (Jan. 2006) Rugman:International Business_P4 Pearson Education, Limited Voyagersearch Stonehouse, G, Campbell, D., Hamill, J and Purdie, T. (c2004.) Global and transnationalbusiness :strategy and management /George Stonehouse ... [et al.]. Wiley Voyager search Wall, Stuart(2004.) International business /Stuart Wall, Bronwen Rees. Financial Times/Prentice Hall Voyager search

Essential Reading

Hill, C. W. L. () International Business 6th Edition Irwin McGraw-Hill Voyager search

Recommended TextBall, D. A, McCulloch, W. H, Frantz, P. L, Geringer, M and Minor, M. S. (2004) International Business: TheChallenge of Global Competition 5th Edition Irwin McGraw-Hill Voyager search Bodie, Z and Merton, R(2000) Finance 1st Edition Prentice Hall Voyager search Kerr, W. A. and Perdikis, N. (2003) TheEconomics of International Business Chapman and Hall Voyager search

Notes This module is at CQFW Level 7

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Module Identifier MBM1510Module Title International Markets And MarketingAcademic Year 2009/2010Co-ordinator To Be ConfirmedSemester Semester 2Other Staff Professor Nicholas S AlexanderCourse Delivery


Assessment


Semester Assessment A prepared group report with a limit of 2000 words 30%


Supplementary Assessment An individual report with a limit of 2000 words 30%



have an understanding of:The rationale for undertaking international marketing activitiesMarket selectionMarket entry methodsThe internationalisation processThe role of culture in the internationalisation processInternational marketing strategy

Aims

The course aims to increase the awareness of students of the international context in which organisations

operate. The issues facing organisations in terms of marketing strategy and the external pressures andopportunities. This will be based on the fundamental principles of marketing and the international context.

The emphasis throughout is on the application to current business issues and practice. Students will beencouraged to read around the subject with a focus on current articles to show the reality of the issuesand the challenges organisations face.

Brief descriptionThe delivery mechanism is a series of lectures but also case studies and student led debates on selectedtopics. The session will run on specific weeks during the semester as outlined in the course plan.

Content

Market Selection

Market Entry Strategy

The Internationalisation Process

Designing the Global Marketing Programme

The Role of Culture

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Reading List

Essential ReadingHollensen, Svend. (2007.) Global marketing :a decision-oriented approach /Svend Hollensen. 4th ed.Financial Times Prentice Hall Voyager search

Recommended TextDickens, P (1998) Global Shift3rd edition Paul Chapman Publishing Voyager search Phillips, C, Doole, I

and Lowe, R (2001) International Marketing Strategy: Analysis, Development and Implementation 3rdedition Thomson Learning Voyager search Terpstra, V and Sarathy, R (1999) International Marketing8thedition Dryden Voyager search

Notes


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Module Identifier MBM3110Module Title Supply Chain ManagementAcademic Year 2009/2010Co-ordinator Dr Ying YangSemester Semester 2

Course Delivery

Delivery Type Delivery length / details

Lecture 10 x 2 hoursAssessment


Semester Assessment 2000 word essay/report 30%




Understand what constitutes a supply chainAssess the roles and requirements of various tiers within the supply chainDistinguish between a lean production system as compared with an ordinary mass productionsystemAnalyse the requirements expected from a business organisation to be recognised as a 'preferredsupplier' by a customerUnderstand the different types of relationships within the supply chainAnalyse the risk and uncertainty around supply chainsDistinguish between various 'lean' tools

Brief descriptionThis module examines the management implications of implementing an efficient business

organisation operating within a present day, lean, supply chain network. In particular, theproblems faced by management arising from implementing various 'lean' tools andtechniques are exmained. In addition, various types of customer/supplier relationships areassessed along with the mechanisms required to reduce supply chain risk.

AimsTo introduce the concept of supply chain management.To examine the differences between 'mass produce' and 'lean production'.To assess the importance of customer/supplier relationships.To introduce various lean tools and techniques.To examine risk associated with supply chain management and lean principles.

Reading ListGeneral Text(2006.) Lean evolution :lessons from the workplace /Nick Rich ... [et al.]. Cambridge University Press

Voyager search Christopher, Martin. (2005.) Logistics and supply chain management :creating value-added networks /Martin Christopher. FT Prentice Hall Voyager search Lamming, Richard. (1993.) Beyondpartnership : strategies for innovation and lean supply. Prentice Hall Voyager search Lysons, Kenneth.(2006.) Purchasing and supply chain management /Kenneth Lysons, Brian Farrington. FinancialTimes/Prentice Hall Voyager search Saunders, Malcolm. (1997.) Strategic purchasing and supply chainmanagement /Malcolm Saunders. Pitman Voyager search Womack, James P. (2005.) Lean solutions:how companies and customers can create value and wealth together /James P. Womack and Daniel T.Jones. Simon & Schuster Voyager search Womack, James P. (c1990.) The machine that changed theworld :based on the Massachusetts Institute of Technology 5-million dollar 5-year study on the future ofthe automobile /James P. Womack, Daniel T. Jones, Daniel Roos. Rawson Associates Voyager searchRecommended TextWomack, J and Jones, D (1994) Lean thinking: Banish waste and create wealth in your corporation Simon& Schuster, New York Voyager search


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Module Identifier MBM9010Module Title Small Business ManagementAcademic Year 2009/2010Co-ordinator Mrs Nerys Fuller-LoveSemester Semester 2

Course Delivery


Lecture 11 x 2 hoursSeminars / Tutorials In groups by arrangement

Assessment


Semester Assessment Business Plan - 20 pages maximum 20%




Discuss the theoretical aspects of entrepeneurship and analyse the impact of social andenvironmental factors on the entrepreneurial personality

Determine the skills necessary to run a small business effectively

Analyse the effectiveness of government intervention to encourage enterpreneurship and SME'sprepare and present a business plan to raise finance for a new venture.

Prepare and present a business plan to raise finance for a new venture.

AimsThe aim of this module is to consider entrepreneurial topics from the formation of a small business,including developing the original concept, building a team and marketing. The entrepreneurial personalityis examined as well as the sources and structuring of finance. The module looks at the role of governmentin encouraging entrepreneurship and SME's as well as the problems of developing a small business.

Brief descriptionThis module looks at the theories of entrepreneurship and their practical implications as well as thecharacteristics of the entrepreneur. The role of the small firm in the economy and its contribution to theeconomy is explored as well as a comparison between male and female entrepreneurs. Marketing andraising finance for small business are also included as well as growth and failure.

ContentEntrepreneurshipThe small firm in the economyMarketing in a small businessGrowing a small firmFailureGovernment support for small firmsThe Business Plan

Transferable skillsTransferable personal skills developed in this module include tam building and presentation

skills.

Reading ListRecommended TextBirley, S and Muzyka, D F () Mastering Enterprise Financial Times/Pitman Publishing Voyager searchSupplementary TextCarter, S and Jones-Evans, D () Enterprise and Small Business Financial Times/Prentice Hall Voyagersearch Chell, E () Entrepreneurship: Globalisation, Innovation and DevelopmentThomson Learning

Voyager search Wickham, P A () Strategic Entrepreneurship: A Decision-making Approach to NewVenture Creation and ManagementFinancial Times/Pitman Publishing Voyager search


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Module Identifier MMM1910Module Title Managing In The Global EconomyAcademic Year 2009/2010Co-ordinator Dr Michael SavvasSemester Semester 2Other Staff

Course Delivery


Assessment


Semester Assessment One 3,000 word report 100%

Supplementary Assessment One 3,000 word report 100%

Learning OutcomesOn completion of this module, students will be able to:

describe and evaluate appropriate organisational models to support global strategies

devise effective communication strategies. IT and information systems infrastructures

outline key ethical and cultural issues in international business

evaluate international markets

identify the key elements in the design of a global strategy

AimsTo provide students with subject specific skills, ie, the principla issues involved in managing interntionalcompanies, in particular, strategic, organisational, cultural and ethical issues. To provide students withtransferable skills - communication skills, etc.

Brief descriptionIntroduction. Formulative international strategies. International maufacturing and R & D activities. HRMissues. Ethics. Postscript.

ContentIntroduction and identification of contemporary issues in the global economyStrategic perspective: internationalisation and growth strategiesOrganisational models to support global strategiesCross-cultural challenges of international businessEthical issues in international businessGlobal HRM issues

Transferable skillsStudents following this module will enhance note taking skills, report writing skills, reinforce timemanagement. The inclusion of web sites and encouragement to use the library will enhance IT and

research skills.

Reading ListGeneral TextCharles W L Hill (2002) Global business today Postscript 2003 with CD, Maps and Powerweb 2nd editionMcGraw-Hill Voyager search Kerr W A and Perdikis, N (2003) The Economics of International BusinessEstey Centre for Law and Economics in International Trade Voyager search Richard M Hodgetts and FredLuthans (2002) International management: culture, strategy and behaviour5th edition McGraw-HillVoyager search Stonehouse, G, et al (2000) Global and Transnational Business Wiley Voyager search


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Module Identifier MMM3210Module Title Marketing CommunicationsAcademic Year 2009/2010Co-ordinator Mr Damian M GallagherSemester Semester 2Other Staff

Course Delivery

Seminars / TutorialsLecture 11 x 2 hours

Assessment


Semester Assessment One 2,000 word project 40%

Semester Exam 1.5 Hours 60%

Supplementary Exam 1.5 Hours Resit exam and/or resubmission of project 100%


1. Define the key terms in marketing communications

2. Appraise the impact of contexts on marketing communications

3. Evaluate the power of branding

4. Apply the campaign planning process

5. Explain the merits of the marketing communications tools

6. Appraise the importance of agencies

7. Evaluate the performance of the marketing communications plan

Brief descriptionThis module helps students to develop an understanding of the variety of communication concepts, toolsand practices required by organisations to communicate with their stakeholders effectively. It will beginwith the introduction to communication process focusing on communications theory and the understandingof the communication environment. In the second part particular marketing communication tools will beintroduced, analysed and evaluated in terms of their ability to communicate effectively with differentstakeholders.

ContentCommunications plan

Communications mediaCommunications environmentCommunications mix - advertising and direct marketing, personal selling, sales promotions, pr,sponsorship, corporate identityE-marketingCommunications mix - supportive communicationsCreative aspects of marketing communicationsBranding and brand management

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Reading ListRecommended TextBelch, G E and M A Belch (2001)Advertising and Promotion: An Integrated Marketing CommunicationsPerspective 5th Edition Boston: McGraw Hill Voyager search Fill, C (2006) Simply MarketingCommunications Harlow: FT Prentice Hall Voyager searchSupplementary TextKitchen, P J (1999) Marketing Communications: Principles and Practice London: Thompson Voyager

search Pickton, D and A Broderick (2005) Integrated Marketing Communication 2nd Edition London:Pearson Education Voyager search Smith, P R (1999) Marketing Communications: An IntegratedApproach London: Kogan Page Voyager search


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Module Identifier MMM4010Module Title Internet Marketing And E-businessAcademic Year 2009/2010Co-ordinator Dr Ian H HarrisSemester Semester 2

Course Delivery


Lecture 8 x 2 hours

Assessment


SemesterAssessment

Individual project 2,500 word report 75%

SemesterAssessment

Group research project To be delivered as a 15 minute businessbriefing and maximum of 1,000 word briefing summary per group

25%


2000 word management report on a topic relating to Internet Marketing 100%

Learning OutcomesOn completion of this module, students should be able to:

Understand and critcally evaluate the various marketing and communicative processes employedby e-businesses to promote goods and services on the internet.

Determine (and justify) best practice internet marketing strategies for a diverse range of goods,services and types of organisation.

Successfully communicate and manage strategic internet-related marketing intentions to othermembers of an organisation.

AimsThe aim of this module is to provide students with: i) an understanding of the marketing andcommunicative strategies required to conduct and successfully promote business over the internet: as wellas ii) an awareness of how these strategies are similar to or different from those practice in more

traditional marketing environments. Particular attention will be paid to the various (visual, textual andaural) advertising and promotional strategies employed by e-Business to market their goods and servicesin a variety of e-commerce related electronic mediums (eg computer, TV, mobile phone etc). This modulealso aims to develop an awareness within students of the various marketing associated problems andopportunities associated with internet commerce, such as: i) the implementation of e-Business within anestablished marketing mix; ii) developing customer loyalty and trust: iii) dealing with consumer informationempowerment; iv) internet retailing and brand development; v) pricing; vi) customer profiling andsegmentation.

Brief description

The lectures for this module are separated into four themed sections:A. Establishing and maintaining a web presence;

B. The online purchase experience;C. Online customer service marketing/management; andD. Online advertising and web-site promotion.In each of these themed sections we will focus on a small number of crucially important aspects of real-lifeInternet marketing activity. For example, in part B ? The online purchase experience? - we examine thefollowing topics:i) Web site accessibility/navigation;ii) Security and trust;iii) Product presentation and description; and:iv) The order process (the `shopping cart?).

ContentLecture One: An Introduction to Internet Marketing and EbusinessLecture Two: An introduction to Search Engine OptimisationLecture Three: Search Engine Optimisation ? the basicsLecture Four: Search Engine Optimisation ? the finer detailsLecture Five: Email Marketing Communication

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Lecture Six: Customer Relationship ManagementLecture Seven: Managed Customer RelationshipsLecture Eight: Ethical Considerations and Security for EbusinessLecture Nine: Ethical considerations and security for EcommerceLecture Ten: The purchase and checkout process

Reading ListRecommended Text

Dave Chaffey, Richard Mayer, Kevin Johnston, Fiona Ellis-Chadwick () Internet Marketing - Strategy,Implementation and Practice 2nd Edition FT - Prentice Hall Voyager searchSupplementary TextBrian Austin (2000) Web Page Design in Easy Steps Computer Step Publications Voyager search C Clark(1999) Effective Business Briefings Kogan-Page, London Voyager search C Westland and T Clark (1999)Global Electronic Commerce: Theory and Cases MIT Press Voyager search E Lawrence (et al) (1998)Internet Commerce John Wiley & Sons, New York Voyager search J Strauss and R D Frost (1999)Marketing on the Internet: Principles of On-Line MarketingPrentice Hall, New York Voyager searchJennifer Niederst (1999) Web Design in a NutshellO'Reilly, Beijing Voyager search Jim Buyens (1999)Running Microsoft FrontPage 2000Microsoft Press, Washington Voyager search S Sangwan InternetCommerce and Consumer MarketingVoyager search Stephen Copestake (2000) Paint Shop Pro in EasySteps Computer Step Publications Voyager search


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PART TWO

MANAGERIAL REPORT

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Module Identifier MBM9260Module Title Managerial ReportsAcademic Year 2009/2010Co-ordinator Mr Elton A W St GeorgeSemester Semester 3 (Dissertation)Mutually Exclusive MBM9160Other Staff

Course DeliveryOther 12 Hours. workshop + ongoing contact during the programme

Assessment

AssessmentType


SemesterAssessment

One written Company report of no more than 14,000 words on a specificcompany or issue within a company, a sector or issue within a sector, abusiness plan or a conultancy report for a client. Usually 70% of the reportmust cover one or more of these key subject areas: Economics; HRM andOB; Financial Management and Management Accounting; Marketing andStrategy; the remaining 30% must cover the subject of Leadership and

Managerial skills.

30%

SemesterAssessment

70%


* Gain experience of working within a team in a more effective way via the experience and theory gainedduring the programme

* Focus on their personal development with regards to their managerial skills

* Critically assess their own and their colleagues managerial skills performance

* Further their knowledge in the theory of team-building, interpersonal communication, leadership andother skills related topics and be able to utilise this knowledge in a practical and efficient manner

* Focus on a specific company/organisation/institution or Management related issue/problem and equipthemselves with an increased knowledge and understanding of this field with respect to the four key areasof business outlined previously.

* Gain an awareness of the professional and academic literature available by researching the subject areaprior to the writing of the report

* Gain further knowledge and experience by working with the module co-ordinator and/or practitionerduring both the research and writing-up stages of the project

* Write the project conclusion in a form consistent with the typical 'management report' format employed inbusiness and industry

Brief descriptionThe Report should not simply describe the company/organisation/institution (although aspects of theReport will inevitably provide some description of, for instance, financial data and product-marketstrategy); examiners will seek to specifically award grades to students that address the following:1. Critical analysis of the company/organisational/institutional situation2. Demonstrate the use of tools, techniques, frameworks and analytical approaches to diagnose thecompany/organisational/institutional situation3. Demonstrate an appreciation of 'time' illustrating the dynamic elements involved in strategic andorganisational evolution (students are strongly recommended to consider the longitudinal issues over timerather than purely adopt a static viewpoint of the issues today).4. Use appropriate referencing (both managerial and academic sources) so as to anchor analyses to

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literature rather than make the project self-opinion-based.

Students should appreciate that this assignment is deliberately broad. There is no definitive structure andthe scope given in the brief above is designed as integral to the assessment process. This latitudeprovides an opportunity for students to compile the most incisive report that analyses thecompany/organisational/institutional situation. An implicit part of the assessment is that students devisethe structure that they feel is most appropriate to their critical analysis.

AimsThe main aims of the module are to:

Bring together the knowledge and practical experience acquired (regarding the subject ofmanagerial skills and the managerial skills ability of the student and their team) from the Mastersprogramme.

Bring together the knowledge and practical experience acquired during Management Skills events(such as communication workshops, leadership weekends and team-building activities) that areheld during the relevant masters programme and apply it in the production of the report.

Use the professional and academic literature to extend their knowledge and add to the depth ofcoverage during the report writing.

To utilise the existing professional and academic literature and their practicalbusiness/management experience (where relevant) in order to critically evaluate their personal

managerial skills related performance and development as well as that of their team members.Focus on: a) a specific company, organisation or institution and/or b) a management relatedissue, event or problem

AND

Investigated the theory and practice of the specific management issue, event or problem selected usingthe existing professional, academic and prescriptive literature in each (or a selection of) the followingbusiness sub-disciplines:1. Marketing2. Strategy3. Human Resource Management / Organisational Behaviour4. Managerial Economics5. Financial Management / Organisational Behaviour

Content

Report Writing: structure, and style

Managerial Styles

Leadership and Motivation

Delegation

Effective Communication

Recruitment and Selection

Team-Building

Presentations

Research methods

Sources of information

Company/organisational/institutional analysis

Relevant, practical and current theory and practice in the sub-disciplines of: Economics, HumanResource Management/Organisational Behaviour Financial Management/ManagementAccounting, Marketing and Strategy.

Transferable skills

Working within a team

Communication skills

Presentation skills

Report writing

Leadership skills

Report Writing

Research skills

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Self-management

Analytical skills


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Managerial Reports (MBM9260)

Following successful completion of the taught part of the programme, you will then begin workon your Managerial Report.

The report provides the opportunity to utilise the knowledge and experience gained during thetaught period of the programme. The practical, relevant nature and style of the reports areideally suited to a management degree and they will help to prepare students in their career andpersonal development. They are also flexible in design, allowing students to focus their reportsmore specifically towards their own interests and experience.

The first part of this report will focus upon the analysis of an individual company, selected by thestudent. The report could either examine a specific issue within the company, or involve a moregeneral analysis of the company incorporating any or all of the four main areas of management:Finance, Human Resource, Economics and Strategy.

The second part of this report will be based upon the area of Managerial Skills. Students willresearch the area of Managerial Skills with particular relevance to the skills requirements of the

current business environment. There will also be the opportunity for the student to criticallyanalyse their own managerial skills capabilities.

Deadlines for Management Reports

The deadline for Management Reports and Dissertations is two years from the date ofregistration, for example if you register in September 2009 your Report/Dissertation must besubmitted by the 30th September 2011.

The full degree scheme, including submission of the dissertation/management report in theprescribed form, shall be completed within the following periods from the date of the initial

registration:

Full-time candidates following one year schemes not more than 2 years

Part-time candidates not more than 5 years

If the dissertation/management report is not submitted within the University's time-limit thecandidature will be deemed to have lapsed and there will be no further opportunity forsubmission.

The University time limit may be extended in exceptional cases only and in accordance withcriteria laid down in Standing Orders. A reasoned application, supported by appropriateindependent evidence, must be submitted by the candidate's department to the University forconsideration.

If a dissertation/management report is failed by the examiners the candidate may re-present itonce only, not more than twelve months from the date of the official communication to thecandidate of the result by the University Registry. A fee shall be payable for the examination ofsuch a re-presented dissertation/management report.

Further information and guidance on the rules and regulations governing the submission of yourdissertation or management report can be found at:http://www.aber.ac.uk/en/regulations/contents/modular-masters/

The Postgraduate Office will inform you about all the submission requirements during Part Twoof your degree.

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FACILITIES

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Team-Building

From the outset of your MBA programme it is important that you get to know your fellow studentsin order to work effectively both as an individual and as a team member. The team-buildingexperience is designed to encourage and facilitateindividual development and team working and will enable

you to gain maximum benefit from the very start of theprogramme. Attendance is compulsory.

The dates for the event this year are:

Friday 16 October 2009 Sunday 18 October 2009

MBA Resource Room

The MBA programme has a dedicated MBA resource and breakout room which is situated onthe lower ground floor of the School building. It contains computing facilities, a resource sectionand work space. You will need to contact the Postgraduate Office to obtain the security code toaccess this facility.

The National Library of Wales

The National Library of Wales is one of the great libraries of the world and is situated just belowthe main University campus. Since 1911 it has enjoyed the right to collect, free of charge, acopy of every printed work published in Britain and Ireland. In addition it has a huge collection ofworks about Wales and the other Celtic countries: books and pamphlets, magazines andnewspapers, microforms, ephemera, and a wealth of electronic material.

The Library is not only a library, it has thousands of manuscripts and archives, pictures andphotographs, maps, sound recordings and moving images, available for all students to consult inthe building. It also arranges exhibitions throughout the year, as well as lectures and otherevents. As a student at Aberystwyth you have free access to the National Library's 6 millionvolumes, maps and prints.

Hugh Owen Library

When you become a student at Aberystwyth, you will enjoy access to a modern, well-equippedlibrary service which has seating for over 1,300 readers, houses more than 700,000 volumesand subscribes to more than 3,000 current periodicals. A wide range of networked databasesand other electronic information sources are also available to you. The main Hugh Owen Libraryis open for up to 77 hours a week during term time and trained library and computing staff areconstantly on hand to assist you with enquiries and provide assistance when needed.

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Computing Facilities

The University provides a wide range of the latest computing facilities to meet yourrequirements. A large number of workstations are located on campus and in halls of residenceproviding unlimited 24 hour access. Aberystwyth's local area network serves as a gateway tothe Internet and the World Wide Web. There is an extensive range of software available to you.These range from word-processing packages and databases to design and artistic packages.Specialist staff are on hand to provide you with help and guidance. A wide range of shortintensive courses are organised to ensure that you get the most from the services.

Gregynog Hall

Gregynog Hall is a residential Conference Centre managed by the University of Wales.Gregynog Hall, hidden away in the peaceful Montgomeryshire countryside, is a centre forconferences, education and the arts. The Hall is surrounded by 750 acres of gardens, woodlandand farmland, making Gregynog one of the most peaceful and relaxing venues imaginable.

National Library of Wales with over 6 million volumes

University Library with 700,000 volumes

Over 900 PCs for your use, many available on 24 hour access

Computing facilities located in Halls of Residence and throughout teaching buildings

Specialist learning support for students with dyslexia

Free access to the Internet and the World Wide Web

Language and Learning Centre to offer specialist help in writing skills

Computer assisted Language Laboratory to help you to acquire new language skills

Easy and free access to all these facilities

Aberystwyth has an excellent range of learning facilities to help you to succeed in your chosensubject.

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Professional Development and Alumni

As an AMBA accredited Business School we are committed to assisting our MBA students withthe development of their future careers. We provide this service in partnership with theAssociation of MBAs Career Horizons, TopCareers.com and external consultants.

Full details will be provided to all MBA students on how to access the interactive web basedservices, as well as dates for all of the Careers Development workshops, seminars andinformation sessions.

Career Development Workshops: 28 & 29 October 2009

University Careers Advisory Service - www.aber.ac.uk/careers/

Careers Library

Open 10.00 - 17.00 hours with early closing at 16.30 on Fridays Information Officer or Information Assistant available to answer users queries Comprehensive careers library (reference and take-away information, careers video

collection, practice psychometric tests, vacancy bulletins, etc) Micro-computer available to users in the Library giving access to employer and vacancy

databases, specific recruitment agencies available on the WWW; Civil ServiceCommissions aptitude tests, Funderfinder and other packages

Prospects Planner - a careers guidance package for students and graduates (staffincluded) to use.

Two web browsers allowing Internet access and e-mail facilities for students andgraduates to use.

Interviews with careers advisers

Duty adviser service (15-minute interviews, bookable on the day) Appointments (long or short discussions, bookable in advance) Available to all undergraduates and postgraduates at Aberystwyth University, and to

graduates of Aberystwyth University and elsewhere. Aberystwyth University graduatestaff are also welcome to use the service.

Group work

Careers talks by employers, careers advisers and others Workshops on applications, interviews and management skills Psychometric tests (run under strict exam conditions by qualified advisers).

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The academic year

Like most other Universities Aber has adopted an academic year with two semesters, each offifteen weeks. Lectures and tutorials will take place over the first eleven weeks in each semester(with breaks at Christmas and Easter). The remaining four weeks are for revision andexaminations. The relevant dates for 2009/2010 are set out at the front of this handbook.

Use of mobile telephones

Please note that the use of mobile telephones in lectures, seminars and tutorials is forbidden, astheir use is highly disruptive to other students and staff. Those of you who have mobiletelephones are asked to ensure that they are switched off for the duration of a lecture, seminaror tutorial. The use of mobiles is also forbidden on the top two floors of the Cledwyn Building.

Lectures

Lectures are central to the information process and usually take students systematically throughthe topics or issues outlined on a syllabus. There are as many different styles of lecturing as

there are lecturers. Some prefer to use overheads for example, while others eschew thepractice and, in some instances the content of a particular module imposes its own constraintson the way in which it can be taught. Lectures are a valuable source of information andsimplification of material.

Tutorials/Seminars

On the relevant modules, attendance at tutorials is compulsory. They are designed to help youunderstand a subject and give you an opportunity to discuss it with your fellow students andtutor. It is in these groups that you can seek clarification of points made in lectures or issuesthat you have come across in your reading which you have not understood. You are, of course,also able to see your lecturer or tutor at other specific times to discuss problems related to your

work. How much you get out of tutorials depends on how much you and other students put in.Below we make some suggestions regarding what you can do to help the process.

Your attendance is recorded and monitored. Non attendance will be penalised and youwill be reported as an unsatisfactory student. This could lead to exclusion from theUniversity.

What to do at tutorial and seminar classes

Most lecture programmes have an accompanying tutorial or seminar programme. This will beset out in the module outline and further details will be provided in the first lectures. The tutorialprogramme normally starts a few weeks after the lecture programme. Please check your e-mail

and noticeboards for instructions about tutorials. For modules taken in other departments youmust ask the relevant module co-ordinator about the tutorial arrangements.

The following notes are for your guidance;

1. The module outline or tutor will tell you what topic is to be discussed in each seminar. Youshould prepare by doing some background reading on the topic. This reading will be of moreuse if you set aside some time to think about the important points or issues.

2. You should be prepared to contribute in seminars. The success of a seminar group, or thelack of it, depends on all its members. You should be willing to comment on the topic and onwhat other people say. With regard to future employment, the ability to contribute effectivelyto the work of a group is an important skill. In the future, you may wish to ask your tutor foran employment reference. Your contributions and performance in seminars are likely to beimportant in the tutors evaluation of you.

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3. You should be willing to ask questions about points you do not understand. It is unlikely thatyou are the only one who does not understand. The tutor will give you an opportunity to askquestions.

4. If you are presenting a seminar, you have a duty to your fellow students to provide a goodpresentation on the assigned topic. The presentation should not last for the whole seminar -the tutor will indicate the length of presentation required. You should cover the main pointsof the relevant theories and empirical evidence and not go into too much detail. You shouldnot read out your presentation - this can be very boring! You should work on yourpresentation so that you can deliver it at an appropriate pace without reading word-for-wordfrom notes. Presentational skills are important in many jobs and seminars are a good placeto improve them. In presenting seminars, you can use the board or an overhead projector, ifyou feel these are useful ways of presenting material.

5. Do not encourage fellow students and tutors to give mini-lectures. This can only beprevented by the participation of students, i.e. you!

Attendance and submission of work

Regular attendance at lectures, tutorials and seminars is expected of all students at all times,unless there are clear personal or medical circumstances. The University examinationconventions available from these web-pages(http;//www.aber.ac.uk/en/regulations/contents/student/regulations andhttp://www.aber.ac.uk/en/student/regulations) are clearly spelt out in that satisfactory academicprogress is subject to satisfactory attendance throughout the course in the same way as thesubmission of coursework and the taking of examinations.

The dates of terms, vacations and examination periods are clearly outlined at the beginning ofthis handbook. As such, lecturers are entitled to expect that you will be attending regularly anddoing the work that has been required of you during term time. Typically, absenting yourself fromone class simply because there is an assignment due on that day is not condonable - particularly

when coursework/assignment deadlines are usually communicated well in advance.

The School acknowledges that medical or personal circumstances do sometimes affectsignificantly the progress of studies, class attendance and examination performance. You areadvised to notify the Postgraduate Office of any special circumstances that may impinge on yourattendance and progress. Such matters are treated in strict confidence. Should you feel unableto discuss the details of your circumstances with the Postgraduate Office, you can contact theStudent's Union Advice and Counselling Centre, which will then write to the School makingrecommendations.

It is reasonable to expect that students intending to be absent from classes for one full week ormore will notify the relevant Programme Leaders or the Postgraduate Office. In other cases of

shorter absences, common courtesy would expect you to inform the relevant lecturer(s) inperson or by email.

You will be advised of the submission date for coursework at the beginning of the semester inwhich the module is taught. Coursework has to be submitted to the Postgraduate Office (S10) inthe Cledwyn Building during office hours (office hours are 10.00 12.30 and 2.00 4.00), but nolater than 3.00 pm on the deadline date for submission. For each assignment, pleaseensure that you complete two copies of the cover sheets available from the Postgraduate Office;one should be attached to the assignment, and the other will be date-stamped and returned toyou as a receipt. No submissions will be accepted after 3.00pm, and no submissions should bemade in any other way, e.g. direct to Module Coordinators, left in pigeonholes, or slipped underoffice doors. Staff may refuse to mark coursework not submitted in the approved manner.

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Late Submission of Assessed Work

The School operates Faculty policies concerning penalties for assessed work submitted latewithout good cause:

Work submitted up to 10 working days late: 5 marks deducted per dayWork submitted later than 10 working days: mark of zero awarded

An extension will only be granted in exceptional circumstances and must be requested inadvance and in writing. Where an extension of 7 days or more is requested, supportingevidence from a medical practitioner or student counsellor will normally be required. Forms forcompletion are available from the Postgraduate Office.

Application for Extension to Coursework Deadline

To be used only where there are genuine unforeseen circumstances which make it impossible tomeet a submission deadline. (Normally only medical problems or adverse personalcircumstances qualify). If an extension of 7 days or more is requested, supporting evidencefrom a medical practitioner or Student Counsellor will normally be required. Any students found

to be abusing the system (for example, by inventing an illness or

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