Wales MBA Modules

___________________________________________________

LONDON SCHOOL OF BUSINESS & FINANCE

IN COLLABORATION WITH

UNIVERSITY OF WALES

MBA

MASTER IN BUSINESS ADMINISTRATION

APPLICATION FOR VALIDATIONBY THE UNIVERSITY OF WALES

http://www.lsbf.org.uk/

http://www.wales.ac.uk/default.asp

ContentContent.........................................................................................................................2Common Modules........................................................................................................3

Strategic Planning.................................................................................................4Marketing Management.....................................................................................10Operations Management...................................................................................16Corporate Finance..............................................................................................21Organisational Behaviour...................................................................................24Managing Information........................................................................................30

Pathway Modules.......................................................................................................35Project Management..........................................................................................36Virtual Teams Management...............................................................................41International Human Resources Management...................................................48Coaching and Mentoring for Leadership and Management...............................55Strategic Planning for Hospitality Management.................................................60International Hospitality Management..............................................................66Innovative Strategies for IT Environments..........................................................72International Competition in IT..........................................................................78Analysis of Financial Reporting...........................................................................84Performance Measurements and Control..........................................................87Risk Management...............................................................................................90Equity and Fixed Income Investment..................................................................93Integrated Marketing Communications..............................................................97Global Marketing..............................................................................................104Internet and Digital Marketing Communications.............................................110Fundamentals of Islamic Banking and Finance.................................................116Islamic Portfolio Management.........................................................................119E-Commerce.....................................................................................................122Strategic Sales Management............................................................................128Key Account Management...............................................................................134Web-Marketing Metrics, Analysis and Evaluation............................................139PR Management and Corporate Communications...........................................145International Financial Markets and Institutions..............................................151

Part Two...................................................................................................................154Business Research Methods.............................................................................154Dissertation......................................................................................................160

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Common Modules

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MODULE DESCRIPTION (MBA TAUGHT)

Strategic Planning2009

Module Code: SPModule Title: Strategic Planning Credit Value & Level: 15, 7Module Leader: John BredicanProgram Director Dorota Bourne

1.0 Introduction:

Managers need to understand how strategy is formulated in business and how it shapes the direction and activities of an organisation. This module introduces students to concepts, theories and frameworks that will aid their understanding of strategic decision-making and its impact on organisations. Application of these techniques will be on ‘live’ organisations to ensure teaching and learning is current.

The focus of this module is on the nature of competitive strategy in a global context. It examines how, in such a dynamic environment, competitive advantage might be developed through strongly differentiated positioning and exploited in a cost-effective manner. Its emphasis is on where and how the organisation competes and, in doing this, highlights the strategic marketing significance of brands, innovation, alliances and relationships and e-marketing. An important theme running through the unit is the development of the capability to develop innovative solutions that enhance an organisation’s competitive position in its chosen markets.

1.1 Learning Aims of the Module:

The aim of the module is to equip learners with the knowledge, skills, and competencies to interpret and develop marketing strategy in order to assist their organisation in the creation and capture of value as well as obtaining sustainable competitive advantage. Through this process, the learner will develop an understanding of the impact of contemporary issues on the development and implementation of strategy.

1.1.1 Key Aims

To develop the skills to analyse strategic problems and reach strategicdecisions in the contemporary and international business context

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To develop an understanding of the most important strategic issues confrontingthe marketing manager in the 21st century

To acquire the capability of organising and participating in the strategicplanning and control process within an organisation

2.0 Learning Outcomes of the Module:On successful completion of the module the learner will have:

Knowledge & Understanding:Develop critical appreciation of current strategic management conceptsDevelop an in-depth understanding of the complexity of the environment and its applications on decision-making processIntegrate and apply strategic approaches to practical situations in various types of organisationsAssess current developments in the organisational environment and alternative responses related to strategy by using case studies Critically analyse and evaluate strategic marketing management practices in organisations in different sectorsResolve complex management problems in the area of strategic management by critical evaluate alternatives outcomes

Industry Related / Transferable Skills:

Develop and enhance skills to construct and present quantitative & qualitative data effectively by the application of IT skills and methodological techniquesBy the end of this module students will develop group-working skills that will enable them to improve team-working ability and interpersonal skills

2.1 Indicative Content

A. Introduction to classic concepts of strategic planning processB. Corporate mission, vision value, and goalC. Business Economics: the macroeconomic environment and microeconomic

choicesD. Competitive strategies – cost-led and differentiated strategiesE. Organisational resources and competencesF. Strategic development options and portfolio modelsG. Stakeholder analysis and the management of changeH. Evaluating strategies and matching them to organisational capabilitiesI. The relationship between business ethics and business strategyJ. Contemporary issues in strategic managementK. Competitive advantage through innovationL. Strategic analysis of internal and external environmentM. Contemporary issues in strategic business management

N. Critical evaluation of strategic planning process

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O. Ethics and strategic planningP. Principles of Company Law

2.2 Teaching and Learning ActivitiesThe module tutor(s) will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study and text and to apply it in a practical way. The intent is to facilitate interactive class activities, and discussion about the significant role of research in a global and local business environment.

2.3 Teaching EthosThe college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners in maximising their potential by ensuring that they are taught clearly and effectively. This will enable students to engage with the learning environment and promote success in both their academic studies and subsequent career.

2.3.1 Methods of Delivery:

LECTURES: will be developed around the key concepts as mentioned in the indicative course content and will use a range of live examples and cases from business practice to demonstrate the application of theoretical concepts. This method is primarily used to identify and explain key aspects of the subject so that learners can utilize their private study time more effectively.

SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions led by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.

CASE STUDIES: An important learning methodology is the extensive use of case study. They enable learners to apply the concepts that they learn in their subjects. The learners have to study the case, analyse the facts presented and arrive at conclusion and recommendations. This assists in the assessment of the learner’s ability to apply to the real world the tools and techniques of analysis which they have learnt. The case study serves as a supplement to the theoretical knowledge imparted through the course work.

3.0 Assessment Strategy:

3.1 Skills Assessment

The skills related to the module will be assessed as part of the learning outcomes identified above.

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3.2 Methods of Assessment:Assessment Title Weight

towards final grade

Pass mark

Outline details Submission Date

Coursework 80% 50% Business Investigation

TBC

Examination 20% 50% Open Book TBC

The pass mark is 50% of total marks and 40% is minimum threshold for each assessment.

Assessment 1 – Coursework

Students will be expected to investigate the marketing strategy of an organisation identified by their tutor in order to determine the key components of its strategy and make critical recommendations for its improvement. Further details will follow in the assessment brief within the Student Study Guide.

Assessment 2 – Open Book Examination

The open book exam will comprise of three essay questions from a selection of nine.

Assessments 1 and 2 will be designed to ensure all learning outcomes are assessed.

Feedback Policy: Wherever possible, staff will aim to return marked coursework with individual feedback on student performance within fifteen working days of submission. If there is a delay in the marking process, LSBF will advise a new anticipated return date.

3.3 Plagiarism:Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered to be unfair practice and is strictly forbidden. Those students found guilty of plagiarism will fail the assignment. Students can re-submit the assignment but the re-submitted assignment’s mark will be capped at the pass mark only.

4.0 Source Material:

As well as your Student Study Guide for this module you are expected to make full use of the following sources;

4.1 Core Reading

Johnson G and Scholes K (2005) Exploring Corporate Strategy, Prentice Hall, 7th ed

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4.2 Recommended Reading:

Ambrosini V (1998) Exploring Techniques of Analysis and Evaluation in Strategic Management, Prentice HallAaker D. (2007) Strategic Market Management Wiley; 8 editionCoulter M (2005) Strategic Management in Action, Prentice Hall, 3rd edChernev A. and Kotler P. (2008) Strategic Marketing Management, 3rd Edition Brightstar Media, Inc.; 3rd edition Chernev A. (2007) Strategic Marketing Analysis, 2nd Edition Brightstar Media, Inc.; 2 edition David FR (2001) Strategic Management, Prentice Hall, 8th edDe Wit R and Meyer R (1998) Strategy: Process, Content, Context – An International Perspective, ThomsonDolan RJ (1992) Strategic Marketing Management (Practice of Management) Harvard Business School Press Doole, I. and Lowe, R. (2005) Strategic marketing decisions in global markets. London, Thomson LearningFinlay P (2000) Strategic Management, Prentice HallGrant RM (2004) Contemporary Strategic Analysis, Blackwell, 5th edHamel G and Prahalad CK (1994) Competing for the Future, Harvard Business School PressHooley, G. Saunders, J. Piercy, N. and Nicoulaud, B. (2007) Marketing Strategy and Competitive Positioning (4th Edition) South-Western College Pub; 4 edition Kay J (1995) Foundations of Corporate Success, O U PKim, C. and Mauborgne, R. (2005) Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant Harvard Business School Press; 1 edition Lambin, J, Chumpitaz, R and Schuiling, I (2007) Market-Driven Management: Strategic and Operational Marketing Palgrave Macmillan; 2nd edition Thompson JL (2005) Strategic Management, Thomson Learning, 5th edWelch, P.J., and Welch, G.F.(2006) Economics: Theory and Practice Wiley; 8 edition

4.3 Journals & Newspaper:

ABI/Inform global (journals)Osiris (companies)Datamonitor (market surveys, available via Osiris)Financial Times online Economist Times & Sunday Times Athens database

4.4 Other Sources:

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Relevant information is available from non-academic sources on the internet. Great care must be taken as internet content is published for marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources. Students are given credit for using a wide range of academic sources in their assignments.

Strategic Planning Society http://www.sps.org.uk/Strategic Planning Papers http://www.bitpipe.com/The Institute for Learning and Research http://www.bized.co.ukBusiness Link DTI site for practical business advicehttp://www.businesslink.gov.uk/bdotg/action/home

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http://www.businesslink.gov.uk/bdotg/action/home

http://www.bized.co.uk/

http://www.bitpipe.com/

http://www.sps.org.uk/



Marketing Management2009

Module Code: MMModule Title: Marketing Management Credit Value & Level: 15, 7Module Leader: John BredicanProgram Director Dorota Bourne

1.0 Introduction:

The objective of the course is to give future managers an understanding of the key theories that underpin the study of Marketing, as well as an opportunity to analyse and evaluate the marketing strategies of successful and ‘not-so-successful’ businesses. There will also be an opportunity to formulate a marketing strategy in response to case study material.

Module focuses on the implementation stage of the strategy. This encompasses managing marketing teams, managing change, implementing strategy through marketing activities and working with other departments, and using measurement as the basis for improvement.


The aim of the module is to equip learners with the knowledge, skills, and competencies to interpret and develop marketing strategies in order to assist their organisation in the creation and capture of value. Through this process, the learner will develop an understanding of the impact of contemporary issues on the development and implementation of a marketing strategy.

1.1.1 Key Aims

Develop a managerial, rather than a descriptive, appreciation of issues related to marketing management.

Examine critically advanced theoretical frameworks. Integrate the theoretical, conceptual and analytical considerations of

marketing management. At the end of the course, you will have mastered a range of methods and

techniques and have a clear appreciation of their theoretical and empirical foundations, range of relevance, applicability and limitations.

2.0 Learning Outcomes of the Module:

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On successful completion of the module the learner will have:

Knowledge & Understanding

Use appropriate marketing terminology, concepts, theories and models applied in a variety of marketing settings.

Describe the inter-related nature of the basic marketing concept and the business environment.

Analyse the elements of the marketing mix and the role of different elements in achieving marketing objectives.

Demonstrate a critical appreciation of a variety of market research techniques.

Appreciate the importance of the separate marketing functions, the management of these functions, and how each function affects other functions within and external to the marketing domain.

Describe the components of a professional marketing plan.

Appreciate the dynamic nature of marketing in a changing, global business environment.

To think strategically about a given company’s marketing approach in order to ensure the creation and capture of value

Analyse a marketing strategy within a structured framework, incorporating market positioning, performance objectives and success factors

Debate and appreciate interpretations and applications of academic theory & practice

Synthesise relevant literature from a diverse range of perspectives on specific aspects of marketing management, identify knowledge gaps and propose research through which the identified gaps could be addressed.


Formulate/develop coherent strategies that are holistic in nature and internally congruent in terms of both conceptual and operational requirements of marketing management.

Carry out independent study and research in the subject areas of the course Analyse the environment, market, competitors, customers and other functional areas from the perspective of the marketing function

Demonstrate how marketing could be organized and applied in a business context.Effectively communicate research findings

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Debate contested issues in the field


A. Principles of marketing; definition, aims and challengesB. Company and marketing strategy; relationship building and the marketing

environmentC. Markets and buyer behaviour; segmentation, targeting and positioningD. Product and service branding and pricing StrategiesE. Distribution policy and channel management F. Implementing the business strategy through marketing activities G. Marketing planningH. Managing marketing mixI. Marketing specifics: 2B2, services, retail, e-commerce and non-profit marketingJ. Marketing metrics: measurement and controlK. Marketing in the global contextL. Evolution of marketing, ethics and social responsibilitiesM. Managing marketing teamsN. Aspects of consumer law






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towards final grade

Pass mark


Coursework 80% 50% Marketing Plan TBCExamination 20% 50% Open Book TBC



Students will be expected to develop a commercially viable and coherently written marketing plan in response to a scenario set by their tutor. They will be expected to present the marketing plan in a mock ‘Boardroom’ style setting in order to secure funds for the project.


The open book exam will comprise of a case study response. The case study will be pre-seen by students.



3.3 Plagiarism:

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Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered to be unfair practice and is strictly forbidden. Those students found guilty of plagiarism will fail the assignment. Students can re-submit the assignment but the re-submitted assignment’s mark will be capped at the pass mark only.



4.1 Core ReadingKotler, P. and Keller, K. Marketing Management (13th Edition) Prentice Hall; 13 edition (2008)


Gilligan, C. and Wilson, R. Strategic Marketing Management, Third Edition: planning, implementation and control Butterworth-Heinemann; 3 edition (2005)Hooley, G. Saunders, J. Piercy, N. and Nicoulaud, B. Marketing Strategy and Competitive Positioning (4th Edition) South-Western College Pub; 4 edition (2007) Lambin, J., Chumpitaz, R. and Schuiling, I. Market-Driven Management, Second Edition: Strategic and Operational Marketing Palgrave Macmillan; 2nd edition (2007)Lehmann, D. Analysis for Marketing Planning McGraw-Hill/Irwin; 7 edition (2007)McDonald, M. (2007) Marketing plans: how to prepare them, how to use them. 6th edition. Oxford, Butterworth Heinemann


Journal of MarketingCampaignEuropean Journal of MarketingMarketing WeekThe Marketer (CIM)Precision Marketing (Haymarket)International Journal of MarketingHarvard Business Review

4.4 Other Sources:


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www.cim.co.ukwww.emarketer.comwww.wisemarketer.comwww.mad.co.ukwww.marketingmagazine.co.uk

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http://www.marketingmagazine.co.uk/

http://www.mad.co.uk/

http://www.wisemarketer.com/

http://www.emarketer.com/

http://www.cim.co.uk/



Operations Management2009

Module Code: OMModule Title: Operations Management Credit Value & Level: 15, 7Module Leader: Geoff PayneProgram Director Dorota Bourne

1.0 Introduction:

Most postgraduate students on graduating join organisations in an operational capacity. It is therefore most important that postgraduate students have an understanding of the operations function, how it fits in the business environment and how operations contribute to the overall success of organisations. Given that the rate of change is continually increasing, it is imperative that postgraduate students understand the nature of change and how to develop strategies in response to changes in the environment.


The aim of the module is to equip learners with the knowledge, skills, and competencies to operate effectively in the workplace. Through this process, the learner will develop an understanding of the way in which the operations function is critical to the success of an organisation.

1.1.1 Key Aims

To provide an overview of Operations Management. The approach will be mainly qualitative but it will not ignore quantitative aspects where relevant

To enable students to grasp the nature of operations management and the activities of operations managers

To critically analyse ways in which the operations function contributes to the organisations' competitiveness and strategic direction

To evaluate the main issues concerned with the design of products, services and processes

To appreciate the nature and complexity of externalities and how to develop strategies to allow organisations to implement and manage change

To develop practical managerial skills and group working skills in the context of delivering managerial change

2.0 Learning Outcomes of the Module: On successful completion of the module the learner will have:


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Understand the function of operations in organisationsAppreciate the nature, activities and process of operationsUnderstand the way operations contribute to organisational competitiveness and strategic directionGain in-depth knowledge of the key concepts of change management within organisationsApplying theoretical concepts will be undertaken using the case study methodIdentify and analyse information needed to establish and implement effective operational decisions with particular reference to change managementCritically analyse and evaluate both the concepts of operations strategies and also the issues raised with implementation in a fast changing environmentThrough case studies, identify management problems in the area of operations and critically evaluate alternative course of actions dependent on the resources available and the need to effectively manage changeUnderstand the importance of people in the change management process.

Industry Related / Transferable Skills:Enhanced ability to use and present quantitative & qualitative data, in suitable formats that increase understanding by the use of appropriate techniques and application of IT skills. Most of the case studies will require the management of data and informationImprove and enhance verbal and written communication especially through the seminars. Students will need to provide both written reports and be engaged in discussions in seminarsThroughout this module students will be able to work effectively in teams and have improved interpersonal skills.


A. Operations context and strategyB. Operational functions in the provision of goods and servicesC. Plant and facilities managementD. Processes: design, control and change managementE. Planning and control issuesF. Environmental issuesG. Design of products, services and processesH. Improvements in operations through quality I. Understanding the nature of change and problems of implementation and controlJ. Principles of Contract Law


2.3 Teaching Ethos

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The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners in maximising their potential by ensuring that they are taught clearly and effectively. This will enable students to engage with the learning environment and promote success in both their academic studies and subsequent career.









towards final grade

Pass mark


Coursework 80% 50% Case Study TBCExamination 20% 50% Open Book TBC



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Students will be asked to evaluate, through a series of questions, a case study of an operations function in action. They will be required to apply their knowledge and understanding to develop a proposal to make recommendations for improvement.


The examination will consist of a choice of three essay questions from a selection of nine.






4.1 Core Reading

Slack N, Chambers S, Johnston R & Betts A (2008), Operations and Process Management (2nd Ed), Pearson Education


Russell, R.S & Taylor, B.W (2000) Operations Management (3rd edition), Prentice HallHeizer,J and Render, B (2001) Principles of Operations Management (4th edition) Prentice HallWaters, D (1996) Operations Management Producing Goods and Services, Addison WesleyPugh, D and Hickson, D (1997) Writers on Organisations (5th edition), PenquinHaksever, C et al (2000) Service Management and Operations (2nd edition), Prentice HallChase, RB, Aquilano, NJ and Jacobs, FR (1998) Production and Operations Management: Manufacturing and Services (8th edition), Unwin/McGraw-Hill

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Krajewski, L and Ritzman, L, (2001) Operations Management Strategy & Analysis (6th edition), Pentice Hall


ABI/Inform global (journals)Osiris (companies)Datamonitor (market surveys, available via Osiris)Financial Times online Economist Times & Sunday Times Athens database

4.4 Other Sources:


http://www.globalreporting.org http://www.efqm.orghttp://www.LifeShirt.comhttp://www.boeing.com/commercial/news/featurehttp://www.oeeconsulting.com http://www.inst-mgt.org.ukhttp://www.jips.nethttp://www.dti.gov.ukhttp://www.cbi.org.uk

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http://www.cbi.org.uk/

http://www.dti.gov.uk/

http://www.jips.net/

http://www.inst-mgt.org.uk/

http://www.oeeconsulting.com/

http://www.boeing.com/commercial/news/feature

http://www.LifeShirt.com/

http://www.efqm.org/

http://www.globalreporting.org/


Corporate FinanceModule Specification

Module Title:

Corporate Finance

Module Code:

Level: M

Credit: 15

ECTS credit:

Module Leader: Ahmed El-Masry

Additional Tutors: Lawrence Wu

Pre-requisite: None Pre-cursor: None

Co-requisite: None Excluded combinations (e.g skills modules): None

Skills module: No University-wide option: No

Location of delivery: London School of Business and Finance

Main aim(s) of the module:

The aim of Corporate Finance is to provide a basic understanding of corporate finance structure, including knowledge of the instruments used by companies to raise finance and manage financial risk. The primary goal of corporate finance is to maximize corporate value while reducing the firm's financial risks. Students will appreciate the techniques in both long-term and short-term financial decisions.

Main topics of studies:1. Corporate Finance Theories:

Key principles of finance including agency theory, theory of maximizing shareholder wealth will be demonstrated. Students will understand companies not only need to maximize shareholder wealth but also need to look after other stakeholders’ interests. Imperial research on the relationship between companies’ ethical awareness and companies’ performance in the modern world will be studies.

2. Investment appraisals:

Capital budgeting including the key techniques of ARR, payback period, NPV, IRR will be studied, along with the advantages and drawbacks of these techniques.

3. Fundamental appraisals:

Valuing a firm by using fundamentals of price multiples as P/E, P/B, P/S, P/CF, will also be covered. Also, other concept as franchised P/E ratio and PEG ratio will be analysed.

4. Source of Finance and cost of capital:

The main source of finance in respect of equity and debt will be identified. The methods of calculating each type of cost of finance as CAPM, APT and the overall cost of capital WACC will be analysed. At the same time MM’s theories of capital structure will be taught.

5. Working capital

Students will understand the importance of management of a firm’s work capital, the short-term finance. Students will also appreciate the ratio analysis in assessing a firm’s liquidity. The relationship between a firm’s short-term finance and its profitability will also be discovered here.

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http://en.wikipedia.org/wiki/Risks

http://en.wikipedia.org/wiki/Valuation_(finance)

http://en.wikipedia.org/wiki/Maximization


1. Dividend policy

Dividend is the rewards for shareholders’ investment. Students will understand how dividend policy will influence investors’ confidence and the theories of dividend policy and corporate value will be studied.

2. Risk management

Types of risks and the relationship between risks and rewards will be studied. Some technical risk measurement including standard deviation, variance, expected value will be covered here.

3. Market efficiency hypothesis

Market efficiency is a very important concept of investment. Three forms of efficiency, evidences of supporting each form, and types of test for each form will be discussed. Students will also have a good understanding the various forms for technical analysis and fundamental analysis.

4. Principles of regulation and compliance

Teaching/ learning methods/strategies used to enable the achievement of learning outcomes:

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Learning Outcomes for the Module

At the end of this Module, students will be able to:

Knowledge

1 Identify principles and trends in the corporate finance.

2 Determine and evaluate the nature of different source of finance.

3 Demonstrate deep and systemic knowledge in the sphere of corporate finance development.

Thinking skills

4 Critically evaluate the economic benefit of various types of finance

5 Reflect on the roles, skills and responsibilities needed for effective management of corporate finance.

6 Discuss in context the linkage between current theory and practice and be able to organise appropriate evidence and reasoning to produce a balanced conclusion

7 Demonstrate problem solving and analytical approaches to facilitate effective financial decision-making

Subject-based practical skills

8 Demonstrate effective approaches to analyzing corporate finance structure

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational decision-making approach

Skills for life and work (general skills)

10 Present information and communicate effectively in written or oral form, at an appropriate level including the acknowledgement and referencing of sources and also capacity for independent and self managed learning

11 Contextualise the knowledge, competencies and practical skills from the module and apply this to the real world project contexts and activities


The module will be taught by lectures and understanding will be reinforced by the completion of individual and group exercises. It will also use case studies from blue chips companies, discussions and exercises. Intensive workshops will be used to ensure that all contents are appropriately covered within the taught component using the time available.

Assessment methods which enable students to demonstrate the learning outcomes for the module:

Assessment 1 – Individual Report – providing the current turmoil in the financial market, state the nature, interpret the reasons and recommend solutions.

(Learning outcomes: 1, 2, 3, 4, 5, 6, 8, 9, 10, 11) Open Examination – 3 hours

(Learning outcomes: 1, 2, 3, 4, 5, 7, 8)

Weighting:

50%

50%

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Reading and resources for the module:

Books

Denzil Watson and Antony Head (2006), Corporate Finance: Principles and Practice, 4th Edition, Prentice Hall.

Richard A Brealey, Stewart C Myers, and Franklin Allen, Principles of Corporate Finance: Pt. E, McGraw-Hill.

Richard Pike and Bill Neale (2005), Corporate Finance and Investment: Decisions and Strategies, Prentice Hall.

Richard A Bealey, Stewart C Myers, and Alan J. Marcus (2006), Fundamentals of Corporate Finance, McGraw-Hill.

Stephen A. Ross,Randolph W Westerfield, and Jeffrey Jaffe (2004), Corporate Finance, McGraw-Hill.

Zvi Bodie, Alex Kane, and Alan J. Marcus (2005), Investment, 6th edition, McGraw_Hill.

Stephen Lumby and Chris Jones (2003), Corporate Finance: Theory and Practice, Thomson.

Glen Arnold (2005), Corporate Financial Management, Prentice Hall.

Other Resources

Journal of FinanceJournal of International Finance

www.FT.co.ukwww.afajof.org

http://www.afajof.org/

http://www.FT.co.uk/


Organisational Behaviour2009

Module Code: OBModule Title: Organisational Behaviour Credit Value & Level: 15, 7Module Leader: Dorota BourneProgram Director Dorota Bourne

1.0 Introduction:

Management and organisations are viewed in an environmental context rather than as isolated activities in a self-supporting system. To make effective business decisions, managers need to maintain a clear sense of the organisation in its environmental web and the interrelationships and interdependencies with which it operates.


The aim of the module is to equip learners with the knowledge, skills, and competencies to operate effectively in a contemporary business organisation. Through this process, the learner will develop an understanding of the impact of the internal and external business environment upon the organisation.

1.1.1 Key Aims

To provide a critical appreciation for the manager's environment

To understand the conceptual and practical dimensions of planning, organising, leading and controlling

To consider the importance of individual and group behaviour, inter-group dynamics and management theory in practice

To assess and apply the theory and practice of organisational theory, design and behaviour



Knowledge & Understanding:

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Appreciate key concepts in the area of organisational, culture, structure and behaviour

Understand the roles that people assume within organisations

Grasp the main approaches to, and functional areas of managing organisations

Integrate and apply organisational concepts to particular organisational situations by using case studies

Critically analyse organisational theories and practices in various environments

Identify management problems in organisations and critically evaluate alternative responses to reflect the increasingly complex environment


Enhanced ability to construct and present quantitative & qualitative data, by using appropriate methodologies and relevant IT capabilities

By the end of this module, the student will be able to work effectively in a co-operative manner in group-working situations


A. The organisational context:

B. The international environment;

C. The role of technology;

D. Organisational structure, design and processes;

E. Organisational theory;

F. Introduction to Management and Leadership:

G. The decision making process

H. The role of power and politics and conflict

I. Organisational change and challenges

2.2 Teaching and Learning Activities

The module tutor(s) will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study and text and to apply it in a practical way. The intent is to facilitate interactive class activities, and discussion about the significant role of research in a global and local business environment.

2.3 Teaching Ethos

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3.2 Methods of Assessment:

Assessment Title Weight towards final grade

Pass mark


Coursework 80% 50% Case Study Analysis TBCExamination 20% 50% Open Book TBC


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This assessment accounts for 50% of the total marks for this module. Students will have the opportunity to discuss the coursework, and ensure that they understand what is required, during seminars.


The open book exam will comprise of three essay questions from a selection of nine.


Feedback Policy:

Wherever possible, staff will aim to return marked coursework with individual feedback on student performance within fifteen working days of submission. If there is a delay in the marking process, LSBF will advise a new anticipated return date.

3.3 Plagiarism:




4.1 Core Reading

Mullins L, (2004) Management & Organisational Behaviour, 7th Edition, Pearson Education


Brooks I, (2003) Organisational Behaviour: Individuals, Groups and Organisation, 2nd edition, FT Prentice Hall

Buchhanan D, Huczynski A, (2003) Organizational Behaviour; An Introductory Text5th Edition, Pearson

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McShane S, & Von Glinow M A, (2003), Organisational Behaviour: Emerging Realities for the Workplace Revolution, 2nd Edition, Mc Graw-Hill

Frost P, Nord W,& Krefting L (2004), Managerial and Organizational Reality, Pearsons

George J, Jones G, (2004), Understanding and Managing Organizational Behavior (International Edition) 4th Edition, Pearson

Rollinson D, (2004) Organisational Behaviour and Analysis; An Integrated Approach, 3rd Edition, Pearson

Haberberg A, Rieple Alison (2001) The Strategic Management of Organisations, Pearsons

Mukerj , Robbins (1993), Managing Organisations: New Challenges and Perspectives, 2nd edition, Pearson Higher Education

Mead R, (1998) International Management Cross-Cultural l Cooperation & Dimensions, Blackwell


ABI/Inform global (journals)

Osiris (companies)

Datamonitor (market surveys, available via Osiris)

Financial Times online

Economist

Times & Sunday Times

Athens database

4.4 Other Sources:


Industry news, views and publications:

http://www.dragonbrands.com/dart/0001.htm

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http://books.kelkoo.co.uk/b/a/cpc_5101_vtl_author_c19338604.html

http://books.kelkoo.co.uk/b/a/cpc_5101_vtl_author_c19091821.html

http://www.pearsoned.co.uk/Bookshop/detail.asp?item=100000000043888




The World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand

http://www.personako.com/

The Institute for Learning and Research

http://www.bized.co.uk

http://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htm

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Managing Information2009

Module Code: MIModule Title: Managing Information Credit Value & Level: 15, 7Module Leader: Nigel BradleyProgram Director Dorota Bourne

1.0 Introduction:

In the 21st century we are moving towards a global marketplace where increasingly the internet is opening up all kinds of business opportunities from sourcing to shopping on line. In order to compete in this environment, organizations must develop smart capabilities where organizational information systems, information requirements of different organizational functions and activities are managed to ensure optimal efficiency thus maintaining competitive advantage. Information management is also used to create value for customers, by utilizing improved business processes and innovative information design.


The aim of the module is to increase learners’ understanding of information management issues facing the contemporary organization and how systems can be utilised to ensure organizational efficiency and effectiveness.

1.1.1 Key Aims:

Define the objectives and scope of system requirements in a given organization

Provide advice on the development, introduction and use of computer based information systems and e-business tools

Highlight methodologies, tools and techniques applicable to managing contemporary information technology projects

At the end of the module, learners will have developed an understanding of how information systems can enhance organizational efficiencies that can ultimately support competitiveness.

2.0 Learning Outcomes of the Module: At the end of this module learners will have:

Knowledge & Understanding: Systematic understanding of the organization from an information perspective including an understanding of the implications of the global marketplace and the internet.

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Critical understanding of the competitive advantage versus necessary cost debate and HR and marketing issues in the organization and management of IT resources.

Systematic understanding of the principles of knowledge management and how IT can be used to surface and capture tacit knowledge in international companies.Understanding of the structure and interpretation of balance sheets, profit and loss accounts, trading statements, calculation and interpretation of management ratios.Understanding of costing concepts and techniques: standard costing; budgets; cost benefit analysis; cash flow; cash budgets; and project appraisal in practiceUnderstanding of statistical conceptsSynthesize and evaluate complex information on IT related issuesIdentify and create alternative responses to problems and critically evaluate and discriminate between these alternatives exercising sound judgement in the absence of complete dataVisualize complex issues that have not been directly experienced and find solutions to such issues

Industry Related/Transferable Skills:Apply relevant knowledge, techniques and concepts systematically and creatively to IT related issues in a given organization

2.1 Indicative Content:A. The 21st century global marketplace and the internet, implications for the

management of InformationB. The organization from an information perspective e.g. types of organizational

information systems; information requirements of different organizational functions and activities

C. IT contributions to the attainment of competitive advantage D. Principles of knowledge management and how IT can be used to surface and

capture tacit knowledge in international companiesE. Marketing issues in the organization and management of IT resourcesF. Managing change in IT: determining business requirements, evaluating IT

solutions, building a business case and successful implementation.G. Presentation of statistics; sources of data.H. Statistical concepts: frequency distributions; mean; standard deviation; index

numbers; sampling; significance tests; correlation and regression; time series analysis; decision trees.

I. Use of current software applications for computation of statistics.

2.2 Teaching and Learning Activities:The module leaders will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the module material through case studies, text and video material and to apply it in a practical way.

2.3 Teaching Ethos:The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners to maximize their potential by ensuring that

31


they are taught clearly and effectively. This will enable learners to engage with the learning environment and promote success in both their academic studies and subsequent career.

2.3.1 Modes of Delivery:


SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions conducted by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.





towards final grade

Pass mark


Individual Assignment

80% 50% Individual Assignment

TBC

Open Book Examination

20% 50% Open Book Examination

TBC


Individual Assignment: The first piece of assessment for the module is derived from a case study. Learners will be provided with a case study on an organisation that has an existing IT system. Learners must identify the system capabilities, (strengths and weakness). A decision should then be made whether or not the existing system can simply be upgraded to cope with the organization’s needs or whether or not a new system needs to purchased. The cost implications, supplier type and delivery implications should be highlighted as well as the disruption caused by down time. Finally, learners must indicate how they expect the upgraded or new system enhance organizational efficiency and competitiveness.

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Assignment Two: The second piece of assessment for the module will be a three hour open book examination. Learners will be expected to draw upon the different theories covered in the module.

Marks will be awarded for detail of insightful analysis and novelty of approach. Further details of assessment criteria are available in the study guide for this module.This assessment will be graded on the individual performance for the entire period of the module. The module leader will keep records of attendance and formative assessment comments.

The module will be assessed jointly by the above two forms of assessment against the designated learning outcomes.

Feedback Policy: Wherever possible, marked coursework with individual feedback on a learner’s performance within fifteen working days of submission. If there is a delay in the marking process the college will let you know why and give you a new anticipated return date.

3.3 Plagiarism:Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered to be unfair practice and is strictly forbidden. Those learners found guilty of plagiarism will fail the assignment. Learners can re-submit the assignment but the re-submitted assignment’s mark will be capped at the pass mark only.


As well as your study guide for this module you are expected to make full use of the following sources;

4.1 Core Reading:

Laudon, K. and Laudon, J (2007) Management Information Systems: Managing the Digital Firm (10th Edition) Harlow: Pearson Education

4.2 Recommended Reading:Keen, J, Digrius, B. (2002) Making Technology Investments Profitable: ROI Roadmap to Better Business Cases J. Wiley and Sons Schniederjans. M, Hamaker, J. Schniederjans, A (2004) Information Technology Investment: Decision-Making Methodology World Scientific Publishing Company

4.3 Journals & Newspaper:International Journal of Information ManagementJournal of Management Information SystemsThe EconomistThe Financial Times

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4.4 Other Sources:

Relevant information is available from non academic sources on the internet. Great care must be taken as internet content is published for marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources.

Learners are given credit for using a wide range of academic sources in their assignments.

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Pathway Modules

35


Project Management2009

Module Code: PMModule Title: Project Management Credit Value & Level: 15, 7Module Leader: Roy ButcherProgram Director Dorota Bourne

1.0 Introduction:

There is an increasing orientation for corporate business process and organisation to revolve around projects. Companies strive to differentiate themselves and reduce delivery cycle time. The ability to successfully manage such projects ensuring their on time on budget completion is critical. The traditional, technical view of project management may not bring about the transformational change that increasingly organisations require. Learners within project-orientated organisations require an in depth understanding of organisational management and its relationship to successful project management.


The aim of the module is to increase learners’ knowledge of project management. The module assists in learners’ understanding of the relationship between corporate and project strategy as well as general management principles and techniques. The module also aims to improve learners’ capacity for effective decision making in a project orientated environment and apply project management principles to business situations. Finally, the module aims to help learners attain self confidence as senior managers within project oriented organisations 1.1.1 Key Aims:

Apply a variety of theoretical concepts and frameworks on which the project management knowledge systems is based

Apply effective methodologies, tools and techniques applicable to managing contemporary projects

Apply knowledge and understanding of traditional and emerging modes of application of project management philosophy in contemporary organizational environments

At the end of the module, learners will have developed an understanding of current project management methodology, will be able to make comparisons with their own experience in organizations will be able to compare and contrast different project environments as well as increase their understanding of commercial and behavioral issues in the management of projects.

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At the end of this module learners will have:


Knowledge of the phenomenon of project life cycle and alternative approaches to management of projects

An understanding of project management techniques

Knowledge of project implementation and the project planning process

A perspective on successful project delivery and post project outcomes

Develop skills to critically analyze and evaluate current project management practices in organizations and offer competent suggestions for improvements of existing project management processes

Identify and examine the criteria for measuring successful performance of a given project, and understand and respond to the critical success factors

Develop skills to cope with pressures caused by limited power base, availability of resources and multi-objective nature of a project coalition

Use appropriate approaches, tools and techniques to project planning, monitoring, control, evaluation, project risk analysis and risk management

Industry Related/Transferable Skills:

The ability to critically evaluate the applicability and effectiveness of available project management concepts, methodologies and techniques to problem solving and managerial decision making in a range of project environments

2.1 Indicative Content:

A. The phenomenon of project life cycle and alternative approaches to management of projects; conventional and emerging criteria for project success

B. Introduction to project management techniques; methods and processes, project selection, project proposal, project brief, tendering and bidding procedures, contracts and procurement strategies

C. Organizational design for project management; project organization structure, project manager’s authority, responsibility and accountability

D. Interpersonal dynamics; communication and culture, conflict management, negotiation techniques, project leadership and project team

E. Dynamics of project life cycle; project planning process: the tools, techniques and their applications to a variety of project types;

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F. Project implementation; project monitoring and control tools and techniques, configuration management, milestone-based control, activity based control, change management

G. Variance and change; cost control: cost variance, earned-value analysis, S-curve project stakeholder management

H. Uncertainty and decision making; types of project evaluation; project audit, project risk assessment and risk management

I. Project success; a multiple perspective view and project deliverable / outcomes; project termination, organizational change projects, project management information systems.

2.2 Teaching and Learning Activities:

The module leaders will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the module material through case studies, text and video material and to apply it in a practical way.

2.3 Teaching Ethos:

The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners to maximize their potential by ensuring that they are taught clearly and effectively. This will enable learners to engage with the learning environment and promote success in both their academic studies and subsequent career.







38




Pass mark




TBC



TBC


Individual Assignment: The first piece of assessment for the module involves developing an individual detailed business case for a project and then the project plan itself.

Assignment Two: The second piece of assessment for the module will be a three hour open book examination. Learners will be assigned a case to study and are to answer questions about the case drawing on the different theories covered in the module.

Marks will be awarded for detail of insightful analysis and novelty of approach.

Further details of assessment criteria are available in the study guide for this module.

This assessment will be graded on the individual performance for the entire period of the module. The module leader will keep records of attendance and formative assessment comments.


Feedback Policy:

Wherever possible, marked coursework with individual feedback on a learner’s performance within fifteen working days of submission. If there is a delay in the marking process the college will let you know why and give you a new anticipated return date.

3.3 Plagiarism:

Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered to be unfair practice and is strictly forbidden. Those learners found guilty of plagiarism will fail the assignment. Learners can re-submit the assignment but the re-submitted assignment’s mark will be capped at the pass mark only.

39




4.1 Core Reading:

Shtub, A., Bard, J. F. & Globerson, S. (2005). Project Management:Processes, Methodologies, and Economics, (2nd Edition) Prentice-Hall (ISBN: 0130413313).


Buttrick, R. (2005). The Project Workout (3rd Edition) Harlow: PearsonEducation.

Gray, C. F., Larson, E. W. (2006). Project Management: The ManagerialProcess, (3rd Edition), London : McGraw-Hill.

Kerzner, H. (2006). Project Management: A Systems Approach to Planning,Scheduling and Controlling. (9th Edition) London :John Wiley and Sons.

Meredith J. R. and Mantel S. J. (2006). Project Management : A Managerial Approach. (6th Edition) London: John Wiley and Sons.

4.3 Journals & Newspaper:Publications by the Association for Project ManagementThe International Journal of Project ManagementHarvard Business ReviewEuropean Management JournalInternational Journal of Quality and Reliability ManagementThe EconomistThe Financial Times

4.4 Other Sources:



40


Virtual Teams Management2009

Module Code: VTMModule Title: Virtual Teams Management Credit Value & Level: 15, 7Module Leader: Geoff PayneProgram Director Dorota Bourne

1.0 Introduction:

This course will equip students with techniques for building, leading, managing, and motivating teams that reside in multiple locations. Students will understand and master the challenges of leading a virtual team with members in various geographical locations, including satellite and global offices and telecommuters. Students will analyse virtual team structure, effective multi-cultural communication, motivation and performance considerations, as well as knowledge sharing and knowledge management in a virtual, distributed team.

1.1Learning Aims of the Module:

To develop the necessary skills, capabilities and competencies to develop an

1.1.1Key AimsA. Lead teams in distributed work settings B. Master the people skills required to manage from a distance C. Build virtual teams, and apply strategies for managing multiple locationsD. Understand and master the group dynamics and social processes involved in

leading teams at a distance E. Apply effective communication and structure for virtual teamsF. Manage performance and motivation for virtual and global teamsG. Enable knowledge sharing and management through team sharing approach and

knowledge management tools




Discuss and critically assess the main approaches to virtual team management

41


Identify and analyse information needed to establish and implement effective virtual teams

Critically analyse and evaluate team management practices employed by organisations in different industry sectors

Identify potential problems in the area of virtual team management to enable the development of effective management strategies


Enhanced ability to use and present qualitative data, in suitable formats that increase understanding by the use of appropriate techniques and application of IT skills

At the end of this module, students will be able to work effectively in teams and have improved interpersonal skills


A. Principles of Managing Virtual and Global TeamsB. Strategy, Structure and Practices of Virtual TeamsC. Building a Strong Virtual Team, Establishing Trust D. Effective Multi-Cultural Communication, Building a Collaborative Culture,

Managing a Collaborative TeamE. Virtual Team LeadershipF. Virtual Team Collaboration Tools and AssessmentsG. Pay Systems, Motivation and Performance of Virtual Teams; Virtual Team

Business CaseH. Knowledge and Information Sharing, Shared Understanding in Virtual TeamsI. Knowledge Management Infrastructure; Tools and Technology Use in Global

Virtual TeamsJ. Managing Global Product Development, Virtual Team Case Studies.



2.3 Teaching Ethos

The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners in maximising their potential by ensuring that they are taught clearly and effectively. This will enable students to engage with the

42


learning environment and promote success in both their academic studies and subsequent career.










Pass mark


Coursework 80% 40% Individual Project TBCExamination 20% 40% Open Book TBC



43


Students will be required to work in groups to develop an strategy for the construction of a virtual team across international boundaries within a multi-national organisation. They will be expected to demonstrate a critical approach to the related theory and demonstrate a clear understanding of the practical implications of the strategy.


Students will be expected to respond to an un-seen case study illustrating one organisat-Ion’s attempts at the development of a virtual team. The response will be in the form of an evaluative report.

Feedback Policy:


3.2 Plagiarism:




4.1 Core Reading

Thompson L (2008), Making the Team, (3rd Ed), Pearson Education


Abramovici, M. (2000); A flexible Web-based PDM Approach to support virtual engineering cooperation, Proceedings of the 33rd Annual Hawaii International Conference on System Sciences, 2000, p163.

Albert, S. and Bradley, K. (1997): Managing Knowledge: Experts, Agencies and Organizations, Cambridge University Press, Cambridge University Press, Cambridge, 1997

44


Almeida, P. (1996); Knowledge sourcing by foreign multinationals: Patent citation analysis in the U.S. semiconductor industry, Strategic Management Journal, Vol. 17 (Winter Special Issue), p155-165.

Badaracco, J. (1991): The Knowledge Link: How firms compete through strategic alliances, Harvard Business School Press, Boston, 1991

Bender, S. and Fish, A. (2000); The transfer of knowledge and the retention of expertise: the continuing need for global assignments, Journal of Knowledge Management, Vol. 4, No. 2, March, 2000, p125-137

Beranek, P.M. (2000); The impacts of relational and trust development training on virtual teams: An exploratory investigation, Proceedings of the 33rd Annual Hawaii International Conference on System Sciences, 2000, p10

Carayannis, E.G. and Alexander, J. (1999); An empirical knowledge-based framework for analyzing government-university-industry strategic research partnerships, Proceedings of the Portland International Conference on Management of Engineering and Technology, Vol. 1, 1999, p49

Carstensen, P.H. and Snis, U. (1999); "Here is the knowledge-where should I put it?" Findings from a study of how knowledge spaces are used within a support group, Proceedings of the 8th International Workshop on Enabling Technologies: Infrastructure for Collaborative Enterprises, 1999, p223-231

Chen, Y.M., Liao, C.C. and Prasad, B. (1998); A systematic approach of virtual enterprising through knowledge management techniques, Concurrent Engineering: Research & Applications, Vol. 6, No. 3, September, 1998, p225-244.

Chiesa, V. and Manzini, R. (1997); Virtual R&D organisations: lessons from the pharmaceutical industry, Proceedings of the Portland International Conference on Management and Technology, PICMET, 1997, p520-523

Polovina, S. and Veneziano, V. (2000); Adding knowledge to accounting systems for virtual enterprises, In D.G. Schwartz, M. Divitini, and T. Brasethvik (Eds.) Internet-based Organizational Memory and Knowledge Management, Hershey: Idea Group Publishing, 2000, p103-122

Georgakopoulos, D., Schuster, G., Cichocki, A. and Baker, D. (1999); Managing process and service fusion in virtual enterprises, Information Systems, Vol. 24, No. 6, 1999, p429-456

Hansen, M.T. (1997); The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge Across Organisation Subunits, Working Paper, Harvard Business School, 1997

Havens, C. amd Knapp, E. (1999); Easing into Knowledge Management, Strategy & Leadership, March-April, 1999, p4-9

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Inkpen, A.C. and Dinur, A. (1998); KNOWLEDGE MANAGEMENT PROCESSES AND INTERNATIONAL JOINT VENTURES, Organization Science, Vol. 9, No. 4, July-August, 1998, p454-468

Jain, A., Aparico, M. and Singh, M. (1999); Agents for process coherence in virtual enterprises, Communications of the ACM, Vol. 42, No. 3, 1999, p62-69

Jennex, M. (2000); Using an Intranet to Manage Knowledge for a Virtual Project Team, In D.G. Schwartz, M. Divitini, and T. Brasethvik (Eds.) Internet-based Organizational Memory and Knowledge Management, Hershey: Idea Group Publishing, 2000, p241-259

Jones, P. and Jordan, J. (1998); Knowledge orientations and team effectiveness, International Journal of Technology Management, Vol. 16, No. 1-3, 1998, p152-161.



Osiris (companies)



Economist


Athens database

Wall Street Journal Europe (daily business newspaper)

Eurobusiness (monthly business magazine)

Financial Times (daily business newspaper)

Fortune (monthly business magazine)

Business Week (weekly business magazine)

Marketing Week (monthly marketing oriented magazine)

Harvard Business Review

4.4 Other Sources:

Relevant information is available from non-academic sources on the internet. Great care must be taken as internet content is published for marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without

46


support from academic sources. Students are given credit for using a wide range of academic sources in their assignments.

47


International Human Resources Management2009

Module Code: IHRMModule Title: International Human Recourses Management Credit Value & Level: 15, 7Module Leader: Dorota BourneProgram Director Dorota Bourne

2.0 Introduction:

In a world that is constantly changing, the only constant is change. This module is intended to address the reality that, as the 21st century evolves; organisations will increasingly function on an international basis. It is necessary to critically assess the applicability of the HRM concept across varying cultures, and to investigate the various factors that come into play in the application of people strategies in an international context. Learners will look at variations in employee relations systems, practices and policy areas from country to country, and compare and contrast them.


To develop the necessary skills, capabilities and competencies to engage in an international context with the management of human resource.

1.1.1 Key Aims

To explore the philosophies, structural determinants, institutions, policies, processes and outcomes of employee relations systems in a selection of countries outside the UK

To explore the nature and extent of internationalisation of HRM/employee relations and the extent of international regulation

To develop the ability to analyse employee relations/HRM policies objectively through awareness of the application of different concepts and the operation of systems elsewhere




48


Understand the changing international context of contemporary business, and its implication for people strategies

Demonstrate an awareness of cross-cultural and culture specific issues that influence the development of people strategies and employment relations systems

Enhanced ability to understand the complex nature of this area of study, and the ability to translate theoretical knowledge into practical contexts

Critically analyse and evaluate a wide range of different international perspectives on issues of people management, develop holistic thinking, to inform evaluation of alternatives in complex contexts

Identify complex problems in the area of international employee relations/HRM, alternative courses of action, and provide appropriate solutions in a rapidly changing environment


Enhanced ability to use and present quantitative and qualitative data by using appropriate methodologies and relevant IT capabilities

Enhanced ability to deliver well structured presentations, and develop and articulate ideas and arguments with clarity of expression and appropriate terminology

Contribute to team working with enhanced interpersonal skills, bringing into play the knowledge and experience of others, with an appreciation of the cultural diversity of the learning environment


A. The HRM concept – an international view

B. Cultural issues in international HRM

C. Management and employers associations – the drivers of HRM?

D. Trade unions – a constraining influence on HRM?

E. Government influences – to intervene or not to intervene?

F. Employee participation – collectivism or individualism?

G. International organisations (ILO, WTO, OECD) and labour standards

H. Managing expatriate staff

I. Review – convergence or divergence?


49



2.3 Teaching Ethos










Assessment Title Weight Pass Outline details Submission

50


towards final grade

mark Date




Students will be required to investigate the human resource management of a firm, details of which will be provided in a tutor designed case study. They may select a related conceptual area relevant to their work experience in order to apply the knowledge and understanding gained through the module.




Feedback Policy:


3.3 Plagiarism:




4.1 Core Reading

Rees C & Edwards T (2005), International Human Resource Management, Pearson Education

51



Aaltio I and Mills A J (eds) (2002). Gender, Identity and the Culture of Organizations, Abingdon: Routledge

Albrecht MH (ed.) (2001). International HRM Managing Diversity in the Workplace, Oxford: Blackwell

Beaver G and Stewart J (eds) (2003). Human Resource Development in Small Organisations Research and Practice, Abingdon: Routledge

Briscoe D R and Schuller, R S (2004). International Human Resource Management, 2nd edn, London: Routledge

Budhwar P S, Debrah Y A (eds) (2004). Human Resource Management in Developing Countries, Abingdon: Routledge

Budhwar P S. and, Bhatnagar J (eds) (2008). The Changing Face of People Management in India, Abingdon: Routledge

Budhwar P S (ed) (2004). Managing Human Resources in Asia-Pacific, Abingdon: Routledge

Budhwar PS and Mellahi K (Eds)( 2006). Managing Human Resources in the Middle-East , Abingdon: Routledge

Cooke FL (2005). HRM, Work and Employment in China, Abingdon: Routledge

Czarniawska B and Hopfl H (eds) (2002). The Production and Maintenance of Inequalities in Work Organizations, Abingdon: Routledge

Debrah Y A and Smith I G (eds)(2001). Globalization, Employment and the Workplace – Diverse Impacts, Abingdon: Routledge

Dowling P J and Welch D E (2004). International Human Resource Management, 4th ed, London: Thomson

Dundon and Rollinson D (2004). Employment Relations in Non-Union Firms, Abingdon: Routledge

Eaton J (2000). Comparative Employment Relations: An Introduction, Oxford: Polity Press

Elvira M and Davila A (eds) (2005) Managing Human Resources in Latin America An Agenda for International Leaders, Abingdon: Routledge

Fairbrother P (2009). Unions and Globalization, Abingdon: Routledge

Florkowski G W (2006). Managing Global Legal Systems International Employment Regulation and Competitive Advantage, Abingdon: Routledge

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http://www.routledgebusiness.com/books/Unions-and-Globalization-isbn9780415416641

http://www.routledgebusiness.com/books/Managing-Human-Resources-in-Latin-America-isbn9780415339186

http://www.routledgebusiness.com/books/Managing-Human-Resources-in-Latin-America-isbn9780415339186


Harris H, Brewster C & Sparrow P (2003). International Human Resource Management, London: CIPD

Herriot P (2001). The Employment Relationship – A Psychological Perspective, Abingdon: Routledge

Jackson SE, Luo Y, Randall S and Schuler RS (200x). Managing Human Resources in Cross-Border Alliances, Abingdon: Routledge

Jackson T (2004). Management and Change in Africa A Cross-Cultural Perspective, Abingdon: Routledge

Kelly J (2001). Industrial Relations Critical Perspectives on Business and Management , Abingdon: Routledge

Larsen HH and Mayrhofer W (eds) (2006). Managing Human Resources in Europe – A Thematic Approach, Abingdon: Routledge

Magala S (2005). Cross-Cultural Competence, Abingdon: Routledge

Markey R et al. (2001). Models of Employee Participation in a Changing Global Environment; Diversity and Interaction, Aldershot: Gower

Mendenhall M and Oddou G (2000). Readings and Cases in International Human Resource Management, 3rd ed, Cincinnati: Southwestern

Mendenhall, M E, Oddou G R & Stahl G K (eds) (2006). Readings and Cases in International Human Resource Management, Abingdon: Routledge

Morley M J, Gunnigle P & Collings D G (eds) (2006). Global Industrial Relations, Abingdon: Routledge

Redman T and Wilkinson A (2006). Contemporary Human Resource Management Text and Cases, 2nd edn, Harlow: FT Prentice Hall

Scholte JA (2005). Globalization: a Critical Introduction, 2nd ed, Basingstoke: Palgrave Macmillan

Scullion H, David G. Collings DG (eds) (2006). Global Staffing, Abingdon: Routledge

Sparrow P, Brewster C & Harris H (2004). Globalizing Human Resource Management, Abingdon: Routledge

van Roozendaal G (2002). Trade Unions and Global Governance – the Debate on a Social Clause, Abingdon: Routledge

Werner, Steve (ed)(2007). Managing Human Resources in North America, Abingdon: Routledge



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http://www.routledgebusiness.com/books/Globalizing-Human-Resource-Management-isbn9780415305532

http://www.routledgebusiness.com/books/Globalizing-Human-Resource-Management-isbn9780415305532


Osiris (companies)Datamonitor (market surveys, available via Osiris)Financial Times online Economist Times & Sunday Times Athens databaseAcademy of Management JournalBritish Journal of Industrial RelationsEmployee RelationsEuropean Management JournalHuman Resource ManagementIndustrial Relations JournalInternational Journal of Human Resource ManagementJournal of Asia-Pacific BusinessJournal of Management Studies

4.4 Other Sources:


Employment Conditions Abroad http://www.ec-international.com

International Labour Organisation http://www.ilo.org

OECD http://www.oecd.org

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http://www.oecd.org/

http://www.ilo.org/

http://www.ec-international.com/


Coaching and Mentoring for Leadership and Management2009

Module Code: CMLMModule Title: Coaching and Mentoring for Leadership and

Management Credit Value & Level: 15, 7Module Leader: Dorota BourneProgram Director Dorota Bourne

1.0 Introduction:

The module will benefit those who wish to develop their understanding of and skills in coaching and mentoring. Increasingly there is a growing awareness that coaching and mentoring are important in the role of professional and managerial roles, which include responsibility for the support and development of others. The module will provide students with opportunities to develop an understanding of theoretical models, skills and frameworks to underpin coaching and mentoring practice.


To develop the necessary skills, capabilities and competencies to develop a strategy for coaching and mentoring within the context of the organisation.

1.1.1Key Aims

Develop a critical understanding of the theory and practice of coaching and mentoring and its relevance for a range of professional and managerial roles

Demonstrate awareness, knowledge and understanding of theories and models that inform practice

Develop a critical appreciation of issues of power, diversity and ethics within the coachingand mentoring relationship

Develop insights into effective behaviours through processes of inquiry and reflection




Discuss and critically assess the main approaches to coaching and mentoring

55


Identify and analyse information needed to establish and implement effective strategies for coaching and mentoring

Identify potential barriers/issues related to the design and implementation of a strategy for coaching and mentoring

Gain a critical appreciation of the requirements of an effective coaching and mentoring strategy


Enhanced ability to use and present qualitative data, in suitable formats that increase understanding by the use of appropriate techniques and application of IT skills

Students will have understood the skills required to develop an effective coaching and mentoring strategy


A. Theories and models of coaching and mentoringB. Processes and skills

C. Power, diversity and ethics in coaching and mentoring relationships

D. Reflective learning and approaches to continuous self development

E. Organisational strategies for coaching and mentoring



2.3 Teaching Ethos



56










Pass mark





Students will be required to work in groups to develop coaching and mentoring strategy for an organisation of their choice. The strategy will be presented to a ‘mock’ Board of Directors’ meeting to achieve budgetary approval.


57




Feedback Policy:


3.2 Plagiarism:




4.1 Core Reading

Starr J (2007), The Coaching Manual, (2nd Ed), Pearson Education


Caplan, J. (2003) Coaching for the future. How smart companies use coaching and mentoring, CIPD

Goldberger, N. Tarule, J., Clinchy, B and Belenky, M. (1996) Knowledge, Difference and Power, New York: Basic Books

Fineman, S. (1993) Emotion in Organizations, London: Sage Publications

Hall, D. T.; Otazo, K. L. & Hollenbeck, G. P. (1999) “Behind Closed Doors: What Really Happens in Executive Coaching”. Organizational Dynamics, Vol. 27 Issue 3, pp39-53.

Peltier, B. (2001) The Psychology of Executive Coaching: Theory and Application, Brunner-Routledge

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http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%252fdV0%252bnjisfk5Ie46a9JsKmwSLak63nn5Kx95uXxjL6qrUuupbBI

http://web.ebscohost.com/ehost/viewarticle?data=dGJyMPPp44rp2%252fdV0%252bnjisfk5Ie46a9JsKmwSLak63nn5Kx95uXxjL6qrUuupbBI




Osiris (companies)



Economist


Athens database

Academy of Management Review

Business Horizons

Consulting Psychology Journal: Practice & Research

Gender, Work and Organization

Harvard Business Review

Human Relations

Journal of Leadership and Organizational Development

Journal of Organizational Change Management

Management Learning

Organizational Dynamics

4.4 Other Sources:


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Strategic Planning for Hospitality Management2009

Module Code: SPHMModule Title: Strategic Planning for Hospitality Management Credit Value & Level: 15, 7Module Leader: TBCProgram Director Dorota Bourne

1.0 Introduction:

As tourism activity continues to grow, so does the expectations of tourists for high quality services and environments. Many destinations operate within highly competitive environments where customers have a wide range of choices even within a country or a region. The challenge is for destinations to develop a number of strategic skill sets, namely; a service culture, appropriate physical environment and a set of products that can satisfy not only first-time visitors but attract repeat visitors. This module will allow learners to express the rationale for visitor industry planning and enable learners to utilize and evaluate standard techniques and approaches to strategic visitor industry developments. Learners will also be able to apply the principles and practice of marketing at the strategic level and draw upon a range of approaches when formulating appropriate strategies.


The tourism and hospitality industry is facing new and complex changes during the 21st century. The objective of the module is assist learners in developing the analytical and conceptual skills sets to devise appropriate strategies for the international business of hospitality and tourism. A special focus will be placed upon encouraging debate on important current issues and strategic policy initiatives and practices pertinent to the industry.

1.1.1 Key Aims:

To provide a thorough understanding of hospitality and tourism strategic policy-making within a global, an international and a national context

To develop and apply innovative strategic planning approaches in response to corporate policies

To develop monitoring mechanisms that help evaluate policy and business responses to issues and trends with a view to using such information within strategic planning paradigm

To create the necessary tools, procedures and competencies needed to analyze, define, plan for and manage change in a global context

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Upon completion of the module, learners should possess a working knowledge of the practical skills and constraints associated with strategic planning for the tourism and hospitality industry in a mixed economy.


Have knowledge of the development of functional strategies to develop competitive strength within the tourism and hospitality sector Understand the nature of strategic management for firms engaged in the tourism and hospitality sector Show knowledge of various policy agendas for the industry at the national and international level

Express and understanding of business strategy decision areas

Express and understanding of the success factors in strategic implementation for firms engaged in hospitality and tourism development

To think strategically about firms engaged in tourism and hospitality, their business situation, how they can gain sustainable competitive advantage and how such strategies can be planned, implemented and executed successfully

Analyze business strategy within structured framework, incorporating product and strategic innovation, market positioning, performance objective targeting and business capabilities development

Select appropriate elements from a diverse range of perspectives on strategy formulation for firms engaged in the tourism and hospitality business and understand the implementation of such strategies, plus their limitations

Debate and appreciate interpretations and applications of academic theory and practice relating to the high tech economy


Be able to conduct a sectoral strategic analysis at both national and international levels

Carry out independent study and research on issues that face firms in the sector

Analyze the environment, market, competitors, customers and other functional areas for strategy innovation and formulation

Effectively communicate research findings

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A. Introduction to a range of approaches and tools available for strategic planning, as well as understanding the relative strengths and weaknesses of differing approaches and tools.

B. Create strategies for the industry both in the national and international marketsC. Implementation of tourism and hospitality strategies in practiceD. Regulatory reform and its impact on the sector



2.3 Teaching Ethos:








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Pass mark


Individual Presentation

80% 50% Individual Presentation

TBC



TBC


Assessment One: Individual Presentation

This assessment accounts for 50% of the total marks for this module and is based on a twenty minute individual presentation highlighting what the learner believes are the main issues facing to be the industry in the 21st Century. The learner should look at a broad range of issues such as competition, new market entrants, new destinations as well as regulatory and environmental issues.

Assessment Two: Individual Assignment

This is the second assessment for this course and accounts for 40% of the total marks for this module. Armed with the outcomes from the individual presentation, learners should develop a strategic plan for a firm that wishes to break either into a new segment of the tourism and hospitality market or that wishes to take its business into a new geographical market. Marks will be awarded for detail of insightful analysis and novelty of approach.



Feedback Policy:


3.3 Plagiarism:

Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered to be unfair practice and is strictly forbidden. Those learners found guilty of plagiarism will fail the

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assignment. Learners can re-submit the assignment but the re-submitted assignment’s mark will be capped at the pass mark only.



4.1 Core Reading

Hall C, Tourism Planning : Policies, Processes and Relationships (2nd Edition) London: Pearson ISBN10: 0132046520


Barney J.B. (2001) Gaining and Sustaining Competitive Advantage, London: Prentice Hall

Brymer, R. and Hashimoto, K. (2007) Hospitality and Tourism (12th Edition),Kendall : Hunt

Olsen M.,Ching E., Tse Y., West JJ., (2002) Strategic Management in the Hospitality Industry, New York: Van Rostrand Reinhold,


The EconomistCornell Restaurant and Hospitality Administration QuarterlyInternational Journal of Contemporary Hospitality Management

4.4 Other Sources:



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International Hospitality Management2009

Module Code: IHMModule Title: International Hospitality Management Credit Value & Level: 15, 7Module Leader: TBCProgram Director Dorota Bourne

1.0 Introduction:

The hospitality and tourism industries are now widely recognized amongst the largest and fastest growing in the world, with an estimated 4.5million people in the UK alone employed in this exciting and dynamic sector. International opportunities also continue to grow apace and the prospects for employment in this field are tremendous. This module is designed to develop and contextualize managerial skills and acumen to ensure prospective hospitality managers have the required understanding and insight to be able to contribute significantly to the employment of their choice within this field.


The objective of the module is to give the future managers an understanding of the nature of international hospitality management, by providing a comprehensive overview of relevant issues, both theoretical and practical, on the topic.

The module aims to combine broad theoretical background of international hospitality management with practical implications to the way modern service companies, particularly hotels, are run.

An important objective of the module is to provide learners with tangible strategic analysis, design, and implementation skills that they can readily put into practice.

1.1.1 Key Aims:

To develop learners’ ability to understand the service industry, particularly within hotels and the key principles behind their marketing and operation.

Allow learners to understand the international context of hospitality management

Compare country analysis and identify national sectoral differences and similarities

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At the end of the module, learners should have mastered a range of concepts and techniques of international hospitality management and have a clear appreciation of their theoretical and empirical foundations, range of applicability, qualifications and limitations.




The nature of hospitality and service industryThe importance of the service ethic and quality assurance programsThe nature, diversity and challenges of human resource management within the hotel industry in the UK and abroadUnderstanding of the unique marketing attributes of hotels and sources of businessModels for hotel strategy implementation infrastructure from a internationally comparative perspectiveInternational considerations in effective hotel strategy formation and implementationTo think strategically about the hospitality industry, its business situation, how hotels gain sustainable competitive advantage, and how its strategy can be implemented and executed successfully Analyze service marketing within a structured framework, incorporating market positioning, customer satisfaction and performance objectives Select and discuss appropriate elements from a diverse range of perspectives on international hospitality managementDebate and appreciate interpretations and applications of academic theory and practice to the sector Industry Related/Transferable Skills:

Be able to conduct a hotel’s strategic analysis Carry out independent study and research in the subject areas of the course Analyze the environment, market, competitors, customers and other functional areas within the organization for hotel strategy formulation Effectively communicate research findingsDebate contested issues in the field


A. Introduction to Hospitality Management; the nature, definition, aims and challenges

B. Strategic customer care; including the building and achieving sustainability of effective service cultures

C. The management of effective service initiatives and quality control programsD. Strategic management and resource planning of human resources within the

service industryE. Internal and external marketing including various distribution channels

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F. Effective leadership and innovation in hospitality including ethical considerations and corporate governance

G. Operational management principles of food and beverage and accommodation departments

H. Principles of financial control within hospitality operations


The module leader will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study, text and video material and to apply it in a practical way. The intent is to facilitate interactive class activities and discussion.

2.3 Teaching Ethos

The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners in maximizing their potential by ensuring that they are taught clearly and effectively. This will enable learners to engage with the learning environment and promote success in both their academic studies and subsequent career.


LECTURES: This method is primarily used to identify and explain key aspects of the subject so that students can utilize their private study time more effectively. These lectures act as a guide to the students and are a focused route through out the syllabus. The basic ethic is to guide, explain and teach rather than to transmit factual material that can be readily obtained from the recommended texts through private study.

SEMINARS: These act as additional complements to the lectures. The seminars are designed to give students an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions conducted by the students. This method of study gives the student an excellent opportunity to clarify any points of difficulty with the module leader and simultaneously develop their oral communication skills.

WORKSHOPS: These are an innovative form of student centred learning. This method of study involves the students to work in small groups with a difference. Here generally the student takes the lead and the module leader acts as a facilitator. The sessions consider problems and essay questions, case studies and tackle the conceptual challenging aspects of the subject.

CASE STUDIES: An important learning methodology is the extensive use of case study. They enable students to apply the concepts that they learn in their subjects. The learners have to study the case, analyze the facts presented and arrive at conclusion and recommendations. This helps to test the students ability which will allow him to apply to the real world the tools and techniques of analysis which they

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have learnt. The case study serves as a supplement to the theoretical knowledge imparted through the course work.






Pass mark

Outline details Submission

Individual report 80% 50% Individual report TBCOpen Book Exam 20% 50% Open Book Exam TBC

Pass mark is 50% of total marks and 40% is minimum threshold for each assessment.

Assessment One: Individual Report:

In the individual report will be based upon a case study given to learners at the beginning of the term. Learners will have the opportunity to discuss the assignment, and ensure that they understand what is required in the report during class. The learners are required to answer a set of given questions based on the case study, and the knowledge delivered in the course should be applied to analyze each question. The coursework should be written in an essay format and around 3000 words.

Assessment Two: Open Book Exam:

This is the second assessment for this course. Learners are required to answer questions within three hours. The answers should reflect the theoretical aspect with relevant examples from corporate industry. The questions will explicitly test the learners’ ability to analyze and correlate the business strategies in a business activity. Marks will be awarded for detail of analysis, novelty of approach to the problem and, in particular, if you have a good idea. Due to current and developing nature of the topic marks will also be awarded for those who tackle current and planned developments in international business environment.


Feedback Policy:

Wherever possible, staff in the college aim to return marked coursework with individual feedback on learner performance within fifteen working weeks of

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submission. If there is a delay in the marking process we will let you know why and give you a new anticipated return date.

3.3 Plagiarism:

Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered unfair practice and is strictly forbidden and may be heavily penalized.



4.1 Core Reading(s)

Holloway, C. and Taylor, N, (2006) The Business of Tourism (7th Edition) Prentice Hall, Financial Times ISBN 0-273-70161-4


Brymer, R. and Hashimoto, K. (2007) Hospitality and Tourism (12th Edition),Kendall : Hunt

Goeldner, C. and Ritchie, J. R., (2006) Tourism; Principles, Practices, Philosophies(10th Edition), J Wiley & Sons

Harrison, J. and Enz, C. (2005) Hospitality: Strategic ManagementConcepts and Cases, J Wiley & Sons


Journal of the Institute of HospitalityTravelmole electronic mail www.travelmole.comEmerald InsightHarvard Business ReviewFinancial TimesCaterer and Hotelkeeper (Reed International)Hospitality (Reed Business Information)Hospitality Year Book (Institute of Hospitality)Management Today (BIM)People Management (IPD)Travel Trade Gazette (TTG)Voice of the BHA (British Hospitality Association)

4.4 Other Sources:

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70


Innovative Strategies for IT Environments2009

Module Code: ISITEModule Title: Innovative Strategies for IT Environments Credit Value & Level: 15, 7Module Leader: Roy ButcherProgram Director Dorota Bourne

1.0 Introduction:

High technology products are based on new technology and often precede a market demand. To create then market a high tech product, a firm must understand the needs of customers, educate them about the product and its underlying technology, and convince them that the new product represents the best solution to their problems. This module explores strategy from the perspective of firms operating in high tech environments. The module will explore the firm’s capacity to strategically innovate, plan, apply change and reconfigure resources and capabilities to meet the requirements of this rapidly changing environment.


The objective of the module is to give both future and current managers an understanding of the nature of strategic innovation and planning for firms operating in the high tech environment by providing a comprehensive overview of relevant issues, both theoretical and practical, applicable to such firms and markets. The module aims to combine a broad theoretical background of strategic innovation and planning with practical implications to the way modern high tech companies are run and the market conditions in which they operate. An important objective of the module is to provide learners with tangible skill sets to innovate and plan strategies for the high tech environment which then can be practically adapted to real world situations.

1.1.1 Key Aims:

To develop learners ability to think both plan and innovate strategically about a given high tech company and its business environment.

To enable learners to explore how a given business/industry can gain sustainable competitive advantage, and how its strategy can be implemented and executed successfully.

To consider different market contexts and different competitive situations in the high tech business environment and the strategic implications of the companies operating in these environments.

At the end of the module, learners should have mastered a range of methods and techniques of strategic innovation and planning for those firms engaged

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in high tech business environments and have a clear appreciation of their theoretical and empirical foundations, range of applicability, qualifications and limitations.




The relationship between innovation and the development of functional strategies to develop competitive strength within the high tech business environment Understand the nature of strategic management for high tech firms and its competitive and institutional context Business strategy decision areasSuccess factors in strategy implementation for firms engaged in high tech development To think strategically about a given high tech company, its business situation, how it can gain sustainable competitive advantage and how its strategy can be planned, implemented and executed successfully

Analyze business strategy within structured framework, incorporating product and strategic innovation, market positioning, performance objective targeting and business capabilities development

Select appropriate elements from a diverse range of perspectives on strategy formulation and implementation



Be able to conduct a company’s strategic analysis

Carry out independent study and research on issues that face high tech firms

Analyze the environment, market, competitors, customers and other functional areas within the organization for strategy innovation and formulation




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A. Introduction to innovation and planning strategies for high tech environments; definition, aims and challenges.

B. Strategic capabilities; innovation and planning sustainability and management capability.

C. Strategic positioning; the high tech environment, expectations and purposes.D. Developing innovation, planning strategies to sustain competitive advantage.E. The development of strategy; directions, methods and success criteria.F. Strategy in action; organizational and environmental challenges. G. The innovation emergent strategies.


The module leaders will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the module material through case studies, text and video material and to apply it in a practical way. The intent is to facilitate interactive class activities and discussion about the significant role of business strategy in a global and local business environment.

2.3 Teaching Ethos:





3.0 Assessment



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Pass mark




TBC

Examination 20% 50% Open Book Examination

TBC



This assessment accounts for 80% of the total marks for this module and is based on a high tech’s firm’s (real or imaginary) strategic innovation of a new product and then the planned strategy for bringing that new product to market. This is essentially a 20 minute pitch to potential investors outlining briefly what the product is, what the market is, who the competitors are, how the product will gain strategic advantage and capture market share and how much capital is required to execute the strategy.

Assessment Two: Open Book Examination

This is the second assessment for this course. Learners are required to answer questions within three hours. The answers should reflect the theoretical aspects of the material taught on the module with relevant, where applicable, practical examples. The questions will explicitly test the student’s ability to analyze a firm’s ability to innovate and plan strategy for the high tech environment.

Marks will be awarded for detail of insightful analysis and novelty of approach. Due to current and developing nature of the topic, marks will also be awarded for those who tackle current and perceived planned developments in the high tech sector.




Feedback Policy:

Wherever possible, marked coursework with individual feedback on a learner’s performance within fifteen working days of submission. If there is a delay in the

74


marking process the college will let you know why and give you a new anticipated return date.

3.3 Plagiarism:




4.1 Core Reading

Shane, S. (2009) Technology Strategy for Managers and Entrepreneurs Harlow : Financial Times/Prentice Hall. ISBN 10: 0131879324


George, G and Bock, A. (2009) Inventing Entrepreneurs: Technology Innovators and their Entrepreneurial Journey Harlow : Financial Times/Prentice Hall.

Mankani, D (2003) Technopreneurship: The Successful Entrepreneur in the New Economy Harlow : Financial Times/Prentice Hall.

Vogel, C. Cagan J and Boatwright P. (2005) The Design of Things to Come : How Ordinary People Create Extraordinary Products Harlow : Financial Times/Prentice Hall.


The McKinsey Quarterly Technovation Journal of Research and Technology Management

4.4 Other Sources:

Relevant information is available from non academic sources on the internet. Great care must be taken as internet content is published for marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence

75


often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources.


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International Competition in IT 2009

Module Code: ICITModule Title: International Competition in IT Credit Value & Level: 15, 7Module Leader: Roy ButcherProgram Director Dorota Bourne

1.0 Introduction:

The rise and fall of the high-technology industries of the 1990s reflect broader changes in markets, production organization, and business models, as well as the operation of government policies. These broader changes, which include but go well beyond the Internet revolution itself, suggest that the industrial economy is being fundamentally transformed by the diffusion of innovations in technology and business models across the industrial and industrializing economies. At the same time, these changes cannot be understood without a deeper examination of the factors that created competitive advantage at the national level in many of these industries during the previous three decades. This course explores the broad changes in “who is winning, who is losing, and why” in global markets for high-technology.


Modern technologies develop in markets that are international in scope, often imperfectly competitive, and subject to influence by a variety of economic and political stakeholders. This module aims to assess the decline and prospective recovery of U.S. high-technology industries, the evolution of innovation and technology strategies and policies in Western Europe and Asia as well as the historic and current roles of governments in shaping markets for high technology goods. The module also seeks to assess the impact on business strategies of recent developments in early-stage capital markets. The module views technological innovation and competition as dynamic processes that reflect previous choices made by firms and governments.

1.1.1 Key Aims:

To allow learners to consider the competitive advantage of nations; both natural and artificial

To assist learners explore industrial policy, past and present To enable learners to assess how government’s engage with industry to devise

a national high- tech strategy. Which states have been successful and which have not

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To help learners identify the role of capital markets in developing high tech capability

To consider the risks associated with international business in the high technology sector especially those associated with Intellectual Property Right (IPR) infringement

On successful completion of this module, learners should have developed a comprehensive understanding of the development of high technology industries, if and how government policy has assisted such development, what are the consequences and risks associated with such development and where the future of high tech development lies, which countries and what sectors.




The relationship between stakeholders in the creation of national strategies for high tech business development Understand the nature of private sector investment in financing high tech development Industrial policy aspirations in different statesSuccess factors in such policy implementation for firms engaged in high tech developmentTo think strategically about industrial policy for high tech and how such strategies can be planned, implemented and executed successfully

Analyze different states’ policies and ascertain how successful they are

Select appropriate elements from a diverse range of perspectives on industrial policy formulation and implementation

Debate and appreciate interpretations and applications of academic theory and practice relating to the high tech economy and its development in various countries


Be able to conduct a company’s strategic analysis of global markets

Carry out independent study and research on appropriate investment, R&D and outsourcing locations

Identify stakeholder aspirations when developing national high tech strategies

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Analyze the international environment, market, competitors, customers and other functional areas




A. Introduction to the competitive advantage of nation statesB. Strategic capabilities; innovation and planning sustainability and management

capability of high tech sectorsC. Strategic positioning; industrial policy development in the high tech environment

and stakeholder expectationsD. Private sector capital engagement with high tech firms


The module leaders will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the module material through case studies, text and video material and to apply it in a practical way. The intent is to facilitate interactive class activities and discussion.

2.3 Teaching Ethos:





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3.0 Assessment





Pass mark


Individual Report 80% 50% Individual Report TBCOpen Book Examination


TBC


Assessment One: Individual Report

This assessment accounts for 80% of the total marks for this module and is based 2500 word report on an established high tech’s firm’s past strategic development. Please choose an established firm in the high tech sector. Identify the stakeholders engaged in its development, for example, was it able to benefit from governmental assistance, did private or institutional investors fund any part of its development. In terms of its R&D and production or other factors, were any of these outsourced? If so where and why and what were the implications of such outsourcing? Finally what is the future strategy of the firm?

Assessment Two: Open Book Examination

This is the second assessment for this course. Learners are required to answer questions within three hours. The answers should reflect the theoretical aspects of the material taught on the module with relevant, where applicable, practical examples. The questions will explicitly test the student’s ability to analyze industrial policy, competitive advantage and international trade in the high tech market.

Marks will be awarded for detail of insightful analysis and novelty of approach.




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Feedback Policy:


3.3 Plagiarism:




4.1 Core Reading:

Porter, M. (1998) The Competitive Advantage of Nations Free Press ISBN-10: 0684841479


Clayton, C (2003) The Innovator's Solution Harvard Business Press

Friedman, T. (2007) The World is Flat New York : Picador

Moore, G. (2002) Crossing the Chasm, Inside the Tornado, and The Gorilla Game New York: Harper Collins


The McKinsey Quarterly Technovation Journal of Research and Technology Management

4.4 Other Sources:

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82


Analysis of Financial ReportingModule Specification

Module Title:

Analysis of Financial Reporting and Financial regulations

Module Code:

Level: M

Credit: 15

ECTS credit:

Module Leader: Andy Wright

Additional Tutors: Bartosz Zielinski






The aim of Financial Reporting and Analysis is to provide a basic understanding of financial reporting, and to provide the ability to interpret the accounts and financial statements of companies and financial institutions from a financial analyst point of view. Students will be able to interpret a company’s sustainable earning power by analyzing its financial report.

The students will learn about the regulatory principles designed to maintain financial stability in major financial markets, the practical application and effectiveness of these principles, and whether self-regulation is effective

Main topics of study:

1. Accounting Principles and mechanics:

Students will acquire a sound knowledge of basic accounting concepts, recording business transactions and preparing financial statements. Topics as double entry, trial balance, finalising accounts will be taught. This will lead students to study more complex areas and critically assess companies accounting policies and treatment in specific scenarios. Accounting Standards will also be discussed.

2. Inventory and Long-term assets analysis

In inventory part, three methods of inventory valuation FIFO, LIFO, and Weighted Average will be introduced. Their impact on financial ratios will also be discussed.

Long-term assets analysis mainly covers 2 areas: 1) capitalisation rule and its impact on cash flow from operation, on leverage ratios; 2) different methods of depreciation and amortisation and also their impact on financial ratios calculation.

3. Long-term liabilities analysis

Students will understand the accounting treatment of bond issues and its interests, including the difference in par vale, market vale, par interests and effective interests. Also, convertible bonds and bonds with attached warrants will be analysed.

4. Self-regulation and SROs

5. Moral hazards and asymmetric information

6. Financial stability and crisis

7. Regulation against insider dealing

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8. Capital adequacy requirements

9. Ethical and agency problems: moral hazard and adverse selection

10. Causes and courses of bank failures



Knowledge

1 Identify principles and trends in the international accounting standards and financial regulations.

2 Determine and evaluate the nature of accounting difficulties in the fast-developing modern world.

3 Demonstrate deep and systemic knowledge in the sphere of financial analysis.

Thinking skills

4 Critically evaluate financial information to make investment decisions

5 Reflect on the roles, skills and responsibilities needed for effective compliance of financial regulations.




8 Demonstrate effective approaches to analyzing financial report and financial system failure.

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using different accounting approaches





Assessment 1 – Individual Report – Financial Report AnalysisBased on one company’s financial report, calculate key financial ratios, identify and criticize the accounting policies used, and recommend action taken from an investor’s position.

(Learning outcomes 2, 3, 4,5, 6, 7, 8, 10, 11)

Open Book Examination – 3 hours

(Learning outcomes 1, 3, 4, 9, 10)

Weighting:

50%

50%


The module will be taught by lectures and understanding will be reinforced by the completion of individual and group exercises. It will also use case studies from blue chips companies, discussions and exercises. Intensive workshops will

84


be used to ensure that all three parts are appropriately covered within the taught component using the time available.

85


Books

Frank Wood and Alan Sangster (2005), Business Accounting: V. 1, Prentice Hall.

Hefferman, S. (2005) Modern Banking, WileyK

Barry Elliott and Jamie Elliott (2007), Financial Accounting and Reporting, Prentice Hall.

Thomas R. Ittelson (1998), Financial Statements: A Step-By-Step Guide to Understanding and Creating Financial Reports, USA, Career Press.

Herve Stolowy (2006), Financial Accounting and Reporting: A Global Perspective, Thomson.

Koch, T., and Macdonald, S (2005) Bank Management, 5th ed, South-Western (Thomson Learning) (‘K&M’)

Thomas J.Mc Cool, Financial Regulations Diane Publishing, ISBN 756733588

Financial Regulation, Why, How and Where now? Routledge, an imprint of Taylor and Francis Books limited ISBN: 041518505X

Craig Deegan and Jeffrey Unerman (2005), Financial Accounting Theory, McGraw-Hill.

David Alexander and Christopher Nobes (2007), Financial Accounting: An International Introduction, 3rd edition, Prentice Hall.

International GAAP 2008, Gernerally Accepted Accounting Practice under International Financial Reporting Standards, Ernst & Young LLP.

Cynthia Cooper (2008), Extraordinary Circumstances: The Journey of a Corporate Whistleblower, John Wiley & Sons, Inc., Hoboken, New Jersey.

Other Resources

Journal of AccountancyACCA Accounting and Business Magazine

www.FT.co.ukwww.iasb.orgwww.accaglobal.com

http://www.accaglobal.com/

http://www.iasb.org/



Performance Measurements and ControlModule Specification

Module Title:

Performance Measurements and Control

Module Code:

Level: M

Credit: 15

ECTS credit:

Module Leader: Lawrence Wu

Additional Tutors: Feroza Cooper






The aim of this syllabus is to develop knowledge and skills in the application of management accounting techniques. It covers modern techniques, decision making, budgeting and standard costing, concluding with how a business should be managed and controlled.

Main topics of studies:

1. Specialist cost and management accounting techniques

The emphasis of this topic is on ABC. Student will critically understand the advantages of ABC comparing with traditional techniques, such as absorption costing. Other techniques as target costing, life-cycle costing, back-flush accounting, and throughput accounting will also be studied.

2. Budgeting

The nature and purpose of budgeting function and budgeting and students will also be able to critically use flexible budgets and standard budget. Budget income statement, budget balance sheet and budget cash flow are the topic of technical area.

3. Short-term Decision-making

Students will understand the relation of cost-volume-profit. The concepts of relevant costing, limiting factor will be studied. The decision of outsourcing or in-house building, keep or close a department will be analysed.

4. Standard costing and variance analysis

Basic variance of material, labour and overhead variance will be studied. More advanced variance analysis as material mix and yield variances, planning and operational variances will be analysed here.

5. The scope of performance measurement

Students will be able to describe, calculate and interpret financial performance indicators and suggest methods to improve these measures. Also, the application of non-financial performance indicators will be studied.

6. Divisional performance and transfer pricing

Students will be able to explain the basis for setting a transfer price and how transfer prices can distort the performance assessment of divisions and decision made. The application of Return on Investment (ROI) and Residual income (RI) will also be introduced.

7. Performance analysis in not for profit organisations and the public sector

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The main area of study is the problems of having non-quantifiable objectives and how performance could be measured in this sector. The objective of Value for Money will also be studied.

8. External considerations and behavioural aspects

The effect of external considerations from stakeholders, market conditions and allowance for competitors will be introduced. Students will also be able to identify and explain the behaviour aspects of performance management.


The module will be taught by lectures and understanding will be reinforced by the completion of individual and group exercises. Case studies will be bought to students’ attention. Intensive workshops will be used to ensure that all contents are appropriately covered within the taught component using the time available.

Assessment methods which enable students to demonstrate the learning outcomes for the Weighting:

87



Knowledge

1 Identify principles and trends in the performance measurements and controls.

2 Determine and evaluate the nature of performance measurements.

3 Demonstrate deep and systemic knowledge in the sphere of international trading.

Thinking skills

4 Critically evaluate the economic benefit of budgeting.

5 Reflect on the roles, skills and responsibilities needed for effective management of transfer price.

6 Discuss in context the linkage between current theory and practice and are able to organise appropriate evidence and reasoning to produce a balanced conclusion

7 Demonstrate problem solving and analytical approaches to facilitate effective foreign budget control.


8 Demonstrate effective approaches to management information control.

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational decision making approach.




12 Work effectively in groups and appropriately communicate the group’s findings


module:

Assessment 1 – Individual ReportA report on describing the latest development on management accounting and give your opinion that whether helps manage the organisation more effectively and efficiently.

(Learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11)

Opening Book Examination – 3 hours


50%

50%

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Books

BPP Learning Media (2008), Management Accounting.

BPP Learning Media (2008), performance management.

Other Resources

C. Drury (2004), Management and Cost Accounting (6th edition), Thomson.

www.accaglobal.com

http://www.accaglobal.com/


Risk ManagementModule Specification

Module Title:

Risk Management

Module Code:

Level: M

Credit: 15

ECTS credit:

Module Leader: Peter Wheale

Additional Tutors: Louis Liu






The financial market changes dramatically on an incredible rate. The means of manage these risks have developed accordingly. This module provide students a firm understanding of market risk, investment risks, credit risk, and also the issues relating legal, accounting and tax consideration.


1. Capital Markets

This topic concentrates on derivatives as the mean of managing financial risks. Forwards, futures, options, fixed-income securities and derivatives will be studied. Also, equity, currency, and commodity markets will be studied as well.

2. Market Risk Management

Students will understand the sources of market risk, how to hedging linear risk and nonlinear risk. The quantitative areas of how to model risk factors will also be covered.

3. Investment Risks Management

Through study of this topic students will have an understanding of portfolio management and hedge fund risk management. For portfolio management, the technical of portfolio risk measurement, portfolio performance measurement, performance attribution, and some important formulas will be studied. For hedge fund risk management, the concepts of leverage, long, and short position, hedge fund styles will be analysed.

4. Credit Risk Management

Students will understand how to measure actuarial default risk, how to measure default risk from market prices, how to use credit derivatives and structured product to manage credit risk.

5. Operational and Integrated Risk Management

Students will be able to identify and assess operational risk, the concept of RAROC will be introduced, and how organisations manage risk from firm-wide.

6. Accounting, Legal, and Tax Risk Management

This topic covers the legal risks with derivatives, with netting, and also the 2002 Sabanes-Oxley Act of the legal side. For accounting and tax side, issues of the internal and external reporting according to FASB and IASB and tax consideration will be studied.

7. Regulation and Compliance

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This topic introduces students the regulations on commercial banks and securities houses. The focus will be on the basel accord. It includes the 1988 basel accord and the new basel accord. Also, the basel market risk charge will be studied as well.

8. Backtesting, VARs, and Stress Testing

Students will understand how to backtest expected shortfall and the entire distribution, how VARs methodology can simulate and measure of the P&L distribution. Stress testing will also be studied here.



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Knowledge

1 Identify principles and trends in the financial risk management.

2 Determine and evaluate the nature risk management.

3 Demonstrate deep and systemic knowledge in the sphere portfolio management.

Thinking skills

4 Critically evaluate the economic benefit of managing risks from firm-wide perspective.

5 Reflect on the roles, skills and responsibilities needed for effective risk management.

6 Discuss in context the linkage between current theory and practice and are able to organise appropriate evidence and reasoning to produce a balanced conclusion

7 Demonstrate problem solving and analytical approaches to facilitate effective risk management


8 Demonstrate effective approaches to financial risk management.

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational risk management approach





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Books

Philippe Jorion and GARP (Global Association of Risk Professionals) (2007), Financial Risk Manager Handbook, Wiley Finance.

Steve L. Allen (2003), Financial Risk Management: A Practitioner's Guide to Managing Market and Credit Risk, Wiley Finance.

JOHN C HULL (2007), Risk Management and Financial Institutions.

Peter Christoffersen (2003), Elements of Financial Risk Management, Academic Press.

Other Resources

Journal of Wealth ManagementJournal of FinanceJournal of Financial Economics




http://www.amazon.co.uk/Financial-Risk-Management-Practitioners-Managing/dp/0471219770/ref=sr_1_2?ie=UTF8&s=books&qid=1213787815&sr=8-2

http://www.amazon.co.uk/Financial-Manager-Handbook-Wiley-Finance/dp/0470126302/ref=sr_1_1?ie=UTF8&s=books&qid=1213787815&sr=8-1


Equity and Fixed Income InvestmentModule Specification

Module Title:

Equity and Fixed Income Investment

Module Code:

Level: M

Credit: 15

ECTS credit:

Module Leader: Louis Liu

Additional Tutors: Ahmed El-Masry






This module introduces students the characteristics of equity and fixed income investment. The focus is on the valuation techniques. These include dividend discount model, free cash flow model, residual income model. Students will be able to critically judge the appropriateness of these models. The risks associated with bonds investment, and the measurement of yield spread. Also, the bond valuation techniques, interest rate risk measurement will be studied. Also, this module provides an introduction to real estate investment.


1. Introduction equity and fixed income investment

The basic characteristics and equity and fixed income will be introduced. The focus is on the different usage in the market.

2. Free cash flow valuation

Two models free cash flow to the firm (FCFF) and free cash flow to equity (FCFE) will be studied. Students will be able to interpret the appropriateness of the usage of these two models and be able to calculate FCFF and FCFE from net income or cash flow of operation.

Bond valuation is an application of discounting future cash flow to present value. The important area will be on the understanding of using ‘spot’ rates to discount future cash flow and the ‘arbitrage-free’ idea of bond valuation. Other techniques as binominal tree for bond securities with and without a option will be discussed.

3. Residual income valuation

This topic will introduce four types of residual income models. Students will be able to adjust financial statement so that to successful use these models. The concept of continuing residual income is also introduced here.

4. Valuation in emerging market

Students will understand the valuation techniques in emerging markets are the same as investment in developed economy. However, inflation will make the forecast of cash flow more challenging. Students will be able to bring inflation factor in different valuation models.

5. Income Property analysis and appraisal

Different income capitalisation approach and the gross income multiple appraisals will be discussed. Students will

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be able to understand when each of the method is appropriate.

6. Risks in fixed income investment

Various risked that investors may expose to when invest in bonds will be introduced. Also, risk measurement such as duration and its drawbacks will be discussed here.

7. Yield spread and measurement

Students will understand the definition and terminologies of yield spread. The emphasis of this topic will be on the three theories of term structure (pure expectations theory, liquidity preference theory, and market segmentation theory) and their implication of each theory.

The key yield measures of current yield, yield to maturity, and yield to all will be introduced. Students will get a firm grip of bond equivalent yield and the conversion of different yields to bond equivalent yields. Students will also understand the limitations of each yield measures.

8. Mortgage-backed securities and asset-backed securities

The general mechanics and important concepts as mortgage passthrough securities, collateralised mortgage obligations, and stripped mortgage-backed securities will be introduced. Students will be able to appreciate the impact of prepayment risks to an investor. The basic idea of an asset-backed securities and its difference from mortgage-backed securities will be studied here.

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Knowledge

1 Identify principles and trends in the financial equity and fixed income investment.

2 Determine and evaluate the nature equity and fixed income market.

3 Demonstrate deep and systemic knowledge in the sphere investment management.

Thinking skills

4 Critically evaluate the economic benefit of investing equity investment over bonds and other securities.

5 Reflect on the roles, skills and responsibilities needed for effective management equity and fixed income investment.


7 Demonstrate problem solving and analytical approaches to facilitate effective equity and fixed income selection


8 Demonstrate effective approaches to equity and fixed income valuation

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational securities selection approach








Assessment 1 – Individual ReportThrough analysing a FTSE100 company’s annual report and information from other financial resources, please determine its value. You are required to use at least three valuation models and critically assess your valuation.

(Learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11,)

Opening Book Examination – 3 hours


Weighting:

50%

50%

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Books

CFA (2008), Assets Valuation and Equity, Level 2, Schweser.

John D. Stowe, Thomas R. Robinson, Jerald E. Pinto, and DennisW.McLeavey (2002), Analysis of Equity Investments: Valuation.

James English (2001), Applied Equity Analysis: Stock Valuation Techniques for Wall Street Professionals, McGraw-Hill.

Shanta Acharya (2002), Asset Management: Equities Demystified (Society of Investment Professions), Wiley Finance.

Robert A. Schwartz, Reto Francioni, and Bruce W. Weber (2006), The Equity Trader Course, Wiley Trading.

Frank J. Fabozzi (2007), Fixed Income Analysis, John Wiley & Sons, Inc.

Lionel Martellini, Philippe Priaulet, and Stephane Priaulet (2003), Fixed Income Securities: valuation, Risk Management and Portfolio Strategies, Wiley Finance.

Moorad Choudhry (2005), The Fixed Income Securities and Derivatives Handbook: Analysis and Valuation, Bloomberg.

Other Resources

Journal of Portfolio ManagementJournal of Wealth ManagementJournal of FinanceJournal of Fixed IncomeJournal of Financial Economics





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Integrated Marketing Communications 2009

Module Code: IMCModule Title: Integrated Marketing Communications Credit Value & Level: 15, 7Module Leader: John BredicanProgram Director Dorota Bourne

1.0 Introduction:

With the advance of technology and the Internet, organisations face the realm of communicating to global stakeholders by creating global reputations and brands. Integrating the channels of communication and speaking to stakeholders with the ‘same voice’ seams a challenge for many organisations. In a competitive global world the objectives of marketing communications stretch beyond convincing customers to develop favourite attitudes to products. The key to effective marketing communications is to develop one clear voice that will be heard over the ‘noise’ and will influence customers’ perceptions and attitudes. This module is designed to develop critical appreciation of the importance of marketing communications strategies for businesses, non-profit-making and governmental organisations.


To develop the necessary skills, capabilities and competencies to develop a marketing communications strategy.

1.1.1 Key Aims

Develop a critical appreciation of the relationship between corporate objectives and communications strategies

Evaluate the nature of marketing communications and the marketing communications process. Including marketing communications objectives, communication mix and channels

Understand the need for effective cross functional communications within the organisation and how this influences the effectiveness of external communication

Analyse various kinds of appeals and media, including their advantages and disadvantages

Investigate the relation between corporate image and brand equity in various organisations

Anticipate opportunities and threats presented by the rapid developments of the Internet and technology

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Critically evaluate to what extent corporate citizenship is a true response to ethical and environmental dilemmas or a tool for convincing marketing communications

Assess the role of brands, innovation, integrated marketing communications, alliances, customer relationships and service in decisions for developing a differentiated positioning to create exceptional value for the customer


Knowledge & UnderstandingGrasp fundamental theoretical concepts in the area of marketing communications management

Develop sound understanding of the communication process and its impact on the customer decision-making process

Develop critical awareness of marketing communications approaches and strategies used by a wide range of organisations

Research effectively a wide range of sources of information

Prioritise and assess secondary data in order to investigate marketing communications issues within a wide range of organisations

Demonstrate the skills of using secondary data to illustrate or support arguments in the context of marketing communications decision-making

Analyse advantages and limitations of the main marketing communications concepts and be able to apply them to scenarios in current marketing cases

Critically analyse and evaluate marketing communications strategies employed by organisations in different contexts

Identify management problems in the area of marketing communications and critically evaluate alternative course of actions dependent on the context of the situation

Evaluate best practices as well as marketing communications failures


Enhance the ability to write analytical marketing essays and reports

Present information by demonstrating quality and clarity of expression, use of terminology appropriate for the target audience by communicating marketing theories and practice in a coherent way


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Participate in class discussions and tackling effectively case-studies

Demonstrate autonomy by completing individual assignments


A. The need for integrating marketing communication messages and channelsB. Critical evaluation of integrating marketing communication’s role within marketing

managementC. Managing the segmentation process: Requirements for creative media strategies

to reach target audiencesD. Managing integrated marketing communications planning: approaches to

designing marketing communications strategies and development of communication budgets

E. Managing expectations of consumers and other stakeholders: Theories and models of buyers behaviour

F. Managing the communications mix for better balance of internal and external communications: The role of PR in crisis management

G. Managing brands: Building brand equity, repositioning brands, and creating brand loyalty

H. Establishing corporate identity and objectives of corporate communicationsI. Technology and the growth of direct marketing and customisation of

communications; Managing interface with customers at each point of contactJ. The impact of cultural/ethical, legal, political, and economic variables on

marketing communications in the international environmentK. Ethical and law considerations in advertising





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towards final grade

Pass mark





Students will be required to investigate the marketing communication policy of a company, details of which will be provided in a tutor designed case study. They may select a related conceptual area relevant to their work experience in order to apply the knowledge and understanding gained through the module.




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4.1 Core Reading

Fill C (2009), Marketing Communications: Interactivity, Communities and Content, (5th Ed), Pearson Education


Aaltio I and Mills A J (eds) (2002). Gender, Identity and the Culture of Organizations, Pickton and Broderick,(2005), Integrated Marketing Communication, 2nd edition Prentice Hall Belch G and Belch M Advertising and Promotion: An Integrated Marketing Communications Perspective McGraw Hill Higher Education; 8 edition (2008)Fill, C. (2006) Marketing Communications: Contexts, Contents, and Strategies, 5th edition, Prentice Hall Kapferer, J-N. (2007) The new strategic brand management. 4 edition. London, KoganPageDe Pelsmacker, P., Geuens, M., &Van Den Bergh, J, (2007), 3rd edition Prentice HallShrimp, T.(2000), Advertising Promotion: Supplemental Aspects of Integrated Marketing Communications, Dryden Engel, J.F., Warshaw. M.R., Kinnear, T. C. (1994), Promotional Strategy: Managing the Marketing Communication Process, 8th edition, Irwin Russel, J.T. and Lane, W.R. (1998), Kleppner's Advertising Procedure, 14th edition, Prentice HallHart, N. (1995), The Practice of Advertising, 4th edition, Butterworth-HeinemannSchultz, DE, Schultz H (2003) IMC, The Next Generation : Five Steps For Delivering Value and Measuring Financial Returns McGraw-Hill; 1 edition


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ABI/Inform global (journals)Financial Times online Economist Times & Sunday Times Athens databaseWall Street Journal Europe (daily business newspaper)Eurobusiness (monthly business magazine)Financial Times (daily business newspaper)Fortune (monthly business magazine)Business Week (weekly business magazine)Marketing Week (monthly marketing oriented magazine)Journal of MarketingJournal of International MarketingInternational Marketing Review (MIR)International Journal of Research and MarketingResearch: The Journal of the Market Research SocietyMcKinsey Quarterly

4.4 Other Sources:


The Charter Institute of Marketing http://www.cim.co.uk/cimMarketing Magazine is now also available at http://www.marketing.haynet.com and includes an archive of Features and Online News.Marketing Online://Internet marketing and e-marketing training : consulting : knowledge http://www.marketing-online.co.uk/Industry news, views and publications http://www.dragonbrands.com/dart/0001.htmThe World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand http://www.personako.com/The Institute for Learning and Research http://www.bized.co.ukGuerrilla Marketing http://gm.clickndrop.com/cnd/newsletterBBC marketing communications news and publications http://www.bbc.co.uk/dna/h2g2UK online for business is a DTI-led programme that offers expert, impartial, jargon-free advice, plus information and support on the best use of technology for small and medium-sized business (SMEs). Across the UK there are nearly 400 UK online for business Advisers. They are there to help you make the most of technology in your businesshttp://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htmPR activities on the web http://www.number-10.gov.uk/output/Page1.asp Course Unit Title

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http://www.number-10.gov.uk/output/Page1.asp


http://www.bbc.co.uk/dna/h2g2

http://gm.clickndrop.com/cnd/newsletter




http://www.marketing-online.co.uk/

http://www.marketing.haynet.com/

http://www.cim.co.uk/cim


Global Marketing2009

Module Code: GMModule Title: Global Marketing Credit Value & Level: 15, 7Module Leader: Mo WillanProgram Director Dorota Bourne

1.0 Introduction:

The effect of globalisation is influencing many aspects of the business world. Top management has a responsibility to respond and to develop approaches that prepare organisations for the effects of globalisation. One such approach is to understand the global marketing context. This module develops an understanding of international marketing environments, global strategies and the components of global marketing plans. Students will be able to appreciate issues around global marketing decision-making processes within various organisations.


To develop the necessary skills, capabilities and competencies to develop an international marketing strategy.

1.1.1 Key Aims

To understand the global marketing environment and its impact on marketing strategy formulation in the context of the International Marketing Manager

To develop and evaluate global strategies To assess the application of international marketing theory and practice in

various organisations To provide students with coherent frameworks and theory and practice so that

they develop a strategic approach to global marketing

2.0 Learning Outcomes of the ModuleOn successful completion of the module the learner will have:

Knowledge & UnderstandingDiscuss and critically assess the main approaches to global marketingIdentify and analyse information needed to establish and implement effective global marketing decisions, policies and strategiesCritically analyse and evaluate global marketing practices employed by organisations in different contextsIdentify management problems in the area of global marketing and critically evaluate alternative course of actions dependent on the context of the situation

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Enhanced ability to use and present quantitative & qualitative data, in suitable formats that increase understanding by the use of appropriate techniques and application of IT skills



A. Introduction to global marketing environment and cross-cultural management issues

B. Finding international market spaces – marketing researchC. Market entry strategiesD. Global expansion strategiesE. Competitive advantage, business strategy and organisational structures in global

contextF. International marketing strategic planning process, segmentation, targeting and

positioningG. International marketing mix decisionsH. Constructing the international value chain





SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are

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interactive sessions led by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.






towards final grade

Pass mark


Coursework 80% 50% International Marketing Strategy

TBC




Students will be required to work in groups to develop an international marketing strategy for an organisation of their choice. The strategy will be present to a ‘mock’ Board of Directors’ meeting to achieve budgetary approval.





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4.1 Core Reading

Albaum G & Duerr E (2008), International Marketing and Export Management, (6th Ed), Pearson Education


Jain, S. C., (2001) International Marketing, 6th edition, Thomson Learning, London.Bradley, F., (2002) International Marketing Strategy 4th edition, Pearson Education, Harlow, UKAlbaum, G, Strandskov, J., & Duerr, E., (2002) International Marketing & Export Management, 4th edition, Pearson Education, Harlow, UKCateora, P. R., & Graham, J.L., (2002) International Marketing, 11th edition, McGrawhill, USACzinkota, M. R., & Ronkainen, I. A., (2001) Best Practices in International Marketing, Harcourt Brace College Publishers, Fortworth, TX, USACzinkota, M. R., & Ronkainen, I. A., (2001) International Marketing, 6th edition, Harcourt Brace College Publishers, Fortworth, TX, USADoole, I., & Lowe, R., (2001) International Marketing: Analysis, Development and Implementation, 3rd edition, Thomas Business PressHollensen, S., (2007) Global Marketing: A Market-Responsive Approach 4th edition, Prentice Hall Europe, Hemel Hempstead, UKJeannet, J., & Henessey, H., (1995) Global Marketing Strategies, 3rd edition, International Edition, Houghton Mifflin Co., UKKeegan, W. J., & Schlegemilch, B. B., (2001) Global Marketing Management: A European Perspective, Pearson Education, Harlow, UKKeegan, W. J., (1999) Global Marketing Management, 6th edition, Prentice-Hall International Inc., Upper Saddle River, NJ, USAKotabe, M. and Helsen, K. (2007) Global Marketing Management Wiley; 4 edition Kotler, P., (1998) Marketing Management: Analysis, Planning, Implementation, and Control, 7th edition, Prentice-Hall International Inc., Englewood Cliffs, NJ, USAMulbacher, H., Dahringer, L., & Leihs, H., International Marketing: A Global Perspective, 2nd edition, International Thomson Business Press, LondonPerrault,W. D., & McCarthy, E.J., (2002) Basic Marketing: A Global-Managerial Approach 14th edition, McGraw-Hill, USA

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Paliwoda, S. J., & Thomas, M.J., (1998) International Marketing, 3rd edition, Butterworth-Heinemann, Oxford, UK/Woburn, MA, USA


ABI/Inform global (journals)Osiris (companies)Datamonitor (market surveys, available via Osiris)Financial Times online Economist Times & Sunday Times Athens databaseWall Street Journal Europe (daily business newspaper)Eurobusiness (monthly business magazine)Financial Times (daily business newspaper)Fortune (monthly business magazine)Business Week (weekly business magazine)Marketing Week (monthly marketing oriented magazine)Journal of MarketingJournal of International MarketingInternational Marketing Review (MIR)International Journal of Research and MarketingResearch: The Journal of the Market Research SocietyMcKinsey QuarterlyStrategy & BusinessStrategic Management Journal (SMJ)European Management Journal (EMJ)Harvard Business Review (HBR)Journal of Long Range Planning (LRP)

4.4 Other Sources:


The Charter Institute of Marketing http://www.cim.co.uk/cimhttp://www.cim.co.uk/cim/ser/html/knoTopic.cfm?objectID=793B8A35-F488-42A8-94D2D5E27813B52CMarketing Magazine is now also available at http://www.marketing.haynet.com and includes an archive of Features and Online NewsMarketing Online: Internet marketing and e-marketing, training, consulting, knowledge http://www.marketing-online.co.uk/Industry news, views and publications http://www.dragonbrands.com/dart/0001.htm

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http://www.cim.co.uk/cim/ser/html/knoTopic.cfm?objectID=793B8A35-F488-42A8-94D2D5E27813B52C

http://www.cim.co.uk/cim/ser/html/knoTopic.cfm?objectID=793B8A35-F488-42A8-94D2D5E27813B52C



The World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand http://www.personako.com/The Institute for Learning and Research http://www.bized.co.ukGuerrilla Marketing http://gm.clickndrop.com/cnd/newsletterBBC marketing communications news and publications http://www.bbc.co.uk/dna/h2g2UK online for business is a DTI-led programme that offers expert, impartial, jargon-free advice, plus information and support on the best use of technology for small and medium-sized business (SMEs). Across the UK there are nearly 400 UK online for business Advisers. They are there to help you make the most of technology in your business.http://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htmPR activities on the web http://www.number-10.gov.uk/output/Page1.asp

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Internet and Digital Marketing Communications2009

Module Code: IDMCModule Title: Internet and Digital Marketing Communications Credit Value & Level: 15, 7Module Leader: Nigel BradleyProgram Director Dorota Bourne

1.0 Introduction:

In this module students will understand Internet and Digital Marketing communication strategies, and elements of law that particularly apply to the digital media.

Students will also examine the search engines methodology to get an understanding of how they work and what they look for. Examination and evaluation of optimisation reports to provide improvements that certain pages require will be central to this section and will influence any designs the students are producing. In addition to the search engine optimisation work (SEO), students will also be taught to develop accessible web pages according to accepted standards and principles.

Search Engine marketing is also covered in this section, including AdWords, Overture and MSN PPC, giving the students a full and complete understanding of Web advertising tools. The module will equip the students with all the relevant and up-to-date techniques and information to ensure maximum return from search engine activities.


The aim of this module is to explore the rise of the Internet and its impact on marketing around the globe. It builds on the main strengths of the digital media discipline - the communications opportunities offered. Within the Digital Communications Strategy section, fundamental web design principles will be covered, including obtaining familiarity with web-based environments and platforms.

1.2.1 Key Aims

Determine effective digital marketing principles in the context of business and society

Identify effective strategies, tools and development approaches for digital marketing

Compare and contrast implementation of appropriate customer-centric strategies such as customer relationship management (CRM) and data modeling

Examine critically advanced theoretical frameworks.

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Integrate the theoretical, conceptual and analytical considerations of digital marketing management.

At the end of the course, you will have mastered a range of methods and techniques and have a clear appreciation of their theoretical and empirical foundations, range of relevance, applicability and limitations.


Knowledge & UnderstandingUse appropriate marketing terminology, concepts, theories and models applied in a variety of digital marketing settings.

Describe the inter-related nature of the basic digital marketing concept and the business environment.

Analyse the elements of the digital marketing mix and the role of different elements in achieving marketing objectives.

Demonstrate a critical appreciation of a variety of market research techniques in digital marketing environment

Identify and evaluate effective development and implementation of digital marketing strategies

Describe the components of a professional digital marketing communications plan and strategy.

Appreciate the dynamic nature of marketing in a changing, global business environment.

To think strategically about a given company’s digital marketing approach in order to ensure the creation and capture of value

Analyse a digital marketing strategy within a structured framework, incorporating market positioning, performance objectives and success factors

Debate and appreciate interpretations and applications of academic theory & practice

Synthesise relevant literature from a diverse range of perspectives on specific aspects of digital marketing management, identify knowledge gaps and propose research through which the identified gaps could be addressed.

Industry Related / Transferable Skills:Formulate/develop coherent strategies that are holistic in nature and internally congruent in terms of both conceptual and operational requirements of marketing management.

Carry out independent study and research in the subject areas of the course

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Analyse the environment, market, competitors, customers and other functional areas from the perspective of the digital marketing function

Demonstrate how digital marketing could be organised and applied in a business context.




A. Principles of Internet Marketing; definition, aims and originsB. Introduction to e-Promotion strategiesC. Principles of mobile marketingD. Strategic digital marketingE. Management and assessment of digital marketing communicationsF. Digital media and advertisingG. Internet communications channels and strategiesH. Managing direct and database marketingI. Consumer behaviour in cyber environmentJ. Interactive communications with customers and consumersK. New media, new trendsL. Strategic considerations of internet marketing





SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material

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covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions led by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.







Pass mark


Coursework 80% 50% Marketing planning TBCExamination 20% 50% Open Book TBC



Students will be expected to develop a commercially viable and coherently written digital marketing plan in response to a scenario set by their tutor. They will be expected to present the marketing plan in a mock ‘Boardroom’ style setting in order to secure funds for the project.




Feedback Policy:

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4.1 Core Reading

Chaffey, D. (2006) Internet Marketing: Strategy, Implementation and Practice Prentice Hall; 3 edition


Aaker D. Strategic Market Management Wiley; 8 edition (March 9, 2007)Aaker, D. and McLoughlin, D (2007) Strategic market management. European edition. Chichester, John Wiley. (European edition). Adamson, AP (2008) BrandDigital: Simple Ways Top Brands Succeed in the Digital World Palgrave MacmillanChaffey, D and Smith, P. (2008) eMarketing eXcellence, Third Edition: Planning and optimising your digital marketing (Emarketing Essentials) Butterworth-Heinemann; 3 editionChernev A. and Kotler P. Strategic Marketing Management, 3rd Edition Brightstar Media, Inc.; 3rd edition (July 1, 2008)Cocoran, I (2007) The Art of Digital Branding Allworth PressGilligan, C. and Wilson, R.Strategic Marketing Management, Third Edition: planning, implementation and control Butterworth-Heinemann; 3 edition (2005)Hooley, G. Saunders, J. Piercy, N. and Nicoulaud, B. Marketing Strategy and Competitive Positioning (4th Edition) South-Western College Pub; 4 edition (2007) Lambin, J., Chumpitaz, R. and Schuiling, I. Market-Driven Management, Second Edition: Strategic and Operational Marketing Palgrave Macmillan; 2nd edition (2007)Hafner, K. (2003) ‘Where Wizards Stay Up Late: The Origins of the Internet’ – London - Free PressHanson, W. and Kalyanam, K. (2006) Internet Marketing and e-Commerce South-Western College Pub; 1 editionKrug, S. (2002) ‘Don’t make me Think! A Common Sense Approach to Web Usability’ – USA - New RiderLehmann, D. Analysis for Marketing Planning McGraw-Hill/Irwin; 7 edition (2007)

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McDonald, M., and Wilson, H. (2002) ‘The New Marketing: Drive the Digital Market or It Will Drive You’ – London - ElsevierRoberts, ML (2007) Internet Marketing: Integrating Online and Offline Strategies Atomic Dog; 2 editionRyan, D and Jones, C (2009) Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation Kogan PageWertime, K and Fenwick, I (2008) DigiMarketing: The Essential Guide to New Media and Digital Wiley Wind, J. (2001) ‘Digital Marketing: Global strategies from the world’s leading experts’ - USA - John Wiley and Sons Inc



4.4 Other Sources:


www.cim.co.ukwww.emarketer.comwww.wisemarketer.comwww.mad.co.ukwww.marketingmagazine.co.uk www.rnib.co.ukwww.w3c.org

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http://www.w3c.org/

http://www.rnib.co.uk/



http://www.wisemarketer.com/




Fundamentals of Islamic Banking and Finance

Module Specification

Module Title:

Fundamentals of Islamic Banking and Finance

Module Code:

Level: M

Credit: 15

ECTS credit:


Additional Tutors: Peter Wheale






Many experts are estimating the growth of the Islamic finance industry at 15-20% per annum, with some predicting that it could become a major competitor to the conventional finance industry. Experts expect to see Islamic finance spread beyond Muslim countries, as seen in Europe, where it has already made considerable headway in the UK, Germany and Switzerland.

As a result of these developments, Islamic financial institutions have developed a vast range of products designed to serve the growing market. Several "Islamic equity" investment funds have also been launched, with both FTSE and Dow Jones providing indices to monitor this growing market. Islamic finance is important in helping the City of London maintain and develop its status as the global financial centre. Presently, it is estimated that Islamic banks and financial institutions manage some US$200-300 billion of funds all over the world (Standard & Poors Islamic Finance Outlook 2006).

This module will provide students a unique chance to grasp the latest trend in the financial market.Main topics of studies:

1. Induction to Islam

Key concepts of Sharia’a, the Quran, the Sunnah, ijma’, Qiyas, ijtihad of Islamic law and the authorities for interpreting the Quran and Sunnah will be introduced.

2. Introduction to Islamic Banking and Finance

Students will understand the main sources for application of Islamic Guidance to commerce. The concepts underlying Islamic finance will be studied. The historical development of modern finance and banking will also be analysed.

3. Financial techniques in Lslamic Banks:

Students will understand the distinction between a traditional bank and an Islamic bank and the operation of current accounts under Sharia’a conditions. The Islamic banking model and the challenges it presents will be another area of study.

5. Financial Statements for Islamic Banks

The conceptual framework of OFRS/IAS will be introduced. The need for Islamic accounting standards will be explained. The role and responsibilities of AAOIFI will be analysed.

6. Islamic Corporate Governance

Students will understand the reasons for Islamic banks presenting different corporate governance challenges to

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conventional banks. The rile of the Sharia’a supervisory board in the corporate governance and how RIAH and UIAH works in corporate governance

7. Islamic Bond Market

The difference between conventional and Islamic securities will be introduced. Students will be able to apply the Mudaraba Sukuk, the Ijara Sukuk, and Salam Sukuk.

8. Islamic Co-operative Insurance

Students will understand the position of Islam regarding insurance. They will be able to apply the three models for understanding and managing the investments of the Takaful.


The module will be taught by lectures and understanding will be reinforced by the completion of individual and group exercises. It will also use case studies from blue chips companies, discussions and exercises. Intensive workshops will be used to ensure that all contents are appropriately covered within the taught component using the time available.

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Knowledge

1 Identify principles and trends in the Islamic banking.

2 Determine and evaluate the nature of different banks.

3 Demonstrate deep and systemic knowledge in the sphere of international financial market.

Thinking skills

4 Critically evaluate the economic benefit of various types of banking system

5 Reflect on the roles, skills and responsibilities needed for effective management of corporate governance


7 Demonstrate problem solving and analytical approaches to facilitate effective financial management in Islamic world


8 Demonstrate effective approaches to analyzing conventional banking structure

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational decision-making approach






Assessment 1 – Individual Report – providing the current turmoil in the financial market, state the nature, interpret the reasons and recommend solutions how Islamic banking approach might help

(Learning outcomes: 1, 2, 3, 4, 5, 6, 8, 9, 10, 11) Open Examination – 3 hours


Weighting:

50%

50%

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Books

Islamic Finance Qualification (2007), Securities and Investment Institute.

Other Resources

Journal of FinanceJournal of International Finance

www.sii.org.ukwww.FT.co.ukwww.afajof.org




Islamic Portfolio ManagementModule Specification

Module Title:

Islamic Portfolio Management

Module Code:

Level: M

Credit: 15

ECTS credit:


Additional Tutors: Peter Wheale






The aim of the Portfolio Management subject is to build on the techniques for portfolio selection and it will address both the theory and practice of portfolio management with emphasis in Islamic world

The theoretical part of this subject will involve the topics of constructing an investment portfolio, and adjusting its composition through time to ensure its performance. It will also consider the use of derivatives in managing risks.

The practical part will provide students hands-on experience of constructing and managing an portfolio.


1. Financial instruments and markets

Students will understand how and where securities are traded, and much of the terminology of securities trading will introduced. The calculation of margin accounts will be discussed. Also, this topic includes the difference between primary and secondary market, the mechanics of short sales, the difference between a dealer market and an exchange market, types of orders, and the different arrangements with investment bankers when issuing new securities.

2. Introduction to portfolio management

Markowitz portfolio theory and optimal portfolio choice will be covered. Students will understand the relationship between portfolio risk and correlation which is the key to understanding modern portfolio theory. Diversification, correlation, indifference curves, expected return, and the efficient frontier is discussed.

3. Understanding and applying passive asset allocation

The rational and procedures of passive investment strategy will be discussed. Students will also understand the trade-off between risk diversification and the lower expected returns, and the suitable circumstances when to apply this strategy.

4. Understanding and applying active portfolio management

Students will be able to justify the use of active portfolio management, even when the markets are assumed to be in equilibrium. Also, students will appreciate the logic and the steps underlying the Treynor-Black portfolio management model, which combines market inefficiency, security analysis, and modern portfolio theory.

5. Islamic law of contract

Students will understand the ethical underpinning of Islamic finance. The major prohibitions in Islamic will be introduced.

6. Hedging/ Islamic portfolio insurance

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Students will understand the mechanics of the strategy of hedging a stock portfolio against market risk by selling stock index futures short or buying stock index put options. Black-Scholes formula of how a call option could be perfectly hedged by a negative stock position. Also, Hayne E. Leland and Mark Rubinstein’s work in Portfolio Insurance will also be discussed.

7. Islamic Asset and Fund Management

The constraints applying to Islamic investment will be introduced. The use of Ijara, the growth of different types of Islamic investment products will be studied. Students will also be able to apply the Islamic selection process through the industry and financial screen. 8. Islamic Portfolio management in practice

This topic will demonstrate students the real world practice. The difficulties of constructing an index, following an index, and other issues in relation of taxation, trading cost ect. will be discussed. A reputable fund manager from the city will be invited to speak in this session. Some Islamic cases will be analysed here.

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Knowledge

1 Identify principles and trends in theIslamic portfolio management.

2 Determine and evaluate the nature of Islamic securities market.

3 Demonstrate deep and systemic knowledge in the sphere of Islamic portfolio investment.

Thinking skills

4 Critically evaluate the economic benefit of investing in a portfolio in a Islamic world

5 Reflect on the roles, skills and responsibilities needed for effective management of a portfolio.




8 Demonstrate effective approaches to Islamic portfolio selection

9 Possess the ability to plan and implement tasks at professional level; make decisions in complex and unpredictable context of using rational Islamic securities selection approach








Assessment 1 – Group ReportA dummy portfolio will be constructed and managed by students at the beginning of this course. A report on the performance of this portfolio will be submitted by the end of this course.

(Learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 10, 11,12)

Open Examination – 3 hours


Weighting:

50%

50%

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Books

CFA (2008), Corporate Finance, Portfolio Management, Markets, and Equities, Level 1 and Level 2, Schweser.

Keith Brown and Frank K. Reilly (2005), Investment Analysis and Portfolio Management, 8th edition.

Project Management Institute (2006), The Standard for portfolio Management.

Richard C. Grinold and Ronald N. Kahn (1999), Active Portfolio Management: A quantitative approach for producing superior returns and selecting superior money managers, McGraw-Hill.

Christine Brentani (2003), Portfolio Management in Practice, Elsevier Butterworth-Heinemann.

Edwin J. Elton, Martin J. Cruber, Stephen J. Brown and William N. Goetzmann (2006), Modern Portfolio Theory and Investment Analysis.

Other Resources

Journal of Portfolio ManagementJournal of Wealth ManagementJournal of Finance

www.FT.co.uk




E-Commerce2009

Module Code: ECMModule Title: E-Commerce Credit Value & Level: 15, 7Module Leader: Nigel BradleyProgram Director Dorota Bourne

1.0 Introduction:

This module focuses on concepts and issues to provide an overview of the current and next generations of e-commerce. The module emphasises the three major driving forces behind e-commerce: technology change, business development, and social and marketing controversies. This module offers in-depth coverage of concepts in technology, the Internet, economics, marketing, IT, privacy, intellectual property, equity, and governance related to running e-business.


The e-commerce and e-business industry is a rapidly developing industry with many business specifics. The objective of the module is assist learners in developing the analytical and conceptual skills sets to devise appropriate strategies for the internet based business. A special focus will be placed upon encouraging debate on important current issues and strategic policy initiatives and practices pertinent to the industry.

1.1.1 Key Aims:

To provide a thorough understanding of e-commerce and e-business strategic policy-making within an international and a national context

To develop and apply innovative strategic planning approaches in response to corporate policies and market challenges

To create the necessary tools, procedures and competencies needed to analyse, define, plan internet based business in a global context

Develop critical thinking with quest for sustainable competitive advantage within internet business environment

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Upon completion of the module, learners should possess a working knowledge of the practical skills and constraints associated with strategic planning for internet based business.


Have knowledge of the development of functional strategies to develop competitive strength within e-commerce sector Understand the nature of strategic management for firms engaged in e-commerce sector Show knowledge of various policy agendas for the industry at the national and international level

Express and understanding of business strategy decision areas

Express and understanding of the success factors in strategic implementation for firms engaged in e-commerce development

To think strategically about firms engaged e-commerce, their business situation, how they can gain sustainable competitive advantage and how such strategies can be planned, implemented and executed successfully

Analyse business strategy within structured framework, incorporating product and strategic innovation, market positioning, performance objective targeting and business capabilities development

Select appropriate elements from a diverse range of perspectives on strategy formulation for firms engaged in internet business and understand the implementation of such strategies, plus their limitations

Debate and appreciate interpretations and applications of academic theory and practice relating to the internet based business


Be able to conduct a sectoral strategic analysis at both national and international levels

Carry out independent study and research on issues that face firms in the sector

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Analyse the environment, market, competitors, customers and other functional areas for strategy innovation and formulation




E. Introduction to a range of approaches and tools available for strategic planning, as well as understanding the relative strengths and weaknesses of differing approaches and tools.

F. Create strategies for the industry both in the national and international markets

G. Implementation of e-commerce in practiceH. Regulatory impact on the e-commerce sectorI. Competitive strategies in digital business environment



2.3 Teaching Ethos:




SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of

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questions identified in advance. Seminars are interactive sessions conducted by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.





Assessment Title

Weight towards final grade

Pass mark




TBC



TBC



This assessment accounts for 50% of the total marks for this module and is based on a twenty minute individual presentation highlighting what the learner believes are the main issues facing to be the industry in the 21st Century. The learner should look at a broad range of issues such as competition, new market entrants, new destinations as well as regulatory and environmental issues.

Assessment Two: Individual Assignment

This is the second assessment for this course and accounts for 20% of the total marks for this module. Armed with the outcomes from the individual presentation, learners should develop a strategic plan for a e-commerce firm that wishes to break either into a new segment of the market or that wishes to take its business into a new geographical market. Marks will be awarded for detail of insightful analysis and novelty of approach.


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Feedback Policy:


3.3 Plagiarism:




4.1 Core Reading

Chaffey D (2008) E-Business and E-Commerce Management Prentice Hall; 3 edition


Hanson W and Kalyanam K (2006) Internet Marketing and e-Commerce South-Western College Pub; 1 edition

Laudon KC Traver CG (2008) E-Commerce: Business,Technology, Society Prentice Hall; 4 edition

Reynolds J (2004) The Complete E-Commerce Book: Design, Build and Maintain a Successful Web-Based Business CMP Books; 2 edition

Schneider G (2008) Electronic Commerce Course Technology; 8 edition

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Revolution (Haymarket)Marketing (Haymarket)International Journal of Marketing

4.4 Other Sources:



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Strategic Sales Management2009

Module Code: SSMModule Title: Strategic Sales Management Credit Value & Level: 15, 7Module Leader: Mo WillanProgram Director Dorota Bourne

1.0 Introduction:

In this module we will look at the development of the sales function e.g. as influenced by growing competition, market-saturation and up-scaling. We will ponder the relationship between the sales objectives and the business objectives and the strategic choices that every business has to make first. Furthermore we will look at the different sales techniques and sales management will be scrutinised further.

This module makes a particular emphasis on sales planning and prognosis as well as managing sales team.


The objective of the module is to give the future managers an understanding of the nature of strategic sales management, by providing a comprehensive overview of relevant issues, both theoretical and practical, on the topic.

The module aims to combine broad theoretical background of sales management with practical implications and practices employed by companies.

An important objective of the module is to provide learners with tangible strategic analysis, design, and implementation skills that they can readily put into practice.

1.1.1 Key Aims:

To develop learners’ ability to understand the strategic sales management function within organisation and interrelation between business, marketing and sales objectives

Allow learners to understand the international context of sales management

Acquire necessary skills and techniques to access, plan and manage sales in organisation

At the end of the module, learners should have mastered a range of concepts and techniques of strategic sales management and have a clear appreciation of their

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theoretical and empirical foundations, range of applicability, qualifications and limitations.



Knowledge & Understanding The nature of strategic sales management The importance of the customer management process The nature, diversity and challenges of sales force management Models for sales strategy implementation To think strategically about the sales function and customer management Select and discuss appropriate elements from a diverse range of perspectives

on strategic sales management Debate and appreciate interpretations and applications of academic theory

and practice to the sector Industry Related/Transferable Skills:

Be able to conduct a strategic sales analysis and plan Carry out independent study and research in the subject areas of the course Analyse the competitive environment, and competitors sales strategies Effectively communicate research findings Debate contested issues in the field


I. Strategic Sales Management; the nature, definition, aims and challengesJ. Sales analysis, prognosis and planningK. Management of the sales teamL. Strategic management and resource planning of sales operationsM. Clint management and customer cycleN. Tools and techniques to analyse and make sales prognosisO. Leadership and motivation

2.2 Teaching and Learning Activities:The module leader will aim to combine lectures with tutorial activities. This environment will provide opportunities for the student to understand the course material through case study, text and video material and to apply it in a practical way. The intent is to facilitate interactive class activities and discussion.

2.3 Teaching EthosThe college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners in maximizing their potential by ensuring that they are taught clearly and effectively. This will enable learners to engage with the learning environment and promote success in both their academic studies and subsequent career.

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LECTURES: This method is primarily used to identify and explain key aspects of the subject so that students can utilize their private study time more effectively. These lectures act as a guide to the students and are a focused route through out the syllabus. The basic ethic is to guide, explain and teach rather than to transmit factual material that can be readily obtained from the recommended texts through private study.

SEMINARS: These act as additional complements to the lectures. The seminars are designed to give students an opportunity to test their understanding of the material covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions conducted by the students. This method of study gives the student an excellent opportunity to clarify any points of difficulty with the module leader and simultaneously develop their oral communication skills.

WORKSHOPS: These are an innovative form of student centred learning. This method of study involves the students to work in small groups with a difference. Here generally the student takes the lead and the module leader acts as a facilitator. The sessions consider problems and essay questions, case studies and tackle the conceptual challenging aspects of the subject.

CASE STUDIES: An important learning methodology is the extensive use of case study. They enable students to apply the concepts that they learn in their subjects. The learners have to study the case, analyze the facts presented and arrive at conclusion and recommendations. This helps to test the students ability which will allow him to apply to the real world the tools and techniques of analysis which they have learnt. The case study serves as a supplement to the theoretical knowledge imparted through the course work.






Pass mark

Outline details Submission

Individual report 80% 50% Individual report TBCOpen Book Exam 20% 50% Open Book Exam TBC

Pass mark is 50% of total marks and 40% is minimum threshold for each assessment.

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Assessment One: Individual Report:

In the individual report will be based upon a case study given to learners at the beginning of the term. Learners will have the opportunity to discuss the assignment, and ensure that they understand what is required in the report during class. The learners are required to answer a set of given questions based on the case study, and the knowledge delivered in the course should be applied to analyze each question. The coursework should be written in an essay format and around 3000 words.

Assessment Two: Open Book Exam:

Learners are required to answer essay questions within three hours. The answers should reflect the theoretical aspect with relevant examples from corporate industry. The questions will explicitly test the learners’ ability to analyze and correlate the business strategies in a business activity. Marks will be awarded for detail of analysis, novelty of approach to the problem and, in particular, if you have a good idea. Due to current and developing nature of the topic marks will also be awarded for those who tackle current and planned developments in international business environment.


Feedback Policy:

Wherever possible, staff in the college aim to return marked coursework with individual feedback on learner performance within fifteen working weeks of submission. If there is a delay in the marking process we will let you know why and give you a new anticipated return date.

3.3 Plagiarism:

Plagiarism is primarily defined as copying or paraphrasing another person’s work (published or unpublished) without clearly acknowledging it. Regardless of whether it is intentionally or unintentionally done, plagiarism is considered unfair practice and is strictly forbidden and may be heavily penalized.



4.1 Core Reading(s)

Ingram TN, La Forge RW and Avila RA (2008) Sales Management: Analysis and Decision Making M.E. Sharpe; 7 edition


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Miller W (2001) ProActive Sales Management: How to Lead, Motivate, and Stay Ahead of the Game AMACOM Harvard Business Review on Strategic Sales Management (2007) Harvard Business School Press Spiro R, Stanton W and Rich G Management of a Sales Force McGraw-Hill/Irwin; 12 edition DiModica PR (2006) Sales Management Power Strategies: Building a replicable and scalable sales process Johnson & Hunter


The Charter Institute of Marketing http://www.cim.co.uk/cimMarketing Magazine is now also available at http://www.marketing.haynet.com and includes an archive of Features and Online News.Marketing Online://Internet marketing and e-marketing training : consulting : knowledge http://www.marketing-online.co.uk/Industry news, views and publications http://www.dragonbrands.com/dart/0001.htmThe World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand http://www.personako.com/The Institute for Learning and Research http://www.bized.co.ukGuerrilla Marketing http://gm.clickndrop.com/cnd/newsletterBBC marketing communications news and publications http://www.bbc.co.uk/dna/h2g2UK online for business is a DTI-led programme that offers expert, impartial, jargon-free advice, plus information and support on the best use of technology for small and medium-sized business (SMEs). Across the UK there are nearly 400 UK online for business Advisers. They are there to help you make the most of technology in your businesshttp://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htmPR activities on the web http://www.number-10.gov.uk/output/Page1.asp Course Unit Title

4.4 Other Sources:



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MODULE DESCRIPTION (MSc in Marketing TAUGHT)

Key Account Management2009

Module Code: KAMModule Title: Key Account Management Credit Value & Level: 15, 7Module Leader: Mo WillanProgram Director Dorota Bourne

1.0 Introduction:

Key Accounts – are the most valuable commercial asset of the company. This module is purely dedicated to equip student with necessary management skills for effective and efficient key account and sales management to aiming to maximise customer satisfaction as well as profitability of the company.

1.1 Learning Aims of the Module: The objective of the module is to give both future and current managers an understanding of the nature of key account management by providing a comprehensive overview of relevant issues, both theoretical and practical. The module aims to combine a broad theoretical background of strategic innovation and planning with practical implications for the modern concepts of account management. An important objective of the module is to provide learners with tangible skill to plan and manage relations with the key accounts, which then can be practically adapted to real world situations. 1.1.1 Key Aims:

To develop learners ability to access customers and identify the key accounts for the companies within various business environments.

To enable learners to explore how they can develop the relations with the client to maximise the effectiveness of cooperation for both sides

To consider different market contexts and different competitive situations for the key account management and the strategic implications of the companies in respect to their client management procedures.

At the end of the module, learners should have mastered a range of methods and techniques of key account management and planning and have a clear appreciation of their theoretical and empirical foundations, range of applicability, qualifications and limitations.

2.0 Learning Outcomes of the Module: At the end of this module learners will have:

Knowledge & Understanding: Understand the nature of key account management and its competitive

context Sales and customer management strategic decision areas

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Success factors in account management policy implementation for the companies

To think strategically about a given key account of the company, business situation, how account plan can be implemented and executed successfully


Industry Related/Transferable Skills:Be able to conduct a company’s key accounts strategic analysis Carry out independent study and research on issues that face companies dealing with key accounts Analyse the environment, market, competitors, customers and other functional areas within the organization to develop the relevant key account management policies Effectively communicate research findingsDebate contested issues in the field

2.1 Indicative Content:A. Development of strategic approach to client managementB. Account selection and planningC. Organisational Models of Account ManagementD. Account analysis and information management.E. Account plan and implementationF. Building long-term sustainable relations with key accountsG. Key Account Management in the global context

2.2 Teaching and Learning Activities:The module leaders will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the module material through case studies, text and video material and to apply it in a practical way. The intent is to facilitate interactive class activities and discussion about the significant role of business strategy in a global and local business environment.

2.3 Teaching Ethos:The college’s approach towards teaching and learning is simple and effective. The main aim of LSBF is to assist learners to maximize their potential by ensuring that they are taught clearly and effectively. This will enable learners to engage with the learning environment and promote success in both their academic studies and subsequent career.



SEMINARS: These act as additional complements to the lectures. The seminars are designed to give learners an opportunity to test their understanding of the material

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covered in the lectures and private study with the help of reference books. This methodology usually carries a set of questions identified in advance. Seminars are interactive sessions conducted by the learners. This method of study gives the learner an excellent opportunity to clarify any points of difficulty with the tutor and simultaneously develop their oral communication skills.

3.0 Assessment




towards final grade

Pass mark




TBC



TBC



This assessment accounts for 80% of the total marks for this module and is based on a strategic key account plan developed by the student for the company suggested by the tutor.

Assessment Two: Open Book Examination This is the second assessment for this course. Learners are required to answer questions within three hours. The answers should reflect the theoretical aspects of the material taught on the module with relevant, where applicable, practical examples. The questions will explicitly test the student’s ability to analyze a firm’s customer relations processes.

Marks will be awarded for detail of insightful analysis and novelty of approach. Due to current and developing nature of the topic, marks will also be awarded for those who tackle current and perceived planned developments in the high tech sector.

Further details of assessment criteria are available in the study guide for this module.This assessment will be graded on the individual performance for the entire period of the module. The module leader will keep records of attendance and formative assessment comments.


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4.1 Core Reading

McDonald M and Woodburn D (2006) Key Account Management, Second Edition: The Definitive Guide Butterworth-Heinemann


Blythe J (2004) Sales & Key Account Management Cengage Learning Business Press; 1 edition Capon N (2001) Key Account Management and Planning: The Comprehensive Handbook for Managing Your Company's Most Important Strategic Asset Free Press Cheverton P (2008) Key Account Management: Tools and Techniques for Achieving Profitable Key Supplier Status Kogan Page; 4th edition Schiffman S (2006) Mastering Your Key Accounts: Maximize Relationships; Create Strategic Partnerships; Increase Sales Adams Media


The Charter Institute of Marketing http://www.cim.co.uk/cimMarketing Magazine is now also available at http://www.marketing.haynet.com and includes an archive of Features and Online News.Marketing Online://Internet marketing and e-marketing training : consulting : knowledge http://www.marketing-online.co.uk/Industry news, views and publications http://www.dragonbrands.com/dart/0001.htmThe World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand http://www.personako.com/The Institute for Learning and Research http://www.bized.co.ukGuerrilla Marketing http://gm.clickndrop.com/cnd/newsletter

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BBC marketing communications news and publications http://www.bbc.co.uk/dna/h2g2UK online for business is a DTI-led programme that offers expert, impartial, jargon-free advice, plus information and support on the best use of technology for small and medium-sized business (SMEs). Across the UK there are nearly 400 UK online for business Advisers. They are there to help you make the most of technology in your businesshttp://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htmPR activities on the web http://www.number-10.gov.uk/output/Page1.asp Course Unit Title

4.4 Other Sources:



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Web-Marketing Metrics, Analysis and Evaluation2009

Module Code: WMAEModule Title: Web-Marketing, Analysis and Evaluation Credit Value & Level: 15, 7Module Leader: Nigel BradleyProgram Director Dorota Bourne

1.0 Introduction:

Modern business uses performance indicators to assess success and failure. In this module, students will gain an appreciation of the digital metric and analysis tools and methods available to report digital marketing performance. The module will also require students to evaluate and report on the trends they see, and use the various software interfaces to present their findings. The measurement and tracking will also cover the tracking of Pay-Per-Click (PPC) and affiliate marketing programmes.

Product and service development is vital for the continued success of companies. Students will appreciate different methods of New Product Development (NPD) and how they can be applied to the digital environment. In this module, students will not only learn how they can use a new product development process to develop or redevelop a website but also how they can use the electronic media to help define, develop, track and report development progress.

Privacy is important in the digital environment and so system design and security is vital. Students will appreciate the methods and issues of system design, and the complexities of system and website security. This module is not a technical guide to building secure systems, but will allow students to manage experts. Within this module, students will also get firsthand experience of how to develop a security policy and implement it onto a computer system.


The aim of this module is to explore to equip marketing managers with practical toolkit of assessment and management of web and digital marketing activities in various business contexts.

1.3.1 Key Aims

Identify and evaluate website traffic analysis tools, reports and techniques Contextualise the management, evaluation & reporting of affiliate marketing

programmes Determine effective strategies for the tracking, evaluation and reporting of e-

marketing campaigns

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Understand the development, management and tracking of effective e-business key performance indicators (KPIs)

At the end of the course, you will have mastered a range of methods and techniques and have a clear appreciation of their theoretical and empirical foundations, range of relevance, applicability and limitations.


Knowledge & UnderstandingIdentify and evaluate effective development and implementation of digital marketing metrics strategiesCritically evaluate the design and development of online security techniquesDetermine and evaluate the most appropriate planning methodology and techniques for the digital environmentDemonstrate use of appropriate project performance, metrics, management and reporting techniquesEffectively use relevant design, development and management techniques to secure online elements, e.g. databases, checkout pages, etcEffectively use a range of appropriate ICT skills, in particular project management and digital securityAnalyse a range of complex scenarios for decision-making

Industry Related / Transferable Skills:Formulate/develop coherent strategies that are holistic in nature and internally congruent in terms of both conceptual and operational requirements of digital marketing assessment and control. Carry out independent study and research in the subject areas of the course Analyse the environment, market, competitors, customers and other functional areas from the perspective of the digital marketing management evaluationDemonstrate how digital marketing could be organised and applied in a business context.Effectively communicate research findingsDebate contested issues in the field 2.1 Indicative Content

A. Web site traffic analysis and toolsB. Web TrendsC. Pay-Per-Click AnalysisD. E-marketing campaigns analysis and evaluationE. New Product Development process in digital environment F. E-Research and Focus groupsG. Security and systemsH. Interactive communications with customers and consumersI. Web 2.0. and social network marketing assessmentJ. Return on web and digital marketing investmentsK. Marketing and business metrics to evaluate performance of the digital

marketingL. Evaluation and financial reporting methodsM. Strategic, ethical and law considerations in web-marketing

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N. Critical evaluation of web-marketing impact on overall marketing performance of the organisation









The skills related to the module will be assessed as part of the learning outcomes identified above.3.2 Methods of Assessment:Assessment Title Weight Pass Outline details Submission

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towards final grade

mark Date

Coursework 80% 50% Critical Digital Marketing Plan analysis

TBC




Students will be expected to develop a critical report on measurement and business feasibility of digital marketing plan for particular company provided by their tutor. They will be expected to present the proposed changes and amendments.








4.1 Core ReadingKaushik, A (2007) Web Analytics: An Hour a Day Sybex


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Chaffey, D (2006) Internet Marketing: Strategy, Implementation and Practice Prentice Hall; 3 editionChaffey, D and Smith, P. (2008) eMarketing eXcellence, Third Edition: Planning and optimising your digital marketing (Emarketing Essentials) Butterworth-Heinemann; 3 editionCooper, R. (2001) ‘Winning at New Products: Accelerating the Process from Idea to Launch’ – London - Perseus BooksDavis, J. (2006) ‘Marketing Metrics: How to create Accountable Marketing plans that really work’ – USA - John Wiley and Sons (Asia)Hanson, W. and Kalyanam, K. (2006) Internet Marketing and e-Commerce South-Western College Pub; 1 editionKrug, S. (2002) ‘Don’t make me Think! A Common Sense Approach to Web Usability’ – USA - New RiderLehmann, D. Analysis for Marketing Planning McGraw-Hill/Irwin; 7 edition (2007)Lenskold, J. (2003) ‘Marketing ROI: how to plan, Measure and Optimise strategies for Profit’ – London - McGraw Hill ContemporaryMcDonald, M., and Wilson, H. (2002) ‘The New Marketing: Drive the Digital Market or It Will Drive You’ – London - ElsevierMc Grawth, M. (2000) ‘Product Strategy for High Technology Companies’ - McGraw –Hill EducationMerrick,D. and Shaw, R. (2005) ‘Marketing Payback: is your Marketing Profitable’ – London - FT Prentice HallRyan, D and Jones, C (2009) Understanding Digital Marketing: Marketing Strategies for Engaging the Digital Generation Kogan PageRoberts, ML (2007) Internet Marketing: Integrating Online and Offline Strategies Atomic Dog; 2 editionTrott, P. (Dec 2004) ‘Innovation Management and New Product Development’ – London - FT Prentice HallWind, J. (2001) ‘Digital Marketing: Global strategies from the world’s leading experts’ - USA - John Wiley and Sons IncWertime, K and Fenwick, I (2008) DigiMarketing: The Essential Guide to New Media and Digital Marketing Wiley



4.4 Other Sources:

Relevant information is available from non-academic sources on the internet. Great care must be taken as internet content is published for marketing purposes. Most of the web sites are of consulting companies and commercial training providers hence

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often present a one sided view of a subject and the content may not be supported by real facts. Little or no credit is given if such material is used as evidence, without support from academic sources. Students are given credit for using a wide range of academic sources in their assignments.

www.cim.co.ukwww.emarketer.comwww.mad.co.ukwww.marketingmagazine.co.uk

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PR Management and Corporate Communications2009

Module Code: PRCCModule Title: PR Management and Corporate Communications Credit Value & Level: 15, 7Module Leader: John BredicanProgram Director Dorota Bourne

1.0 Introduction:

This module aims to provide candidates with an awareness of the role of public relations in relation to the many different publics with which an organisation is concerned and provide an understanding of all means of communication by which those publics can be reached. This module will also provide knowledge of the organisational and professional context in which people working full-time in public relations operate.


To develop the necessary skills, capabilities and competencies to perform public relations management.

1.2.1 Key Aims

Develop a critical appreciation of the relationship between marketing objectives and public relations strategies

Evaluate the nature of corporate communications and the public relations management process. Including corporate communications objectives, communication mix and stakeholder analysis

Understand the need for effective cross-functional communications within the organisation and how this influences the effectiveness of external communication

Analyse various kinds of appeals and media, including their advantages and disadvantages

Investigate the relation between corporate image and corporate reputation in various organisations

Anticipate opportunities and threats presented by the rapid developments of the Internet and technology

Critically evaluate to what extent corporate citizenship is a true response to ethical and environmental dilemmas or a tool for convincing marketing communications. Corporate Social Responsibility.


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Knowledge & UnderstandingGrasp fundamental theoretical concepts in the area of corporate communications managementDevelop sound understanding of the communication process and its impact on the public opinion and corporate reputationDevelop critical awareness of corporate communications approaches and strategies used by a wide range of organisationsResearch effectively a wide range of sources of informationPrioritise and assess secondary data in order to investigate corporate communications issues within a wide range of organisationsDemonstrate the skills of using secondary data to illustrate or support arguments in the context of corporate communications decision-makingAnalyse advantages and limitations of the main corporate communications concepts and be able to apply them to scenarios in current marketing casesCritically analyse and evaluate corporate communications strategies employed by organisations in different contextsIdentify management problems in the area of public relations and critically evaluate alternative course of actions dependent on the context of the situationEvaluate best practices as well as corporate communications failures

Industry Related / Transferable Skills:Enhance the ability to write analytical PR essays and reportsPresent information by demonstrating quality and clarity of expression, use of terminology appropriate for the target audience by communicating marketing theories and practice in a coherent wayAt the end of this module, students will be able to work effectively in teams and have improved interpersonal skillsParticipate in class discussions and tackling effectively case-studiesDemonstrate autonomy by completing individual assignments


A. The need for strategic corporate communication: messages and channelsB. Managing the communication processC. Alignment of marketing, advertising and PR strategiesD. Managing corporate communications planning: approaches to designing PR

plansE. Managing expectations of stakeholders: corporate reputation and corporate

social responsibilityF. Managing the PR communications mix for better balance of internal and external

communications: The role of PR in crisis managementG. Establishing corporate identity and objectives of corporate communicationsH. Technology and the growth of direct marketing and customisation of

communications; Managing interface with customers at each point of contactI. The impact of cultural/ethical, legal, political, and economic variables on

corporate communications in the international environment


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The skills related to the module will be assessed as part of the learning outcomes identified above.3.2 Methods of Assessment:Assessment Title Weight

towards final grade

Pass mark



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Students will be required to develop corporate communication plan for the company details of which will be provided in a tutor designed case study. They may select a related conceptual area relevant to their work experience in order to apply the knowledge and understanding gained through the module.








4.1 Core Reading

Cornelissen JP (2008) Corporate Communication: A Guide to Theory and Practice Sage Publications Ltd; 2nd edition


Sernovitz A (2009) Word of Mouth Marketing: How Smart Companies Get People Talking Kaplan Publishing; Revised edition Breakenridge D (2008) PR 2.0: New Media, New Tools, New Audiences FT Press; 1 edition

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The New Rules of Marketing and PR: How to Use News Releases, Blogs, Podcasting, Viral Marketing and Online Media to Reach Buyers Directly (Paperback)by David Meerman Scott (Author) Davis, A. (2007) Mastering public relations. 2nd revised edition. London, Palgrave.Supplementary readingBland, M., Theaker, A and Wragg, D. (2005) Effective media relations: how to getresults. London, Kogan Page.Foster, J. (2005) Effective writing skills for public relations. London, Kogan Page.


Financial Times (daily business newspaper)Fortune (monthly business magazine)Business Week (weekly business magazine)Marketing Week (monthly marketing oriented magazine)Journal of MarketingJournal of International MarketingInternational Marketing Review (MIR)McKinsey Quarterly

4.4 Other Sources:


The Charter Institute of PR http://www.cipr.co.ukMarketing Magazine is now also available at http://www.marketing.haynet.com and includes an archive of Features and Online News.Marketing Online://Internet marketing and e-marketing training : consulting : knowledge http://www.marketing-online.co.uk/Industry news, views and publications http://www.dragonbrands.com/dart/0001.htmThe World's Only FREE Knowledge Database on Business, Advertising, Marketing, Image and the Brand http://www.personako.com/The Institute for Learning and Research http://www.bized.co.ukGuerrilla Marketing http://gm.clickndrop.com/cnd/newsletterBBC marketing communications news and publications http://www.bbc.co.uk/dna/h2g2UK online for business is a DTI-led programme that offers expert, impartial, jargon-free advice, plus information and support on the best use of technology for small and medium-sized business (SMEs). Across the UK there are nearly 400 UK online for business Advisers. They are there to help you make the most of technology in your businesshttp://www.ukonlineforbusiness.gov.uk/cms/template/gatewayhome/310294.htm

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http://www.cipr.co.uk/


PR activities on the web http://www.number-10.gov.uk/output/Page1.asp Course Unit Title

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International Financial Markets and InstitutionsModule Specification

Module title:

International Financial Markets and Institution

Module Code: Level: Masters

Credit: 15

ECTS credit:


Additional Tutor: Marcus Davison

Pre-requisite: None Excluded Combination: None

Main Aims of the Module:This will provide an insight into the economic, market and ethical contexts in which financial institutions operate and students will be able to apply general valuation methods to stock, money, bonds (fixed-income securities), foreign exchange and derivatives markets.

Main Topics of Study:

Financial Markets, their functions, classifications, uses and users Intermediation, transformation and disintermediation How banks differ from other financial services firms National banking systems compared Modern international banking: similarities and differences Ethical and agency problems: moral hazard and adverse selection Differing roles of central banks around the world Risk and return in banking: issues in their identification, measurement, and optimisation Causes and courses of bank failures Case studies: HSBC, Barclays, Goldman Sachs, HBOS and Northern Rock Stock markets, their functions and types and main participants Bonds: markets and instruments Money markets Exchange markets Derivatives markets Cases of misuse of derivatives Stock market crashes


At the end of the Module, students will be able to:

Knowledge

1. Understand the economic rationale for financial markets and for different types of firms operating within them, with particular reference to commercial and investment banks

2. Analyse and evaluate the different business models for banking firms, as well as the main profit drivers and risks affecting each of them

3. Appreciate the conflicting pressures operating on the strategic management of banking firms and of central banks4. Understand the rationale for money, bond, and equity markets and how multinationals use them5. Familiarize participants with modern instruments of hedging

Thinking skills

6. Critically evaluate different business models for banking firms7. Relate this to the effective strategic management of banks8. Discuss in context the linkage between current theory and practice of banking9. Critically evaluate how companies use derivatives to hedge against various types of risk


10. Demonstrate awareness of different approaches to the implementation of a chosen strategy for a banking firm11. Show awareness of different valuation methods commonly used in equity, bond and derivatives markets

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12. Present information effectively in written form at an appropriate level including the acknowledgement and referencing of sources and also capability for independent and self-managed learning

13. Contextualise the knowledge, competencies and practical skills from the module and apply this to real world project contexts and activities

14. Communicate effectively using appropriate oral and presentation techniquesCognitive/Intellectual skills

Analysis Synthesis Evaluation Application

1 – 14 6 - 9 1 - 14 1 - 14

Key /transferable skills

Group working + Problem solving

Learning resources

Self Evaluation Management of information

Autonomy Communications

1 - 14 1 - 14 1 - 14 1 - 14 1 - 11 1 - 14


This module will be taught by lectures and seminars and understanding will be reinforced by the completion of individual and group exercises. It will also use case studies, discussions and exercises.

Summative assessment methods which will enable students to demonstrate the learning outcomes for the Module:

Assignment

Individual report (Learning outcomes 1-14)

TOTAL

Students must achieve:

an overall average of at least 50% for the whole module, and a mark of at least 40% in each of the individual report, and group

report.

Weighting:

100%

Reading list for this Module:

Core Text and Learning Materials

Hefferman, S. (2005) Modern Banking, WileyComprehensive Lecture Notes (LN)Solnik, B. and McLeavey, D., 2003, International investments, 5/E, Addison-Wesley.Valdez, S., 2007, An introduction to global financial markets, 5/E, Palgrave. Comprehensive Lecture Notes (LN) 1 - 18Annual reports and other publications from ‘Investor Relations’ websites of banks to be studied: Barclays Goldman Sachs HBOS HSBC Northern Rock

Blastland, M., and Dilnot, A. (2007) The Tiger That Isn’t, ProfileGolding, T., (2003) The City: Inside the great expectation machine, 2nd ed, FT Prentice HallKoch, T., and Macdonald, S (2005) Bank Management, 5th ed, South-Western (Thomson Learning) (‘K&M’)Partnoy, F. (2003) Infectious Greed: How deceit and risk corrupted the financial markets, Profile

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Roberts, R. (2004) The City: A guide to London’s global financial centre, Profile (in association with The Economist)Roberts, R. (2003) Wall Street: The markets, mechanisms and players, Profile (in association with The Economist)Rutterford, J., and Davison, M. (2007) Introduction to Stock Exchange Investment, 3rd ed, PalgraveVaitilingam, R. (2005) The Financial Times Guide to Using the Financial Pages, 5th ed, FT Prentice Hall

Suggested Further Reading1. Campbell, J.Y. and Shiller, R.J., 2001, Valuation ratios and the long run stock market outlook: An update, Cowles Foundation

Discussion Paper no. 1295, available at http://cowles.econ.yale.edu/P/cd/d12b/d1295.pdf 2. Eiteman, D.K., Stonehill, A.I. and Moffett, M.H. 2004, Multinational Business Finance, 10/E, Pearson- Addison Wesley. 3. Kidwell, D. Peterson, R., Blackwell, D. and Whidbee, D. 2003, Financial institutions, markets and money, 8/E, John Wiley and

Sons, Inc.4. Madura, J. 2003, Financial markets and institutions, 6/E, Thomson: South-Western5. Vila, A. and Weeken, O., 2002, Equity valuation measures: What can they tell us, Bank of England Quarterly Bulletin. Also

available at www.ssrn.com

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http://www.ssrn.com/

http://cowles.econ.yale.edu/P/cd/d12b/d1295.pdf


Part Two

Business Research Methods2009

Module Code: RCHModule Title: Business Research Methods Credit Value & Level: 15, 7Module Leader: Geoff PayneProgram Director Dorota Bourne

1.0 Introduction:

For many learners undertaking academic research and dissertation writing is an entirely new experience involving learning academic writing, conducting rigorous research. A well researched dissertation delivered on time is a critical feature of our Master programme. It is for this reason that the Research Methods module is compulsory.

This module will help the learner to acquire key skills and competencies to carry out management research or prepare a dissertation, suitable for the completion of a MBA. The module will address philosophical issues, explore underlying management research and show how to select methods and judge the quality and value of research outcomes.


The aim of the module is to equip learners with the knowledge, skills, and competencies to carry out a sound academic research project supported by critical understanding of the use and value of research methods and techniques. Through this process, the learner will develop a sense of involvement with the research community that supports academic research and reflective practice.

1.1.1 Key Aims: Analyze critical components of research methods, from design, techniques,

values, and methods; Identify research methods for producing empirical data analysis, qualitative

research outputs; Demonstrate critical evaluation of a research proposal and appreciate the

limitations of research; Evaluate the quality of research designs when commissioning research; Work towards and complete a successful Master level research project.

At the end of the module, learners will have mastered a range of methods and techniques and have a clear appreciation of their theoretical and empirical foundations, range of relevance, applicability and limitations.

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Knowledge and Understanding:

Planning the research dissertation and process; How to analyze qualitative and qualitative data; The research process; A specific area of knowledge specified in their dissertation project.Analyse case study information to determine the alignment;Distinguish between perspective and emergent strategies;Analyse the environment, market, competitors, customers and other functional areas within the organization for strategy formulation.

Industry Related / Transferable Skills:In addition to this knowledge, you will have the opportunity to apply it in the form of practical research methods workshops. Through these, you will acquire skills in survey design; statistical analysis; marketing research; fieldwork investigation; information-gathering techniques and the basic research techniques you will need to carry out your final dissertation/research project.

Be able to conduct a company’s research project

Carry out independent study and research in the subject areas of the course

Effectively present the results of learning in writing, through presentations and informal explanations


Analyze case study information to determine the alignment

Distinguish between perspective and emergent strategies

Analyze the environment, market, competitors, customers and other functional areas within the organization for strategy formulation


A. The need for research into businesses: reasons for researching businesses; history and development; research philosophy; politics of research; ethical issues, anonymity and confidentiality.

B. Research Issues: definition of problems; facts and theories; choosing the topic; analogies and project generation; concepts, hypotheses; propositions and theories; ways of observing and knowing; social constructionist and phenomenological approaches; static and dynamic research; qualitative and quantitative approaches.

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C. Research structure Identification; research issues and scooping research; literature search and review; conceptual mapping; relationship between concepts; alternative conventions; relevance trees.

D. Methodology and data generation; experimental and quasi experimental methods; case studies, surveys; ethnography; sampling frames; research design questions; constructing questionnaires, interviewing and fieldwork; recording data; document analysis repertory grid; group techniques; focus groups; and brainstorming.

E. Data analysis; quantitative analysis and explanation generation; assessing the power and limitations of quantitative analysis; qualitative analysis of phenomena; analytical technique and strategies; validity in qualitative interpretations.

2.2 Teaching and Learning Activities:The module leader will aim to combine lectures with seminar activities. This environment will provide opportunities for the learner to understand the course material through case study and text and to apply it in a practical way. The intent is to facilitate interactive class activities, and discussion about the significant role of research in a global and local business environment.





3.0 Assessment



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towards final grade

Pass mark



30% 50% Individual presentation on the proposal assignment.

TBC

Individual Assignment (dissertation proposal)

70% 50% 2500 words TBC



This assessment accounts for 30% of the total marks for this module and is based on a 20 minute presentation of the research proposal this will include the hypothesis, rationale, methods and limitations. Learners will have the opportunity to discuss the presentation, and ensure that they understand what is required, during seminars. The presentation will last no longer than 15 minutes, with a further five minutes for questions. Learners will receive feedback from the module leader to further develop their written assignment.

Assessment Two: Dissertation Proposal

This is the second assessment for this module, which accounts for 70% of the total marks. Learners are required to write a 2500 word proposal which highlights what they intend to conduct their research on. The contents of the report should include:

A: A contents page.B: An Executive Summary.C: An Introduction to the subject being researched plus the objectives of said research. D: A short literature review. E: A methodology and research designF: An implementation plan with dates for beginning and concluding their dissertation.

G: Conclusions.H: Recommendations. I: References and bibliography (Harvard formatted)J: Appendix (where necessary)

Further details of assessment criteria are available in the Study Guide for this module.This assessment will be graded on the individual performance for the entire period of the module. The module leader will keep records of attendance and formative assessment comments.

154






As well as your Study Guide for this module you are expected to make full use of the following sources;

4.1 Core Reading:

Saunders, M. Lewis, P. and Thornhill, A. (2009), Research Methods for Business Students, 5th ed. Harlow: Financial Times/Prentice Hall. ISBN 10: 0273716867


Anderson, J. and Poole, M. (2001) Assignment and Thesis Writing, 4th ed. John Wiley & Sons, Milton. Berry, Ralph (2000) The Research Project: How to Write It 4th ed. London: RoutledgeBryman, A. (2004) Social Research Methods, 2nd ed. Oxford: Oxford University Press.

Flick, U. (2002). An Introduction to Qualitative Research, London: Sage.Gomm, R., Hammersley, M. and Foster, P. (2000) (eds), Case Study Methods, London: Sage Publications.Hart C. (2004), Doing Your Masters Dissertation, London: Sage.Levin, P. (2004) Write Great Essays, Open University, England.Yin, R. (2003) Case study research: design and methods, 3rd ed. London: Sage Publications.Silverman, D. (2000) Doing Qualitative Research. A Practical Handbook. London: Sage.Swetnam, D. (2000), Writing Your Dissertation: 3rd ed. Oxford: How to Books.


Journal of Leadership Quarterly Journal of Entrepreneurship and Regional Development

155


Journal of Small Business and Enterprise Development

4.4 Other Sources:


Students are given credit for using a wide range of academic sources in their assignments.

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MODULE DESCRIPTION (MSc in Marketing TAUGHT)

Dissertation2009

Module Code: DSModule Title: Dissertation Credit Value & Level: 40, 7Module Leader: Geoff PayneProgram Director Dorota Bourne

1.0 Introduction:

This module is a culmination of all the study effort required by previous modules. Dissertation module will require from student to demonstrate analytical and research skills as well as critical reflection on the material learned along the course. Dissertation module is supported by Business Research Module and ongoing academic support by academic supervisor.


The aim of the module is to put in practice the knowledge, skills, and competencies to carry out a sound academic research project supported by critical understanding of the use and value of research methods and techniques acquired during previous modules. Through this process, the learner will develop a sense of involvement with the research community that supports academic research and reflective practice.

1.1.1 Key Aims: Undertake independent research work Produce a dissertation thesis or project report (15,000 to 20,000 words) Identify research methods for producing empirical data analysis, qualitative

research outputs; Demonstrate critical evaluation of a research proposal and appreciate the

limitations of research; Evaluate the quality of research designs when commissioning research; Work towards and complete a successful Master level research project.

At the end of the module, learners will have mastered a range of methods and techniques and have a clear appreciation of their theoretical and empirical foundations, range of relevance, applicability and limitations.


Knowledge and Understanding:

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Planning the research dissertation and process; How to analyze qualitative and qualitative data; The research process; A specific area of knowledge specified in their dissertation project.Analyse case study information to determine the alignment;Distinguish between perspective and emergent strategies;Analyse the environment, market, competitors, customers and other functional areas within the organization for strategy formulation.

Industry Related / Transferable Skills:In addition to this knowledge, you will have the opportunity to apply it in the form of practical research methods workshops. Through these, you will acquire skills in survey design; statistical analysis; marketing research; fieldwork investigation; information-gathering techniques and the basic research techniques you will need to carry out your final dissertation/research project.

Be able to conduct a company’s research projectCarry out independent study and research in the subject areas of the course Effectively present the results of learning in writing, through presentations and informal explanationsDebate contested issues in the field Analyse case study information to determine the alignment Distinguish between perspective and emergent strategiesAnalyse the environment, market, competitors, customers and other functional areas within the organization for strategy formulation


A. The need for research into businesses: reasons for researching businesses; history and development; research philosophy; politics of research; ethical issues, anonymity and confidentiality.

B. Research Issues: definition of problems; facts and theories; choosing the topic; analogies and project generation; concepts, hypotheses; propositions and theories; ways of observing and knowing; social constructionist and phenomenological approaches; static and dynamic research; qualitative and quantitative approaches.

C. Research structure Identification; research issues and scooping research; literature search and review; conceptual mapping; relationship between concepts; alternative conventions; relevance trees.

D. Methodology and data generation; experimental and quasi experimental methods; case studies, surveys; ethnography; sampling frames; research design questions; constructing questionnaires, interviewing and fieldwork; recording data; document analysis repertory grid; group techniques; focus groups; and brainstorming.

E. Data analysis; quantitative analysis and explanation generation; assessing the power and limitations of quantitative analysis; qualitative analysis of phenomena; analytical technique and strategies; validity in qualitative interpretations.


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Academic coaching delivered by Dissertation Supervisor on one-to-one basis.



One-to-one review and feedback sessions.

3.0 Assessment




towards final grade

Pass mark


Individual Assignment (master’s dissertation)

100% 50% 15 000 words TBC


Assessment: Master’s Dissertation Assessment and marking criteria include (but not exhaustively)

Feasible aims and viable objectives identified Ethical, environmental and professional values considered Justification of selection of research method and instrument Evidence of significant critical analysis Demonstration that research design or problem/project approach is informed

by theory and practice Presentation of written material at Master’s level of scholarship

The contents of the dissertation should include:

A: A contents page.B: An Executive Summary.C: An Introduction to the subject being researched plus the objectives of said

159


research. D: A short literature review. E: A methodology and research designF: An implementation plan with dates for beginning and concluding their dissertation.

G: Conclusions.H: Recommendations. I: References and bibliography (Harvard formatted)J: Appendix (where necessary)

Further details of assessment criteria are available in the Study Guide for this module.This assessment will be graded on the individual performance for the entire period of the module. The module leader will keep records of attendance and formative assessment comments.





As well as your Study Guide for this module you are expected to make full use of the following sources;

4.1 Core Reading:

Saunders, M. Lewis, P. and Thornhill, A. (2009), Research Methods for Business Students, 5th ed. Harlow: Financial Times/Prentice Hall. ISBN 10: 0273716867


Anderson, J. and Poole, M. (2001) Assignment and Thesis Writing, 4th ed. John Wiley & Sons, Milton. Berry, Ralph (2000) The Research Project: How to Write It 4th ed. London: RoutledgeBryman, A. (2004) Social Research Methods, 2nd ed. Oxford: Oxford University Press.

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Flick, U. (2002). An Introduction to Qualitative Research, London: Sage.Gomm, R., Hammersley, M. and Foster, P. (2000) (eds), Case Study Methods, London: Sage Publications.Hart C. (2004), Doing Your Masters Dissertation, London: Sage.Levin, P. (2004) Write Great Essays, Open University, England.Yin, R. (2003) Case study research: design and methods, 3rd ed. London: Sage Publications.Silverman, D. (2000) Doing Qualitative Research. A Practical Handbook. London: Sage.Swetnam, D. (2000), Writing Your Dissertation: 3rd ed. Oxford: How to Books.


Journal of Leadership Quarterly Journal of Entrepreneurship and Regional Development Journal of Small Business and Enterprise Development

4.4 Other Sources:


Students are given credit for using a wide range of academic sources in their assignments.

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Documents

Wales MBA Modules