Explore the detailed full-time MBA curriculum:
Fundamentals for Understanding the Organisation
Managing the Organisation
Knowledge in Practice: Effecting Change
Completing the Cycle
Fundamentals for Understanding the Organisation
Unlock the power of financial accounting to get a general understanding of the financial reporting process, with special reference to preparing and analysing financial statements – balance sheets, income statements, statements of changes in equity and cash flow statements. Through lectures and case studies you obtain an understanding of the accounting function, key accounting concepts and decision making based on financial accounting information.
This course is about the big picture. It examines how firms achieve and sustain superior performance, and what role general managers play in the strategic management process. The course covers analytical tools and conceptual frameworks that lay the foundations for strategic thinking.
As such, the purpose of the course in strategic management is to make participants familiar with the core concepts and techniques that function as foundations for formulating and implementing successful strategies. However, its basic intent is not on mastering specific analytical tools but rather on using strategic thinking and the development of a managerial attitude to guide actions in the face of uncertainty and complexity. So the main focus of the course is to learn how to use and apply these skills when judging complex management situations. Good judgment about complex general management situations can be developed by studying the actions of successful managers and by examining real business challenges (thus the heavy use of the case method in this class).
The distinctive contribution of the strategic management course is that it integrates the different perspectives that you have already learned and allows you to apply these perspectives to complex and realistic general management situations. By learning to view the business from a holistic perspective, you will develop your ability to think beyond the day-to-day business activities and your ability to ask the right questions about the future of the business. Those skills, more than any other, will make you an effective general manager. The ultimate goal of this course is therefore to develop your judgment as a general manager.
This course wants to focus on the strategic dimensions of Corporate Sustainability & Responsibility. It pays specific attention to how this can be integrated in different management disciplines, but also to the innovative aspects of CSR. While CSR 1.0 was about philanthropy and reputation management, CSR 2.0 focuses on embedding CSR into the firm’s strategy and operations. A very important means to achieve this, is to build close relationships with the organisation’s stakeholders. Therefore, it is important to map critical evolutions in the organisation’s environment as well as the extent to stakeholders have an interest in these. This leads to the materiality matrix, in which students are be enabled to define their priorities taking a stakeholder perspective.
The course immerses participants in the entrepreneurial process from the perspective of a “pracademic”, providing them with greater insight into developing opportunities into viable business models that spawn growing and new ventures. With this multi-disciplinary course that ultimately requires a business plan to be devised for a start-up company, the most important entrepreneurial principles are entrenched.
This course is intended to provide future managers, expecting to work in or with developing countries, with an understanding of their current economic reality and future prospects of these nations. The course will address several developmental challenges faced by poor nations, focusing on the role of the private sector and business managers, and stressing the implications for corporate performance. It will not cover in detail the internal operational challenges of corporations.
On completion of this course a student should be able to:
• Understand the main trends affecting developing nations and the determinants of their success, as well as the challenges they face in the current economic and business climate.
• Set forth clear strategic intentions relating to the sustainability of business in developing nations
• Have a broad knowledge of the actors in the field of development and be able to devise multi-stakeholder programs to increase economic development while ensuring the financial viability of corporate interests
In today’s world, taking sound business decisions is a vital task for every manager. Get to know the different techniques that can be used to model & solve decision problems and learn how creativity can be applied in business decision making. Modeling is an art that can only be learnt by practice, as such we will spend sufficient time on practicing through class room, group and individual exercises.
Managing the Organisation
Examine the managerial issues encountered in the design and use of management accounting and control systems – the building blocks for improving corporate performance. The course will focus on the costing, performance measurement and reporting tools that provide executives with relevant information to manage their businesses for lasting success.
The course is orientated towards providing participants with an understanding of the tools, purpose and importance of effective Manufacturing and Service Delivery, with special reference to the interaction with and integration of this discipline with other management disciplines. Through pre-reading, lectures, cases and business simulations, participants will acquire an understanding of the nature, structure and commonality of operating systems and their component sub-systems from an operations perspective. In addition, they will also gain insight into how to analyse complex operational issues, study causal relationships between the process structure and operational and financial performance, and formulate implications for managerial actions to improve business performance.
The focus of this integrative course, which is pitched at an enterprise level is on the efficient and effective implementation of new processes in contemporary enterprises with special reference to management issues relating to planning, organisation and the control of IT resources. By way of lectures, numerous case studies and a business process improvement workshop, participants are trained to spot opportunities for improvement and effectively establish process change to realise an immediate business impact.
Managing People is a very important determinant of the competitive advantage of companies. The most effective multinational, start-up, profit and non-profit organisations understand the importance of integrating human resource management practices into all spheres of their organisations to ensure that they attract, retain and motivate their employees. Theoretical sessions, case studies and guest speakers are used to impart knowledge and understanding of key concepts within this course.
The course is focused on an understanding of the fundamental marketing principles and how organisations apply these principles in delivering value to their customers in a manner that increases profitability. By way of articles, lectures and case studies, students will be given the opportunity to understand and apply the fundamental marketing principles with reference to marketing channels, sales, branding, pricing, globalisation, creativity and business intelligence.
Practically every decision taken by a business has financial implications. This course will provide you with insights into how the financial health of a company should be evaluated, how different investment and financing decisions interact, and how the objectives of a business are to be achieved. By way of lectures, case studies, the FAST simulation game and a project, you are inspired to apply fundamental concepts and tools in corporate finance to the business world.Ba
In a world still reeling from the aftershocks of the biggest financial crisis since the great depression, an ever-present possibility that Greece may yet default on its sovereign debt, the lingering uncertainty around the future of the Euro, the continuing move towards globalisation, albeit at a somewhat retarded pace, uncertainty about the sustainability of the American and European recovery, and serious questions about the sustainability of China’s economy, businesses are confronted by an ever-more complex web of financial, technical and legal negotiations in their home countries, and across continents and cultures. Only those businesses that have invested in establishing a strong negotiation competence and capability are, despite on-going uncertainty, enjoying a distinct competitive advantage, their employees being better equipped to develop cooperative, value-enhancing, sustainable partnerships, alliances and allegiances.
Those organisations that have accepted the importance of establishing a negotiation capability and competency, increasingly experience negotiation as a key differentiator in their endeavours to navigate this era of rapid commoditisation and related pricing pressures. They appreciate that an investment in negotiation training meaningfully decreases the variance in the performance of their sales and procurement executives, unlocks the optimal value to be achieved in their business dealings, decreases irrational competitor behaviour, contributes towards establishing their credibility, and assists in building sustainable business relationships.
As a generic skill, negotiation permeates all other business disciplines, literally sharpening the cutting edge of those disciplines, and therefore meaningfully enhancing their effectiveness. Consequently, this course focuses on providing participants with a basic understanding of principled, value-enhancing negotiation, thereby enabling them to develop the competence and confidence to successfully negotiation their business and personal futures. 2
The course aspires to build upon the knowledge and skills gained though Organisational Behaviour and Management Practice courses. By providing a negotiation perspective on topics such as communication, conflict dispute resolution, decision-making, power deployment and persuasion, participants are afforded a tool to augment their overall performance.
No organisation can do without sound leadership. But what are the features that let you transcend average leadership? You will get the newest insights into mankind’s nature to understand how these characteristics influence the decisions you make. Change is the thread throughout this course.
Completing the Cycle
Change Management is a complex matter; a lot of different variables influence the behaviour of individuals and groups. So it is hard to come up with ‘how-to-do-lists’; most of the time these lists only can be described as very naive. Is there an alternative? In the first place start assessing the impact of your behaviour upon your environment; ask yourself ‘Is this what I wanted to cause?’, and if not, adapt your behaviour! This is the best guarantee that you will start a journey of lifelong learning.
The main objective of the course is to provide an in-depth understanding of the approaches, tools and skills needed to consider select, structure and lead strategic alliances and multiparty collaboration, an increasingly important set of capabilities in a world of innovation, ecosystems, public private partnerships and market volatility. The course will rely on in depth cases detailing collaboration situations, many of them developed recently by the instructor himself on situations he researched in detail.
Innovation is of critical importance to corporate development. The stimulation and management of innovation is a strategic problem and not just the role of marketing or of R&D. It requires a co-ordinated effort by the entire business. Case studies, a computer-based strategic innovation simulation and discussions will teach you how to design technology-based business models, how to develop an innovation strategy within the corporate ecosystem that will lead to sustained and disruptive innovation, and which new product development and corporate venturing processes are needed to make this happen.