Phil Eyre, Professor
GEM MBA Program Director
1. ACCOUNTING & AUDITING
Here the focus is on the manager and how accounting information is used for key processes such as planning, control or audit, and informed decision-making. Internal decision-making requires analysis and an understanding of where and how value is added. Analytical technique enables the manager to consider different scenarios through forecasting on the basis of current data, as well as looking at past results to understand factors leading to success or failure.
International Financial Accounting
An introduction to accounting and financial reporting in a multinational environment.The module will consider the analysis of accounts and of financial data from the perspective of the user (the manager and the investor) rather than of the preparer (the accountant). There is a focus on the international dimension of financial reporting.
This module brings in a focus on the specific nature of auditing, closely linked to the accounting profession. Following the series of high-profile crises notably but not exclusively in US corporations, auditing has become a controversial and indeed much criticized field of activity. The profession has responded to these challenges and so evolved in a number of ways. The question of ethics and professional conduct in financial management is a key part of this. Auditing in the complex environment of multinational activity will be explored. Audit evidence, documentation and action in the face of fraud will also be studied
2. BUSINESS LAW
Introduction to Law and Corporate Governance
Introduction to Law: this covers a number of key definitions with a focus on the US and EU legal environments. Areas of direct concern to managers such as fraud (securities fraud and insider trading).
Corporate governance: different views on this area which for many organizations has been a challenge and even a threat to the careers of board members. The duties and responsibilities of senior managers from a legal point of view, plus the sensitive issue of remuneration policies are an important part of this subject. Governance codes including the US initiatives through the Sarbannes-Oxley Act are presented and compared to the positions taken in other regions.
All managers need to acquire a basic understanding of what to look for in standard contracts, in order to be able to talk the same language as their legal advisers. The module introduces some key aspects of a range of widely-used contracts: sales, agency, distribution, licensing, consumer including e-contracts. The main examples will be based in EU law. The question of IPR (intellectual property rights) will also form part of the topics under study.
3. CORPORATE FINANCE
Whether to invest and how to raise the necessary finance for the investment: two key decisions in all forms of organizational development. This module will provide students with the key financial techniques used to evaluate the opportunity of investing and secondly how to put in place the finance required and so to proceed with the initiative once the decision to invest is made. The role of stakeholders at various levels, including shareholders - but not only these- will be part of the analysis. The current financial environment and the question of increasing financial risk as a result of a range of factors will also be considered.
4. INTEGRATIVE CASE
The integrative case marks the conclusion of the taught part of the program, with a broad-based business case or cases over a 15- hour period. This is an opportunity for students to display what they have acquired during the taught part of the program by analyzing the case from different functional areas. Please see the syllabus details for the specific format of your integrative case, as the timing and delivery of this module varies according to the instructor and type of integrative case used.
5. INTERNATIONAL MANAGEMENT
This module introduces the skills needed to effective manage across borders and to make cultural diversity an asset rather than an organizational liability. The focus is on ways to avoid conflict which will allow organizations to develop international teams through effective cross-cultural communication. Case examples and identification of the barriers to successful communication and teamwork will enable managers contribute to the international development in their organization.
You will learn first by negotiating with cases, and then by stepping back to compare your approach and results with those of your classmates. You can test your analytical skills and experiment with new techniques. Special preparation and follow-up assignments will encourage you to draw practical lessons from your personal experience. You will also have the chance to exchange feedback with your classmates in a structured way and finally to reflect on your negotiation experience and how you have changed as a negotiator.
6. INTERNATIONAL MARKETING
Key concepts, practice and principles of marketing, the role of marketing for an enterprise and its relation and interaction with other functions. Methods used to explore and define customer needs and aspirations, in order to effectively meet these through the appropriate choice of products and services. The effective communication of these to the appropriate market segments. Teaching through cases takes those key concepts and applies them to examples in an international context in both product and in services marketing. Students are advised to read extensively, especially the prescribed texts as the class sessions will focus more on casework.
Organisations in the twenty first century are increasingly operating in complex and turbulent global environments where change is the norm. In this context the Leadership course aims to establish the importance of leadership, provide an understanding of effective leadership behaviour and enable participants to develop self-awareness and to gain some insights into the impact of their own leadership behaviour. The course therefore, will not involve a theoretical review of the history of leadership or examine all the perspectives of leadership in the literature but will focus on personal leadership development. The course provides a process for participants to develop their leadership skills and potential during and beyond the MBA.
8. MANAGING ORGANIZATIONS
Organizational Behavior & Change Management
This course aims at developing participants' knowledge of how organizations function on individual, group and organization levels. Students will learn how to combine concepts and models of analysis on different levels to enhance their understanding of organizational phenomena. They will develop an understanding of the most important managerial approaches towards power and politics in organizations, managing groups and teams, and analyzing work organizations
This course enables participants to define and actively participate in change management initiatives in organizations. Students learn about the major theoretical approaches to managing change, understanding and dealing with resistance to change, and designing and communicating change initiatives. Through this input students will:
- Understand the theoretical foundations of approaches to organizational change,
- Be able to diagnose resistance to change and to propose adequate measures,
- Understand the relationship between change and innovation in organizations.
International Human Resource Management
Organizations face a number of operational challenges in their international development and the diversity in the legal environment is one of these. The contractual and employment law provisions vary significantly from nation to nation, and the management styles learned in one part of the globe may be incompatible with working environments elsewhere. The experienced manager knows the importance of adaptation.
9. STRATEGIC INFORMATION SYSTEMS
Information Systems (IS) and their associated technologies and disciplines such as KM are critical to the successful operation of modern enterprise and to the achievement of organizational objectives. The issues surrounding the development of effective IS are explored to prepare students to face environments where information needs are often unclear and constantly evolving. Theoretical frameworks to support analysis leading to an IS strategy are complemented by cases that examine major organizational challenges in data management to see how IS can meet these.
The course assumes no Information Technology or Information Systems specific knowledge beyond what is covered in the Information Systems Management course. Through the course the student will become familiar current and future technology trends ; understand the business and economic implications of the recent developments in network technologies ; comprehend how advanced IT can be used to enable and reshape business strategy ; understand concepts and explore analytical tools designed to inform the development of sustainable IT strategy.
10. STRATEGIC MANAGEMENT
The course will address the question: what makes the firm successful? Success is defined in this context in terms of creating shareholder value over the long-term. The strategy of a firm is the set of decisions it makes concerning how it will achieve superior performance, and therefore create value for its shareholders. The course will present the tools and techniques for formulating successful strategies, by analyzing industries, sources of profitability available to firms and designing the strategies to access these sources of profitability. We will look at strategy as a link between the firm and its industry environment. A central topic of the course is the analysis of industry structure and the strategies for building competitive advantage for superior profitability. The course is concerned not just with analysis but with decisions. We will therefore concentrate on discussions on industries and individual companies. You will be asked to analyze industries and structures and positions, and make decisions concerning key issues and indicate how your decisions will be implemented.
11. SUSTAINABILITY & MANAGEMENT
Ethics, Sustainability and Corporate Responsibility
In response to business organization and financial systems failures in a globalized and complex environment there is a renewed focus on corporate ethics, codes of conduct and the ethical issues that the individual manager faces. This module examines how organizations attempt to meet their responsibilities through ethical guidelines and looks at the dilemmas that managers face in their decision-making. Sustainable development and corporate responsibility policies are naturally part of this field and closely tied to collective and individual ethical issues.
This module focuses on protecting the company interests through risk management. The focus is not on financial risk, dealt with in other modules, but to examine how organizations can prepare to deal with project risks and to mitigate their direct impacts. Special emphasis will be made on claim management during project execution.
On completion of the course, participants will have gained significant knowledge and skills through:
- Understanding the concepts of Risk Management with emphasis on assessment and mitigation actions.
- Analyzing the major risks any international industrial project may face.
- Understanding and applying Risk Management techniques as a management tool.
- How single disputes could develop into major claims, what could be required later to build up strong defense dossiers prior to negotiation and arbitration or legal action.
12. TECHNOLOGY MANAGEMENT
This module develops student awareness of the process of technological innovation and of its strategic value, its impact on competitiveness. The management of technological and innovation requires an understanding of the dynamics of technological change and this will be a focus of the input. Participants will acquire the main conceptual frameworks and practical tools related to technology and develop their skills in management of technological change.
Operations management concerns all forms of enterprise: manufacturing and service, public or private, profit and non-profit. The input will focus on strategic operations management and implementation of efficient operational processes (rather than quantitative modeling). Through this approach students acquire an overview of the main managerial methods that are applied to operational challenges today.
13. THE INTERNATIONAL ENVIRONMENT
The module introduces the fundamentals of international macroeconomics in particular as they impact on the business world. After a brief review of the basic economic aggregates and their measurement students are introduced to the main aggregative macroeconomic models in both the neoclassical and Keynesian traditions and then to the extension of these in a interdependent world economy. The fundamentals of monetary economics and banking are studied as a prelude to the discussion of the role of finance in the world economy, irrationality and asset price bubbles, financial cycles and financial crises. A review of the potential role for government policy in the world macroeconomic arena concludes the course.
This course will examine the different facets of geopolitics by focusing on the major determinants of geography, power, history and structure of the international system, and culture. We will also answer a fundamental question about how nation-states use their geographical position and power to promote their national interests, expand their sphere of influence and ultimately achieve hegemony.
One of our debates will concern the relevance of the nation-state in the context of globalization and the inevitable rise of stateless protagonists such as NGOs and terrorist groups.
14. TOOLS FOR DECISION-MAKING
By the end of the sub-module a student should understand and be able to work with the following:
How competitive markets work and the microeconomic analysis of market demand elasticities as an integral element in planning a firm’s marketing mix ; the economic concept of opportunity cost and the application of the principle in developing a clear picture of the true costs of various aspects of business activity ; the process of rational investment project appraisal and in particular of the accurate calculation of opportunity costs as an input to rational decision-making ; the main economic theories of market structure and interaction and of the arguments surrounding the optimality or otherwise of different market structures, e.g. perfect competition v. monopoly.
The major objective of this short course is to enable the student to learn, summarize and interpret data and so to make more effective decisions. By participating in the class and completing a series of exercises and by harnessing the power of modern IT software you will be able to master the basics of effective data analysis at managerial level.