Module Description
Since the management of organizations is influenced by many external as well as internal factors, it is necessary to identify and understand the ways in which they influence management policies. It is also essential to understand how they influence strategic aims and how interrelationships affect long term planning and decision-taking.

Module Content
The nature of strategic planning and its relationship to operational policies; organizational objectives and their impact upon resource acquisition and deployment; internal and external factors governing organizational objectives; compatibility of objectives; strategic choices, the direction and pace of change; evaluating strategic risks and methods of minimisation; methods of controlling strategic change; process of planning and managing organizational strategy; time horizons for long term planning, the effect of technological innovation and the emergence of new competition.

Module Description
International business frequently involves different problems of management organization and policy to achieve corporate success compared to those of the home market. This module identifies the former problems and provides methods of determining means of exploring policies likely to lead to successful outcomes.

Module Content
International business environment; differences in business culture between the home and overseas markets; methods of formulating strategy for overseas business; methods of serving overseas markets: direct exporting, overseas subsidiaries, agency, licensing, joint ventures; contrasting the strategy of overseas business between small and large companies, consumer goods and capital goods industries, service industries; methods of credit use and optimum finance; international capital markets; establishing and maintaining international communications; meeting international competition; political risks; the impact of e-commerce.

Module Description
Effective management depends not only on the right policy and techniques. It requires the appropriate management structure and allocation of responsibilities and accountability. It also necessitates reward systems which stimulate energy and provide incentives to achieve management objectives. These features of management will only work in organisations where effective leadership is present to plan, organise and communicate them.

Module Content
Nature, purpose and structures of management organisation; allocation of responsibilities and accountability within organisation; influence of resources and objectives on organisation; changing size and technology on structure and organisation; role of leadership on structure and management organisation; management culture and the influence of leadership; symptoms of poor leadership; role of leadership in strategic change.

Module Description
For non-specialist accountants this module introduces the basic concepts and techniques of Accounting and Finance and demonstrates the tasks and methods of identifying and resolving management financial issues.

Module Content
The purposes of accounting; the uses of accounting information; the role of the financial accountant and the management accountant; the nature of financial information; company financial statements; the use of financial statements for management decisions; nature and techniques of financial controls; investment appraisal; raising finance; allocation of resources; use of working capital.

Module Description
As an essential element of the management of organizations, marketing is significant as a theoretical and practical base for all managers. Whatever their specialist roles, all managers should be aware of the nature of the markets served and the relationships with their customers, since these factors have an impact on the ways in which all operations are planned and managed.

Module Content
The strategic nature of marketing; market segment characteristics; bases of consumer behaviour; elements of marketing plans; assessing marketing opportunities by using market information; marketing mix; use of controls in marketing; integration of marketing communications; promotion and communications; integration of marketing policies with other management functions; applying marketing and customer communications to particular company situations and public sector organizations; setting a promotion plan; identifying the promotion mix; measuring the cost effectiveness of promotion; relating sales and promotion policy to market size and structure.

Module Description
Successful organizations depend upon the quality of the information available and the system of communicating both within the organisation and externally with suppliers and markets. Thus the technology employed is a crucial factor in effective management. It is therefore imperative that managers understand and are able to use this technology to enhance the quality of their decision-taking.

Module Content
The dependence of management decision on information and communications systems; the strategic role of MICS; the technological features of MICS; innovation in MICS; the formation and integration of functional management policies; evaluation of MICS; the limitations of systems; the differing needs of organizations according to size, structure, technology employed and markets served; use of systems for control purposes; private and public sector management applications; developing MICS capabilities and knowledge management; e-commerce applications.

Module Description
This module introduces the nature of corporate culture and change in organisations and the roles played by managers, individuals, groups and teams. It is also designed to develop an understanding of both the strategy and operational aspects of the management of human resources in organisations, and also the ways in which the quality of HRM affects all the functions of management.

Module Content
The nature of HRM and the principal problem areas; significant functional areas of HRM; human resource planning; organizational change and human resource deployment; causes of conflict and methods of resolution; nature of organisational culture and the factors contributing to it; individual perceptions and motivations; HRM and impact on other management functions; HRM and teams; career development and promotion of personal skills; strategy of HRM.

Module Description
This module provides a grounding in project planning, literature review and the principles of research methodology as a preparation for undertaking the major project as a culmination of the programme. The module covers the selection of an appropriate topic for the dissertation; methods of identifying and recording primary and secondary sources of information; strengths and weaknesses of different types of research methodology; methods of referencing information gathered from published work; compiling a bibliography; effective presentation techniques including a logical connection between objectives, methods, evidence and conclusions.

Module Description
Managers should be capable of investigating the nature of optimal solutions to a major business problem (or set of related problems) in one company or a number of companies operating with similar technologies or in similar markets. Such an investigation encompasses knowledge acquired from the subject matter of the taught modules of the programme and also methods of research of both a primary and a secondary nature.

The dissertation element of the MBA programme involves the preparation and presentation of a project of approximately 15,000 words in length directed towards the identification of a significant business problem of a company or industry and recommendations for policy making and action based upon a thorough examination of evidence and information relevant to the problem. The dissertation will also contain an examination of the published literature and will select a methodology appropriate to the problem investigated.

Module Description
This module aims to demonstrate the method of producing financial statements from the trial balance. The profit and loss account, balance sheet and cash flow statement will be analysed. Students will be introduced to the basic concepts of group accounts and methods of identifying and determining the financial viability of companies. The module will also provide an understanding of how management decisions are made from a financial perspective.

Module Content
Financial statements of limited companies: balance sheet, profit and loss account, cash flow analysis, business performance analysis; depreciation, inflation; accounting policies; ratio analysis; cash flow statements; directors’ responsibilities; cost analysis, break-even, marginal costs, cost allocation; cost management; financial decision making; budgeting; financial forecasting; debtors and credit management; strategic financial reporting and strategic management accounting; responsibility accounting; transfer pricing.

Module Description
For non-specialist accountants this module introduces the basic concepts and techniques of Accounting and Finance and demonstrates the tasks and methods of identifying and resolving management financial issues.

Module Content
The purposes of accounting; the uses of accounting information; the role of the financial accountant and the management accountant; the nature of financial information; company financial statements; the use of financial statements for management decisions; nature and techniques of financial controls; investment appraisal; raising finance; allocation of resources; use of working capital.

Module Description
As an essential element of the management of organizations, marketing is significant as a theoretical and practical base for all managers. Whatever their specialist roles, all managers should be aware of the nature of the markets served and the relationships with their customers, since these factors have an impact on the ways in which all operations are planned and managed.

Module Content
The strategic nature of marketing; market segment characteristics; bases of consumer behaviour; elements of marketing plans; assessing marketing opportunities by using market information; marketing mix; use of controls in marketing; integration of marketing communications; promotion and communications; integration of marketing policies with other management functions; applying marketing and customer communications to particular company situations and public sector organizations; setting a promotion plan; identifying the promotion mix; measuring the cost effectiveness of promotion; relating sales and promotion policy to market size and structure.

Module Description
Successful organizations depend upon the quality of the information available and the system of communicating both within the organisation and externally with suppliers and markets. Thus the technology employed is a crucial factor in effective management. It is therefore imperative that managers understand and are able to use this technology to enhance the quality of their decision-taking.

Module Content
The dependence of management decision on information and communications systems; the strategic role of MICS; the technological features of MICS; innovation in MICS; the formation and integration of functional management policies; evaluation of MICS; the limitations of systems; the differing needs of organizations according to size, structure, technology employed and markets served; use of systems for control purposes; private and public sector management applications; developing MICS capabilities and knowledge management; e-commerce applications.

Module Description
This module introduces the nature of corporate culture and change in organisations and the roles played by managers, individuals, groups and teams. It is also designed to develop an understanding of both the strategy and operational aspects of the management of human resources in organisations, and also the ways in which the quality of HRM affects all the functions of management.

Module Content
The nature of HRM and the principal problem areas; significant functional areas of HRM; human resource planning; organizational change and human resource deployment; causes of conflict and methods of resolution; nature of organisational culture and the factors contributing to it; individual perceptions and motivations; HRM and impact on other management functions; HRM and teams; career development and promotion of personal skills; strategy of HRM.

Module Description
Since the management of organizations is influenced by many external as well as internal factors, it is necessary to identify and understand the ways in which they influence management policies. It is also essential to understand how they influence strategic aims and how interrelationships affect long term planning and decision-taking.

Module Content
The nature of strategic planning and its relationship to operational policies; organizational objectives and their impact upon resource acquisition and deployment; internal and external factors governing organizational objectives; compatibility of objectives; strategic choices, the direction and pace of change; evaluating strategic risks and methods of minimisation; methods of controlling strategic change; process of planning and managing organizational strategy; time horizons for long term planning, the effect of technological innovation and the emergence of new competition.

Module Description
Corporate Finance is an important factor in a wide range of management decisions affecting the profitability of the enterprise. There are significant issues in the ways in which finance is raised for the organisation and the cost of allocating capital to the various operations and investment programmes. Thus it is important for both financial specialists and non-specialists to understand the methods of decision taking in this area.

Module Content
Nature of corporate finance; external sources of capital; relationship between corporate, strategic and operational objectives and the choice of methods of raising finance; measuring the cost effectiveness of raising finance for expansion and development; risk and uncertainty in using alternative sources of finance; nature of capital markets for outside finance; control of capital costs; discounted cash flow as a measure of investment efficiency; methods of measuring corporate capital value; working capital turnover; expansion through diversifications and acquisition; dividend policy

Module Description
This module provides a grounding in project planning, literature review and the principles of research methodology as a preparation for undertaking the major project as a culmination of the programme. The module covers the selection of an appropriate topic for the dissertation; methods of identifying and recording primary and secondary sources of information; strengths and weaknesses of different types of research methodology; methods of referencing information gathered from published work; compiling a bibliography; effective presentation techniques including a logical connection between objectives, methods, evidence and conclusions.

Module Description
Managers should be capable of investigating the nature of optimal solutions to a major business problem (or set of related problems) in one company or a number of companies operating with similar technologies or in similar markets. Such an investigation encompasses knowledge acquired from the subject matter of the taught modules of the programme and also methods of research of both a primary and a secondary nature.

The dissertation element of the MBA programme involves the preparation and presentation of a project of approximately 15,000 words in length directed towards the identification of a significant business problem of a company or industry and recommendations for policy making and action based upon a thorough examination of evidence and information relevant to the problem. The dissertation will also contain an examination of the published literature and will select a methodology appropriate to the problem investigated.

Module Description
This module introduces the nature of corporate culture and change in organisations and the roles played by managers, individuals, groups and teams. It is also designed to develop an understanding of both the strategy and operational aspects of the management of human resources in organisations, and also the ways in which the quality of HRM affects all the functions of management.

Module Content
The nature of HRM and the principal problem areas; significant functional areas of HRM; human resource planning; organizational change and human resource deployment; causes of conflict and methods of resolution; nature of organisational culture and the factors contributing to it; individual perceptions and motivations; HRM and impact on other management functions; HRM and teams; career development and promotion of personal skills; strategy of HRM.

Module Description
Since the management of organizations is influenced by many external as well as internal factors, it is necessary to identify and understand the ways in which they influence management policies. It is also essential to understand how they influence strategic aims and how interrelationships affect long term planning and decision-taking.

Module Content
The nature of strategic planning and its relationship to operational policies; organizational objectives and their impact upon resource acquisition and deployment; internal and external factors governing organizational objectives; compatibility of objectives; strategic choices, the direction and pace of change; evaluating strategic risks and methods of minimisation; methods of controlling strategic change; process of planning and managing organizational strategy; time horizons for long term planning, the effect of technological innovation and the emergence of new competition.

Module Description
Effective management depends not only on the right policy and techniques. It requires the appropriate management structure and allocation of responsibilities and accountability. It also necessitates reward systems which stimulate energy and provide incentives to achieve management objectives. These features of management will only work in organisations where effective leadership is present to plan, organise and communicate them.

Module Content
Nature, purpose and structures of management organisation; allocation of responsibilities and accountability within organisation; influence of resources and objectives on organisation; changing size and technology on structure and organisation; role of leadership on structure and management organisation; management culture and the influence of leadership; symptoms of poor leadership; role of leadership in strategic change.

Module Description
For non-specialist accountants this module introduces the basic concepts and techniques of Accounting and Finance and demonstrates the tasks and methods of identifying and resolving management financial issues.

Module Content
The purposes of accounting; the uses of accounting information; the role of the financial accountant and the management accountant; the nature of financial information; company financial statements; the use of financial statements for management decisions; nature and techniques of financial controls; investment appraisal; raising finance; allocation of resources; use of working capital.

Module Description
As an essential element of the management of organizations, marketing is significant as a theoretical and practical base for all managers. Whatever their specialist roles, all managers should be aware of the nature of the markets served and the relationships with their customers, since these factors have an impact on the ways in which all operations are planned and managed.

Module Content
The strategic nature of marketing; market segment characteristics; bases of consumer behaviour; elements of marketing plans; assessing marketing opportunities by using market information; marketing mix; use of controls in marketing; integration of marketing communications; promotion and communications; integration of marketing policies with other management functions; applying marketing and customer communications to particular company situations and public sector organizations; setting a promotion plan; identifying the promotion mix; measuring the cost effectiveness of promotion; relating sales and promotion policy to market size and structure.

Module Description
Successful organizations depend upon the quality of the information available and the system of communicating both within the organisation and externally with suppliers and markets. Thus the technology employed is a crucial factor in effective management. It is therefore imperative that managers understand and are able to use this technology to enhance the quality of their decision-taking.

Module Content
The dependence of management decision on information and communications systems; the strategic role of MICS; the technological features of MICS; innovation in MICS; the formation and integration of functional management policies; evaluation of MICS; the limitations of systems; the differing needs of organizations according to size, structure, technology employed and markets served; use of systems for control purposes; private and public sector management applications; developing MICS capabilities and knowledge management; e-commerce applications.

Module Description
The effectiveness of organisations depends upon the abilities and motivation of individuals recruited to undertake particular sets of responsibilities. It is of vital importance, therefore, that those who are charged with the task of making suitable appointments understand the most effective methods of fulfilling their task, particularly since unsuitable appointments are not easily reversed. Since the process of change in organisations calls for new skills and flexibility on the part of human resources, a commitment to a process of development is essential to maintain successful corporate performance.

Module Content
The importance of an effective selection and recruitment policy; different approaches to interviewing job candidates; how to identify skills and motivation; strengths and weaknesses of psychometric tests; job simulation; employment legislation and its relevance to candidate selection and appointment; attracting suitable candidates; evaluating the success of recruitment practices; contemporary issues and controversies in the field of selection and recruitment; job descriptions and flexibility in response to change; nature of human resource development; why is a policy necessary and what are the main constituents; benchmarking human resource development; relationship to total quality management; sources of resistance to human resource development and how to overcome resistance; consequences of a failure to adapt a development policy; methods of human development; skills and attitudes; Human Resource Development as an on-going process in the context of organisational change; aligning personal motivation to corporate goals; importance of an effective communications system and personal incentives.

Module Description
This module provides a grounding in project planning, literature review and the principles of research methodology as a preparation for undertaking the major project as a culmination of the programme. The module covers the selection of an appropriate topic for the dissertation; methods of identifying and recording primary and secondary sources of information; strengths and weaknesses of different types of research methodology; methods of referencing information gathered from published work; compiling a bibliography; effective presentation techniques including a logical connection between objectives, methods, evidence and conclusions.

Module Description
Managers should be capable of investigating the nature of optimal solutions to a major business problem (or set of related problems) in one company or a number of companies operating with similar technologies or in similar markets. Such an investigation encompasses knowledge acquired from the subject matter of the taught modules of the programme and also methods of research of both a primary and a secondary nature.

The dissertation element of the MBA programme involves the preparation and presentation of a project of approximately 15,000 words in length directed towards the identification of a significant business problem of a company or industry and recommendations for policy making and action based upon a thorough examination of evidence and information relevant to the problem. The dissertation will also contain an examination of the published literature and will select a methodology appropriate to the problem investigated.

Module Description
As an essential element of the management of organizations, marketing is significant as a theoretical and practical base for all managers. Whatever their specialist roles, all managers should be aware of the nature of the markets served and the relationships with their customers, since these factors have an impact on the ways in which all operations are planned and managed.

Module Content
The strategic nature of marketing; market segment characteristics; bases of consumer behaviour; elements of marketing plans; assessing marketing opportunities by using market information; marketing mix; use of controls in marketing; integration of marketing communications; promotion and communications; integration of marketing policies with other management functions; applying marketing and customer communications to particular company situations and public sector organizations; setting a promotion plan; identifying the promotion mix; measuring the cost effectiveness of promotion; relating sales and promotion policy to market size and structure.

Module Description
Since the management of organizations is influenced by many external as well as internal factors, it is necessary to identify and understand the ways in which they influence management policies. It is also essential to understand how they influence strategic aims and how interrelationships affect long term planning and decision-taking.

Module Content
The nature of strategic planning and its relationship to operational policies; organizational objectives and their impact upon resource acquisition and deployment; internal and external factors governing organizational objectives; compatibility of objectives; strategic choices, the direction and pace of change; evaluating strategic risks and methods of minimisation; methods of controlling strategic change; process of planning and managing organizational strategy; time horizons for long term planning, the effect of technological innovation and the emergence of new competition.

Module Description
Understanding the nature and structure of the market and relating these to product design are of fundamental importance to the effectiveness of marketing management and maximising corporate profitability. The issues require a deep understanding of customer desires and perceptions and a close liaison between the organisations planning operations and effective demand. Both marketing and sales managers and those responsible for policy making should have a clear understanding of the issues and management techniques involved.

Module Content
Nature of marketing research and the reasons why it is important; the constituents of marketing research and the ways in which they determine product design and communications with customers; determining communication policies; research techniques and how these relate to market size and characteristics; consequences of poor communication and the failure arising from ineffective market research; cost effectiveness of communications and research; difference in communications and research between public and private sector and between service and manufacturing industries; organising the sales function; relating sales to other promotional policies; the legal framework of sales management.

Module Description
An important constituent of modern marketing policy is the method of projecting the image of a product, brand or company to both the market and the wider public. There are various ways of projecting an image which are related to, but not identical to, advertising. It may, or may not, be concerned with the particular attributes of a product or service, but is frequently designed to influence the context in which a company’s operations take place. It is important for marketing managers to understand the role of public relations in the spectrum of policies pursued by an organisation.

Module Content
Nature and objectives of public relations; place of public relations in the marketing mix; relationship between public relations and advertising; role of public relations in manufacturing, services, and the public sector; cost effectiveness of public relations; reason for failure of public relations; media selection for public relations and message formations; sponsorship; limitations of public relations as a promotional tool; evaluation of campaigns.

Module Description
For non-specialist accountants this module introduces the basic concepts and techniques of Accounting and Finance and demonstrates the tasks and methods of identifying and resolving management financial issues.

Module Content
The purposes of accounting; the uses of accounting information; the role of the financial accountant and the management accountant; the nature of financial information; company financial statements; the use of financial statements for management decisions; nature and techniques of financial controls; investment appraisal; raising finance; allocation of resources; use of working capital.

Module Description
Successful organizations depend upon the quality of the information available and the system of communicating both within the organisation and externally with suppliers and markets. Thus the technology employed is a crucial factor in effective management. It is therefore imperative that managers understand and are able to use this technology to enhance the quality of their decision-taking.

Module Content
The dependence of management decision on information and communications systems; the strategic role of MICS; the technological features of MICS; innovation in MICS; the formation and integration of functional management policies; evaluation of MICS; the limitations of systems; the differing needs of organizations according to size, structure, technology employed and markets served; use of systems for control purposes; private and public sector management applications; developing MICS capabilities and knowledge management; e-commerce applications.

Module Description
This module introduces the nature of corporate culture and change in organisations and the roles played by managers, individuals, groups and teams. It is also designed to develop an understanding of both the strategy and operational aspects of the management of human resources in organisations, and also the ways in which the quality of HRM affects all the functions of management.

Module Content
The nature of HRM and the principal problem areas; significant functional areas of HRM; human resource planning; organizational change and human resource deployment; causes of conflict and methods of resolution; nature of organisational culture and the factors contributing to it; individual perceptions and motivations; HRM and impact on other management functions; HRM and teams; career development and promotion of personal skills; strategy of HRM.

Module Description
This module provides a grounding in project planning, literature review and the principles of research methodology as a preparation for undertaking the major project as a culmination of the programme. The module covers the selection of an appropriate topic for the dissertation; methods of identifying and recording primary and secondary sources of information; strengths and weaknesses of different types of research methodology; methods of referencing information gathered from published work; compiling a bibliography; effective presentation techniques including a logical connection between objectives, methods, evidence and conclusions.

Module Description
Managers should be capable of investigating the nature of optimal solutions to a major business problem (or set of related problems) in one company or a number of companies operating with similar technologies or in similar markets. Such an investigation encompasses knowledge acquired from the subject matter of the taught modules of the programme and also methods of research of both a primary and a secondary nature.

The dissertation element of the MBA programme involves the preparation and presentation of a project of approximately 15,000 words in length directed towards the identification of a significant business problem of a company or industry and recommendations for policy making and action based upon a thorough examination of evidence and information relevant to the problem. The dissertation will also contain an examination of the published literature and will select a methodology appropriate to the problem investigated.