This course covers the core areas of strategic management and uses the general management setting to integrate ideas across the core disciplines covered in other MBA core courses.  The course examines a variety of aspects of strategy, such as strategic intent, analysis, strategic options and implementation. At each stage the links with other management disciplines, such as leadership, organisational behaviour, economics, marketing and finance are considered.

The course encourages students to think and operate at the strategic level in a range of dynamic settings through integration of ideas across core business disciplines.

This course examines how companies compete by developing and understanding the interactions and relationships between theoretical concepts; examining the individual components of strategic management models; and considering how companies may achieve and sustain competitive advantage.

The course starts by outlining fundamental economic concepts and examining the workings of the market system. Different market structures and their impact on organisations are reviewed and the role of government in the economy is examined.  This is followed by an exposition of international economic issues.

This course aims to provide students with a set of accounting and financial tools that enables them to interpret and critique financial information from a variety of sources, and to make informed and effective financial decisions that directly impact company operations.

The course begins with a closer look at the current financial landscape. It then examines the application of financial and management accounting tools relevant to critical financial decisions, including key performance indicators, breakeven analysis, working capital management techniques and the budgeting process. This is followed by a consideration of financial management and the decisions faced by organisations on investment (what projects), finance (what type of finance) and dividend (pay or retain) and how an organisation analyses takes action on each of those decisions.

The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modern organisations.

Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed.

This course aims to develop a detailed appreciation of factors influencing how people behave at work and how these link to performance. The course focuses on understanding individual differences, how these differences affect group dynamics and how organisational factors affect individual behaviour. At its core, the course aims to equip students with the skills and knowledge to positively impact on individual, team and organisational performance in a variety of dynamic organisational contexts.

The course concludes with a detailed case study that allows students to draw on their knowledge of organisational behaviour and recommend interventions to improve performance. Throughout the course, students are encouraged to think critically about their role as managers and to reflect on their practice in light of relevant theory.  

This course aims to provide students with the necessary tools and frameworks to enable them to make proactive marketing decisions. The philosophy underlying this course is that marketing-oriented companies put customers first, are geared for long-term success and that this orientation must be championed by top management and infused throughout the whole organisation.

Strategic marketing requires knowledge, skills and competencies in a range of techniques such as strategic analysis and planning, implementation – via a number of integrated and synergistic marketing functions and activities – and marketing control, aided by an array of marketing metrics and digital developments. 

This course aims to enable students to analyse complex financial choices, both external and internal, facing a company and propose courses of action that are consistent with the organisation’s goals. 

The course begins with a refresher of key topics covered on Financial Decision Making before moving on to financial reporting, and management accounting.  Planning and budgeting are the next topics where there is extensive coverage of compiling budgets, transfer pricing issues and non-financial performance metrics.  This course covers tools to manage elements of working capital, complex capital investment appraisal, and corporate evaluation.  The penultimate topics are corporate failure and business reconstruction. The course concludes with a discussion on current trends in finance and accounting. 

This course rarely create shareholder value. Which begs the obvious question: why not? In examining real case studies, as well as innovative theoretical approaches, Mergers and Acquisitions will help executives to make better M&A decisions in the future.

Topics covered include strategic focus, why mergers fail, valuation, bid tactics, due diligence, concept of implementation, project management, developing and executing project implementation.

This course’s rationale is straightforward: to provide executives with the tools they need to analyse, control and reduce business risk in volatile financial and commodity markets.

Topics covered include risk and the management of the firm, market mechanisms, interest-rate risk, currency risk, equity and commodity price risk, behaviour of asset prices, controlling risk, quantifying financial risks, financial methods for measuring risk and qualitative approaches to risk assessment.