September 2011 Course handbook MSc in Management

Transcription

Cass Business School
106 Bunhill Row
London EC1Y 8TZ
T: +44 (0)20 7040 8600
www.cass.city.ac.uk/masters
Course handbook
MSc in Management
September 2011
Table of Contents
Section 1 MSc Management ..................................................... 2
Course Director’s Welcome ............................................................................................... 2
Section 2 Programme Information ............................................ 3
Programme Aims ............................................................................................................... 3
Programme Structure ........................................................................................................ 3
Assessment Matrix ............................................................................................................ 6
Term Dates and Examination Periods ............................................................................... 7
Section 3 Module Descriptions .................................................. 8
Core Modules .................................................................................................................... 8
Stream Core Modules ...................................................................................................... 30
Elective Information ......................................................................................................... 49
Section 4: Assessment Regulations and Regulations for the
Award of the Degree ............................................................... 51
Assessment Calculations................................................................................................. 51
Failure and Re-sitting of Modules .................................................................................... 51
Coursework ..................................................................................................................... 52
Peer Assessment ............................................................................................................ 52
Degree Requirements ..................................................................................................... 53
Award of Distinction ......................................................................................................... 53
Award of Merit ................................................................................................................. 53
Postgraduate Diploma ..................................................................................................... 53
Periods of Registration .................................................................................................... 54
Grade Related Criteria..................................................................................................... 55
Section 5 Additional Information ............................................. 56
Course Office .................................................................................................................. 56
Virtual Learning Environment - Moodle ............................................................................ 56
Personal Tutors ............................................................................................................... 57
Contacting Academic Staff .............................................................................................. 57
Course Director Contact Details ...................................................................................... 57
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Section 1 MSc Management
Course Director’s Welcome
Welcome to Cass Business School!
This handbook provides information you need to know about the MSc in Management. It
covers administrative procedures, assessment and regulations, timetable and subject
outlines. You will need to refer to the handbook throughout the year. Please read it carefully.
The Cass MSc in Management will provide you with an academically rigorous and
professionally relevant education that will serve your career needs throughout your personal
and professional development. You will have the option to tailor the programme by
specializing in Strategic Management, Marketing, Entrepreneurship or Business Risk
Management. Several electives will be offered and you will be asked to complete a business
project and have the option of attending an International study trip which will act as a
capstone to your experience. In the next eleven months there will be plenty of hard work, but
also lots of opportunities for enjoyable experiences. As a postgraduate student at Cass
Business School you should make the most out of the educational and cultural opportunities
presented to you.
Our colleagues and I will be delighted to help you in any way we can. Please come to see
me whenever you wish to discuss an important aspect of your studies.
With best wishes for a fulfilling new year!
Dr Gianvito Lanzolla (Course Director)
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Section 2 Programme Information
Programme Aims
The aims of this programme are to:
• equip students with a deep knowledge of the mechanisms at the core of successful
business management
• advance students’ analytical skills and give them the confidence to successfully deal with
complex business and management challenges
• encourage students’ self-awareness and develop their leadership and management style
• prepare students for a career in a culturally diverse and continuously changing world.
Programme Structure
Term One
Core subjects for all students:
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Accounting and Finance
Operations Management
Organisational Behaviour and Leadership
Principles of Marketing
Quantitative Methods for Business
Strategic Analysis
Workshop in Management
By the end of week six you are required to select the specialization route you wish to
follow in Term Two among Business Risk Management, Entrepreneurship, Marketing
and Strategic Management.
Term Two
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Advanced Practice of Management
Corporate Governance
Finance II
Business Research Project
Core subjects for Business Risk Management stream students:
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Management Control Systems
Organisational Assurance
Core subjects for Entrepreneurship stream students:
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Business Planning Project
Idea Generation and Innovation
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Core subjects for Marketing stream students:
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Consumer Behaviour
Marketing Strategy Simulation
Core subjects for Strategic Management stream students:
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Advanced Strategy Analysis
Supply Chain Management
By the end of Term Two you are required to submit to the course officers the signed
Project Supervisor Form. Students who do not submit the form by the set date will
incur a five percent penalty on their final project mark. Please note that it is the
student’s responsibility to find a supervisor for his/her project.
Term Three
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Managerial Economics
Business & Society
Core subject for Business Risk Management stream students:
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Strategic Risk Management
Core subject for Entrepreneurship stream:
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High Growth Entrepreneurship
Core subject for Marketing stream students:
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Innovation and New Product Development
Core subject for Strategic Management stream:
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Global Strategy
Students must take two electives from the range offered across all MSc programmes.
Please note that due to the cutting edge nature of the electives, the content and electives
offered are subject to change. Availability also depends on the number of registered
students per elective. A separate booklet containing syllabi for all electives open to MSc
Management students will be available towards the end of Term One. Electives that have
run over the past few years include:
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Asian Management and Business
Brand Management
Corporate Social Responsibility
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Consulting Skills
Customer Service Relationship Management
Digital Marketing
Family Business
Financial Markets
Global Outsourcing
Information Systems
Modelling for Consultants
Strategies of Fast Track Venturing
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Assessment Matrix
Module Title
Module
Code
Credits
Assessment weightings used to
calculate module mark
Coursework
Examination
Term One (Core Modules)
SMM798
5
100%
Accounting & Finance
SMM402
15
SMM399
10
25%
Organisational Behaviour &
SMM894
15
100%
Leadership
SMM879
10
100%
Strategic Analysis
SMM880
10
50%
Quantitative Methods for
SMM939
15
25%
Business
Term Two (Core Modules)
Advanced Practice of
SMM415
10
100%
Management
SMM878
10
100%
Finance II
SMM865
10
100%
Term Two (Stream Modules)
SMM881
10
25%
SMM888
10
100%
SMM885
*
100%
Consumer Behaviour
SMM440
10
30%
Idea Generation & Innovation
SMM889
10
100%
SMM897
10
25%
SMM439
10
100%
SMM898
10
25%
SMM413
10
25%
Term Three (Core Modules)
Business & Society
SMM895
10
100%
SMM885
30
100%
SMM869
10
100%
Term Three (Core Stream
Modules)
Global Strategy
SMM883
10
100%
SMM887
10
100%
Innovation & New Product
SMM866
10
100%
Development
SMM899
10
100%
Term Three (Elective
Modules)
Option One
SMMXXX
10
100%
Option Two
SMMXXX
10
100%
Degree Total
210
*For credits, please refer to Business Research Project in Term Three.
100%
75%
50%
75%
75%
70%
75%
75%
75%
Note: Coursework may take the form of an individual assignment, group assignment
or an invigilated test.
As a general rule our credit system equates approximately to 2.4 CAPS* credit equals 1 ECTS* based
on an MSc programme of 210 credits.
*ECTS (European Credit Transfer and Accumulation System)
*CAPS (Credit Accumulation of Programme Specifications)
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Term Dates and Examination Periods
Induction
12th September 2011 – 23rd September 2011
Term One
26 September 2011 - 09 December 2011
Term One Examinations
09 January 2012 - 20 January 2012
Term Two
23 January 2012 - 30 March 2012
Term Two Examinations
23 April 2012 - 04 May 2012
Term Three
07 May 2012 - 15 June 2012
Term Three Assessments
25 June 2012 - 06 July 2012
Term One and Term Two Resit Examinations (including Term Three resit tests)
13th August – 24th August 2012
Research Project Submission Date
01 September 2012
Students are expected to be in attendance at lectures and other classes during term time,
attend all invigilated tests and examinations. Students should not therefore make travel
arrangements during term time. Any absence from any form of assessment, which does not
constitute valid extenuating circumstances, will result in the student resitting the module as a
second attempt
.
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Section 3 Module Descriptions
Core Modules
Core modules for Terms One, Two and Three listed in alphabetical order. Stream core
modules are listed in the next section.
Please note there may be changes with respect to the module specifications; please refer to the
latest module information published on the school’s Virtual Learning Environment (Moodle).
Module outlines for:
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Accounting & Finance
Advanced Practice of Management
Business & Society
Finance II
Organisational Behaviour & Leadership
Strategic Analysis
Quantitative Methods for Business
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ACCOUNTING AND FINANCE
SMM402
MODULE LEADERS
Gilad Livne & Sotiris Staikouras
SESSIONS
10 x 3 hourly sessions
MODULE ASSESSMENT
Accounting Exam
Finance Exam
50%
50%
EDUCATIONAL AIMS
Accounting and Finance are two applications of numeric and mathematical skills and
techniques. Although there are synergies resulting from their combination, the two
components are taught separately as varying levels of numeracy are required for each
subject.
Accounting
The aim of the course is to equip students with an understanding of the most common
accounting practices and will include the use of published company reports and accounts,
and internally generated information that enables management to make decisions and to
control operations.
Finance
The aim of this course is provide students with an introduction to finance and investment that
will enable students to acquire an understanding of the principles of finance and the
valuation of financial instruments.
LEARNING OUTCOMES
On completion of this module student will:
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understand the principles and techniques of accounting.
apply their knowledge of financial accounting to make effective interpretations of financial
accounting data.
apply their knowledge of management accounting to make effective interpretations of
management accounting data.
understand certain "key" areas of corporate finance such as time value of money, stock
valuation, capital budgeting and the relationship between risk and return.
apply their knowledge of financial economics to sound and rational capital budgeting and
investment decisions.
be confident in their ability to analyse and present accounting information.
be aware of the importance of correct interpretation of financial data.
be confident in performing and evaluating financial calculations.
be confident in analysing and evaluating investment proposals using a variety of
investment evaluation techniques.
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SYLLABUS
Accounting
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The key elements of Management Accounting
Alternative methods of performance measurement
Developing issues in Management Accounting
Key financial accounting issues
Key financial accounting statements, eg IS and BS
Accounting Standards
Analysis of published accounts of a plc
Finance
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International Financial Markets
Equity Valuation Techniques
Capital Budgeting Techniques
Time Value of Money (Present Value - Future Value)
Financial Planning & Sensitivity Analysis (break-even point)
READING LIST
Accounting
Walker, J., Accounting in a nutshell, 3rd edition, Elsevier, 2008
Holmes, G.Sugden, A and Gee, P., Interpreting Company Reports and Accounts, 9th
Edition, FT Prentice-Hall, 2005
McLaney, E and Atrill,P., Accounting: An introduction, 4th Edition, FT Prentice Hall, 2008.
Finance
Jones C.P. “Investments: Analysis and management” Wiley, 2006
Ross S.A. - R.W.Westerfield - J.F.Jaffe “Corporate Finance” Irwin, 2006
Stowe J.D. – T.R.Robinson – J.E.Pinto – D.W.McLeavey “Analysis of equity investment”
AIMR, 2006
Weston J.F. - S.Besley - E.F.Brigham “Essentials of Managerial Finance” Dryden, 2006.
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ADVANCED PRACTICE OF MANAGEMENT
SMM415
MODULE LEADERS
Sue Douthwaite, Paul Palmer and Clive Holtham
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
To provide a broad overview of the evolution of management thinking.
To provide a perspective on management thought and practice that is both grounded in
contemporary management literature and triangulated with leading-edge practitioner and
business observatory perspectives
To provoke student thought about broad trends in management, and their future evolution.
This will include the following sub-objectives:
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To locate the study of management as a rigorous academic discipline.
To enable students to think analytically about generic management issues.
To understand successful management.
LEARNING OUTCOMES
Participants will learn to:
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create a personal manifesto which would underpin either or both of job applications and
job interviews
understand management as a profession
demonstrate ideas on management and leadership
conduct formal reflections.
SYLLABUS
This course builds heavily on the initial course ''The History of Management'', and explicitly
complements it. It is built heavily around seminar presentations by eminent practitioners,
which are structured around prior preparation by students ahead of the sessions, and
intensive discussions during the sessions, including formal student oral presentations. The
themes chosen will vary from year to year given the nature of the course, but the aim is to
select areas that are both topical and problematic, with some preference for emerging
themes rather than ones that are the recent ''hot topics''. The themes will generally run
across separate academic areas, rather than relate to particular silos.
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READING LIST
Web sources
The World of Ends and the New Economy by Dave Pollard
http://www.henshall.com/blog/spiral/archives/000672.html
CR6: Chartered Management Institute (2002) Code of Professional Management Practice
http://www.managers.org.uk/client_files/user_files/Campbell_9/code%20of%20practice%20%20july%202002.pdf
Digital Natives, Digital Immigrants
http://www.marcprensky.com/writing/Prensky%20%20Digital%20Natives,%20Digital%20Immigrants%20-%20Part1.pdf
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BUSINESS AND SOCIETY
SMM895
MODULE LEADER
Paul Palmer
SESSIONS
MODULE ASSESSMENT
Coursework
100%
(Peer assessment will apply where students have worked in a group on the assignment and be
weighted as 20% of the overall mark.)
EDUCATIONAL AIMS
The module gives the student a unique opportunity to explore the role of the firm in early 21st
Century society. The module exploits quantitative, technical and developed management
expertise they have learnt during their MSc in Management.
Students will have the opportunity to question and learn about the ethics, policy and practical
issues of the world of work, they can explore how the firm operates through experimentation,
critical discourse and structured reflection on their learning.
LEARNING OUTCOMES
On completing the project students will be able to:
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demonstrate a sound knowledge / understanding and a critical awareness of the role of
the firm in early 21st century society and of best practice in this field.
demonstrate sound understanding of a range of external demands and expectations
facing the large multi-national and international corporation; including an understanding
of the process of conducting successful corporate engagement programmes.
demonstrate an awareness of the potential conflicts and risks for firms and the strategies
available to them to manage these successfully.
SYLLABUS
The module will be taught in a whole cohort group, however, each session will be broken
down to allow for a more interactive context for learning:
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Each session will begin with a “context” lecture outlining the issues and respective
theoretical positions.
A leading practitioner will then give a “practical talk” from the perspective of the firm or as
an individual – we have made contact and have tacit agreement for presentations from
an International bank head of community investment, a leading NGO CEO, investigative
journalist etc
The final part will be class interactive looking in depth at a case study/relevant topical
event using both published case studies but also historic and current relevant media –
for example News and Documentaries.
From a skills perspective, the learning from the module - particularly from contact with guest
speakers/placements in business - develops highly transferable communications and
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influencing skills as well as showing the value of these skills in a business context. This is
something that applies across industry sectors, often showing how businesses can
collaborate effectively and will be valuable in whatever field (at whatever level) a
student aspires to work in.
READING LIST
Journal of Business Ethics – Springer ISSN 0167-4544
Business and Society - Sage – ISSN 0007-6503
Reports from Business in the Community; City of London Corporation and other UK
government reports; United Nations and other International reports; Corporate Reports.
NGO and other non-governmental reports.
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BUSINESS RESEARCH PROJECT
SMM885
MODULE LEADER
Santi Furnari
SESSIONS
6 x 3 hourly sessions + individual work
MODULE ASSESSMENT
Coursework 100%
EDUCATIONAL AIMS
This module aims to train students in specific research methodologies, providing them with a
range of tools which they can then apply to their own business research project –
specialising in a contemporary topic related to their future career aspirations.
DELIVERY
This particular module is delivered in two distinct but integrated parts:
Research methodologies lectures delivering the “how” of working with business research
methodologies, looking at the concepts and theories required to carry out in depth research
in support of projects and proposals, including:
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Introducing students to the research methodologies most frequently used to conduct
business research projects and solve business research problems.
Developing analytical skills to apply the methodologies to a range of business research
projects.
Learning the relevant methodologies to define the scope of a business research project
and how to bind the relevant background research.
Learning how to address a business research question in a critical and structured way,
appreciating the role that empirical data and methodology play in business research
projects.
And the individual Business Research Project element which enables the student to apply
their learning, within which students work with their project supervisor to further develop their
project proposal into their individual business research project. Content is dependent
entirely on what is appropriate for the project.
LEARNING OUTCOMES
On completing the project students will be able to:
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know how to undertake the empirical research required in a business research project
with rigorous research methodologies
understand the different types of research methodologies (case studies, quantitative
research designs etc) and how to contrast the various methodologies to choose the most
appropriate for specific types of business research project
develop analytical skills in identifying useful research questions and structuring a
business research project
develop the skills needed to work individually with minimum supervision
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show confidence in overcoming problems raised in the course of a practical research
project
have shown a critical and enquiring attitude to exploring intellectual and practical issues.
PROJECT REQUIREMENTS
The choice of project is your responsibility. It is most important that you choose an area you
are happy to work in, and in which you are confident of your abilities.
Students are encouraged to start thinking about project ideas at the beginning of their
studies. By the end of the first term you will have gained sufficient knowledge to start to
develop ideas that can be discussed with faculty. We expect you to identify the basic idea or
research question, though this is likely to be modified after discussion with academic staff.
Make effective use of the RPMS module. This module can be used to help to formulate your
ideas and design an appropriate methodology. It can also help you develop a specific
project topic – the greater clarity you have about the topic of your project the more
successful it is likely to be.
The types of project allowed are:
What you can do.
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What you can’t do
Business report on a contemporary issue
Business plan
Statistical test of literature driven
hypothesis
Empirical feasibility of a financial strategy
Development of a new product/ service /
finance strategy
Market survey
Case study on a specific issue within a
particular company / organisation
Numerical project that describes and
implements one or more numerical
methods for pricing, hedging or reserving
for derivatives or portfolios.
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Pure literature surveys
Some evidence that the writer has learnt
a new subject, a sort of extra elective
A synthesis of other writing or a piece of
journalism
A mere compendium of facts and
statistics
Projects totally unrelated to relevant
academic discipline and literature.
READING LIST
The course is based on published papers and book chapters selected every year from top
quality journals and books.
Corbetta, P. 2003. Social Research: Theory, Methods and Techniques. Sage Publications.
London (indicated in readings list below as “Corbetta”)
Yin R. 2008. Case Study Research: Design and Methods. (4th Edition. 3rd Edition is fine).
Sage Publications. London (indicated in readings list below as “Yin”)
Student research and reading list will be defined by the subject matter of the project.
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CORPORATE GOVERNANCE
SMM878
MODULE LEADER
Rob Melville
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
The aim of the course is to enable students to achieve knowledge of corporate governance
and its practical relevance to organisations.
This course addresses the nature and application of corporate governance in modern
organisations. As well as the role and function of boards of directors, the course also
includes the work of external and internal auditors, audit committees and stakeholder theory.
LEARNING OUTCOMES
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An understanding of the range of corporate governance theories and practices.
A full understanding of the current issues in corporate governance.
An understanding of the role of corporate boards, board committees and Non Executive
Directors (NEDs) in the governance of organisations.
An understanding of Corporate Social Responsibility.
An understanding of the impact of international codes and policies necessary for
effective corporate governance.
An in-depth knowledge and understanding of corporate governance sufficient to give
advice on these issues to senior management.
SYLLABUS
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Overview of the current debate on corporate governance
The role of the Board of Directors; internal and external auditors and management in the
corporate governance debate
Corporate Social Responsibility and business ethics
International corporate governance: a comparative analysis
Regulation and principles of “good corporate governance”
Corporate governance and the firm’s strategic dynamics
READING LIST
Main Texts
Filatotchev, I. and Wright, M. (Eds.). 2005. Corporate Governance Life-Cycle. London:
Edward Elgar.
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Keasy, K., Thompson, S. and Wright, M. (Eds). 1997 Corporate Governance: Economic,
Management, and Financial Issues, Oxford: OUP.
Mallin, C. (Ed). 2006. International Corporate Governance. A Case Study Approach. London:
Edward Elgar.
Monks, R.G. and Minow, N. 2008. Corporate Governance. 4th edition (3rd edition also
acceptable). Wiley.
Recommended
Cadbury, A. 2002 Corporate Governance and Chairmanship: a Personal View. Oxford: OUP.
Cannon, T. 1994. Corporate Responsibility. Pitman Publishing.
The Combined Code on Corporate Governance (June 2010)
Filatotchev, I., Toms, S., Wright. M. 2006. ‘The firm’s strategic dynamics and corporate
governance life-cycle’, International Journal of Managerial Finance, 2(4), pp. 256-279.
Foss, N., and Mahnke, V. (Eds). 2002. Competence, Governance, and Entrepreneurship.
Advances in Economic and Strategy Research. Oxford: Oxford University Press.
Gandori, A. (Ed). 2006. Corporate Governance and Firm Organization, Oxford: Oxford
University Press.
Gospel, H. and Pendleton, A. (Eds). 2005. Corporate Governance and Labour Management:
An International Comparison, Oxford: Oxford University Press.
Roe, M. 2003. Political Determinants of Corporate Governance. Political Context, Corporate
Impact. Oxford: OUP.
Shleifer, A. and Vishny, R. 1997. ‘A Survey of Corporate Governance’, Journal of Finance,
Vol 52, No 2, June.
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FINANCE II
SMM865
MODULE LEADER
Stephen Thomas
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
To develop a coherent understanding of the functioning of financial markets and instruments,
in conjunction with in depth examinations of investors' behaviour and the valuation principles
for major categories of financial securities.
LEARNING OUTCOMES
By the end of the course students will be able to:
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apply the right approach under the right circumstances, e.g., applying the risk neutral
valuation principle to derivative securities, pricing while investors are in general risk
averse
understand the financial world, the market, participants, and instruments
understanding the theories of asset pricing and return determination in general
comprehend major categories of financial securities, their characteristics and
corresponding analytical approaches
analyse performance of an investment and conduct case studies in the right context
evaluate and interpret financial data, data characteristics and data sources
collect retrieve/transform financial data
conduct financial market based research, e.g., event studies
present research and research findings in a written report, with tables, figures and
references when appropriate.
SYLLABUS
To develop a coherent understanding of the functioning of financial markets and instruments,
in conjunction with in depth examinations of investors' behaviour and the valuation principles
for major categories of financial securities.
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Choice under uncertainty
Preference and utility
Risk and uncertainty
Asset Pricing and Return Determination
Diversification and portfolio theory
Asset pricing models: the CAPM and APT
Market efficiency
Fundamentals of Fixed Income Securities
The term structure of interest rates
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Analysis of the prices of fixed income securities
Derivative Securities
Introduction to derivatives and their use in risk management
Principles of derivatives valuation
READING LIST
Brealey, R. and Myers, S., Principles of Corporate Finance, 7th ed, 2002, McGraw Hill.
Copeland, T.E. and Weston, J.F., Financial Theory and Corporate Policy, 3rd ed, 1992,
Addison Wesley
Bodie, Z, Kane, A. and Marcus, A.J., Investments, 5th ed, 2002, McGraw Hill
Hull, J.C., Futures, Options, and Other Derivatives, 4th ed, 2000, Prentice-Hall
Ross, S.A., Westerfield, R.W. and Jaffe, J., Corporate Finance, 6th ed, 2001, McGraw Hill
Campbell, J.Y., Lo, A.W. and MacKinlay, A.C., The Econometrics of Financial Markets,
1997, Princeton University Press
Commentaries and columns in Financial Times, The Economist, Investors Chronicle.
Papers in Journal of Finance, Journal of Financial Economics, Review of Financial Studies,
Journal of Business, Financial Management, Journal of Portfolio Management, Financial
Analysts Journal.
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MANAGERIAL ECONOMICS
SMM869
MODULE LEADER
Keith Pilbeam
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
The aim of this module is to provide students with an understanding and practical knowledge
of economics. The course assumes no background in economics and covers basic
microeconomic and macroeconomic theory. It focuses on the application of theory and the
making and analysis of economic policy. The course aims to focus predominantly on aspects
of economics that are particularly important to the student of business.
LEARNING OUTCOMES
By the end of the course students will be able to:
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appreciate the basis for competing viewpoints on how economic policy should be
determined, and how this impacts on business decisions
understand the importance of both hard analysis and the 'softer' aspects of managing
through involved and empowered people as well as using efficient analytical systems
apply economic principles to a range of business and public policy decisions
understand principles of microeconomic and macroeconomic theory
understand current issues in the business and global economic environment
use effectively and authoritatively the terminology of economic debate
make an informed and critical judgement about commentary and analysis written by
professional economists and economic journalists
appreciate institutional and cultural factors in economic performance and markets across
countries at different stages of economic development.
SYLLABUS
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The market mechanism; supply and demand; elasticity; market failure; business and the
environment.
The firm; costs and profit maximisation; competition.
Monopoly and measuring market power; contestable markets; oligopoly and game theory
Competition policy: UK, EU and USA.
Measuring National income; the price level; nominal and real variables. Aggregate
demand and aggregate supply.
Fiscal policy and crowding out.
Inflation. Costs of inflation. Causes of inflation; quantity theory of money. Inflation control
policies. Central bank independence.
Unemployment. Experience in UK, EU, USA. Flexible labour market policies.
Trade, protectionism and integration. Growth and the EU.
Exchange rates. Deciding on a single currency. Establishing a European Central Bank.
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READING LIST
John Sloman and Alison Wride (2009) Economics, 7th edition, FT Prentice Hall
You should note that the textbook is available as an e-book and can be read page by page
online via the e-books available at City University library website.
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ORGANISATIONAL BEHAVIOUR & LEADERSHIP
SMM894
MODULE LEADERS
Paul Dobson & David Sims
SESSIONS
MODULE ASSESSMENT
Coursework
Invigilated Test
50%*
50%*
*Note: Students are required to pass each component, minimum mark 50%.
EDUCATIONAL AIMS
This is a joint module that addresses Leadership and Organisational Behaviour. Although
the two subjects are taught separately there are likely to be synergies in the learning
process.
Organisational Behaviour
The aim of this module is to develop a broad understanding of the behaviour of individuals
and groups within organisations and apply this understanding to the management of people
and organisations.
Leadership
This module will help you to build a view on leadership, a topic much talked about but often
misrepresented or misunderstood. It will invite you to engage in a number of readings, to
lead your colleagues in discussion of these readings and to join your colleagues in the
discussions they lead, to reflect on short lectures by me on aspects of the topic, and to listen
to a set of distinguished visiting speakers who will tell you about their experience of, and
ideas about leadership. There will be a particular emphasis on how leadership works, how to
encourage it and how to do it.
LEARNING OUTCOMES
On completion of this module students will:
•
•
•
•
•
•
have gained a knowledge and understanding of HRM issues
have gained an understanding of some of the activities involved in various practices in
leadership
have developed an understanding of the factors that influence people’s behaviour in the
workplace
have applied this understanding to some of the practical issues facing managers
concerned with how to manage people and organisations
have developed confidence in developing own (defendable) view
understand the importance and value of ob and leadership as critical studies.
23
SYLLABUS
Organisational Behaviour
•
•
•
•
•
•
Introduction to Organisational Behaviour and some generic models
Individual processes: perception & cognition, learning, and motivation
Individual differences
Person perception and social interaction
Group development, dynamics and processes
The organisational context: structure and culture
Leadership
•
•
•
•
•
•
.
Introducing leadership and Schools of leadership
Leadership effectiveness and competencies
Leadership as activity, leadership as image and leadership as role
Distributed leadership
The arts of leadership, Leadership and diversity, Responsibility and leadership
Leadership as creating the future
READING LIST
Buchanan D., & Huczynski A. (2004) Organizational Behaviour: An Introductory Text,
Prentice Hall.
Billsberry, J.ed. (2009) Discovering leadership. Basingstoke: Palgrave MacMillan
Other readings as notified in the detailed hand out for the Leadership half module.
24
OPERATIONS MANAGEMENT
SMM399
MODULE LEADER
Byung-Gak Son
SESSIONS
MODULE ASSESSMENT
Coursework
Peer Assessment
80%
20%
EDUCATIONAL AIMS
This module addresses the related subjects of Operations Management
The overall goal is to develop an understanding of the “process-based view” and discuss
operations as a core organisational process.
The objectives of this module are:
• to understand that the process-based view can be applied at the individual, functional,
organisational and inter-organisational levels
• to recognise the unique challenges of managing operations in services versus
manufacturing, and
• to learn of the different tools managers have in dealing with operational challenges.
LEARNING OUTCOMES
•
•
Understand how to direct, design, deliver and develop operations in a service or
manufacturing setting.
Respect others' viewpoints in a team.
SYLLABUS
•
•
•
•
•
•
•
•
•
Operations Strategy
Process Design
Project Management
Capacity Planning and Management
Inventory Management
Quality Management
Continuous Improvement
Sustainability in Operations Management
READING LIST
Slack, N., S. Chambers, R. Johnston and Betts, A., 2009. Operations and Process
Management: Principles and Practice for Strategic Impact, 2nd Ed. FT Prentice-Hall, London.
Simchi-Levi, D., Kaminsky, P., and Simchi-Levi, E., 2007. Designing and Managing the
Supply Chain, 3rd Ed., McGraw-Hill.
25
PRINCIPLES OF MARKETING
SMM879
MODULE LEADER
Caroline Wiertz
SESSIONS
MODULE ASSESSMENT
Group Coursework
Individual Coursework
Peer Assessment
72%
10%
18%
EDUCATIONAL AIMS
•
•
To introduce you to the key concepts and issues of today’s marketing management and
to develop your ability to analyse marketing problems.
To provide the basic foundation for further specialisation in this field.
LEARNING OUTCOMES
•
•
•
•
•
•
•
•
Develop or improve awareness of the importance of marketing as a critical discipline.
Be familiar with critical concepts such as the marketing mix and segmentation and
positioning.
Understand the importance of marketing orientation and the behaviour of consumers.
Understand the role of brands in a company’s marketing strategy.
Be aware of the complications of product pricing.
Possess a comprehensive framework for evaluating marketing decisions and for creating
successful marketing initiatives.
Test your own creativity on a real-life marketing problem.
Work co-operatively and support others in their learning.
SYLLABUS
•
•
•
•
•
•
•
Introduction to the marketing concept and the marketing plan
Consumer behaviour
Segmentation and positioning
Branding
Pricing
Promotion and distribution
Some latest trends in marketing
READING LIST
Recommended books:
Brassington, Frances and Stephen Pettitt (2007) Essentials of Marketing. 2nd Edition, FT
Prentice Hall, Pearson Education Limited.
Solomon. Michael R., Greg W. Marshall, Elenora W. Stuart, Bradley Barnes and VincentWayne Mitchell (2009), Marketing: Real People, Real Decisions, Financial Times, Prentice
Hall.
Additional articles and cases provided by the lecturer.
26
QUANTITATIVE METHODS FOR BUSINESS
SMM939
MODULE LEADER
Hans Frankort
SESSIONS
8 x 3 hourly lectures + 6 hours of lab sessions
MODULE ASSESSMENT
Exam
Coursework
Peer Assessment
75%
20%
5%
EDUCATIONAL AIMS
This module aims to acquaint the students with several key descriptive and inferential
statistical methods and it provides a range of tools necessary to analyze data within the
context of business-related questions.
LEARNING OUTCOMES
On successful completion of this module students:
• will be expected to be able to understand the main descriptive and inferential
quantitative methods available for analyzing data
• will be expected to be able to understand the meaning and relevance of probability in the
analysis of business problems.
SYLLABUS
The module will be taught using a mixture of lectures, tutorial-style lectures, and
personal/group study. Lectures are aimed at communicating the main methods and ideas of
the module, while tutorials and personal study are aimed at helping students develop the
skills to apply these methods and ideas, both on paper and on the computer. Group study is
aimed at helping students collaborate on a case study.
As part of the eight lectures, the module will also incorporate two reflective sessions that
serve to improve students’ integrative understanding of the statistical methods (i.e. how do
the materials across lectures hang together?).
A one week break in lectures will be scheduled in to enable students to further their own
study in the subject and prepare for the above mentioned reflective sessions. The ten week
module also includes two (computer) lab sessions which will support student development
on applying concepts and understanding relevant computerised software packages.
READING LIST
Field, A. 2009. Discovering Statistics using SPSS. SAGE: London, UK.
Additional cases and materials provided by the lecturer.
Suggested reading:
Anderson D, Sweeney DJ, Williams TA, Freeman J, and Shoesmith E. 2010. Statistics for
Business and Economics (2nd Edition). Cengage Learning EMEA: Andover, UK.
27
STRATEGIC ANALYSIS
SMM880
MODULE LEADER
Sam Kamuriwo
SESSIONS
MODULE ASSESSMENT
Exam
Coursework
Peer Assessment
50%
40%
10%
EDUCATIONAL AIMS
Strategy analysis that is well suited to today’s turbulent environment is a fundamental activity
in the modern organisation. This course looks at helping students develop a strong
foundation in strategy analysis that is relevant to their future careers in management. The
course will teach students the role of strategy analysis in making well informed strategic
decisions from the perspective of managers who are responsible for an entire business unit.
These may be individuals who are acting in the capacity of a Chief Executive of a company,
divisional General Managers, or departmental heads. It is also the perspective most often
expected of students of management, who may be expected to deal with business situations
from a wide range of perspectives. The course will make it possible for students to:
•
•
•
appreciate the role of strategy analysis in strategic decision making
develop strategy analysis skills (environment, industry and organisation)
comment on the strategy of an organisation and its competitive position.
LEARNING OUTCOMES
On completion of the course students should:
•
•
•
•
•
•
•
•
be aware of the strategic role of top managers
be aware of the need to incorporate ethics in strategy analysis
have a an in-depth understanding of the theory and practical aspects of strategy
an understanding of the foundations of competitive advantage
an understanding of how firms develop key resources and capabilities
a demonstrable ability to analyse business strategy
a demonstrable ability to analyse industry and business environments
a demonstrated ability to conduct strategy analysis and communicate findings and
recommendations in oral presentation and written reports.
SYLLABUS
•
•
•
•
An introduction to strategy and the role of strategy analysis
Strategy Analysis, tools and techniques
Practical experience applying theory, tools and techniques through case studies
Strategy as Competitive Positioning, and as Resource and Knowledge Advantage
READING LIST
Grant, R M, Contemporary Strategy Analysis, 6th edition, 2008. Blackwell
Additional articles and cases will be provided by the Lecturer
28
WORKSHOP IN MANAGEMENT
SMM798
MODULE LEADER
Sue Douthwaite & Paul Palmer
SESSIONS
6 hours of lectures + presentations
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
•
•
To provide a broad overview of the evolution of management thinking, and explore the
underlying concepts.
To emphasise the importance of “managing oneself” both for management in the future,
and as a successful student
LEARNING OUTCOMES
•
•
•
Demonstrate a sound understanding of the development and practice of management
theory.
Apply theories to practical examples.
Demonstrate a sound appreciation of the breadth and depth of the field of management
and its value within both profit and not-for-profit organisations.
SYLLABUS
This module introduces the foundational management theories, including Taylor's seminal
work, Scientific Management, and other early significant works on managerial theory such as
Barnard's The Functions of the Executive (1938) and Maslow's Motivational Theories (1943).
The module also addresses the question of the manager as professional (CMI, 2004) and of
the manager’s responsibility for “managing oneself” (Drucker, 1999).
READING LIST
Goleman, Daniel (2002) “Business: The Ultimate Resource” Bloomsbury will be the core
text.
The Chartered Management Institute “Code of Professional Practice” is essential reading.
Readings will be supplied by providing URL routes to seminal articles by Taylor, Drucker, de
Geus, Maslow, Mintzberg, Kaplan, Porter et al. Contemporary reading will be supplied via
Factiva and Business Source Complete.
29
Stream Core Modules
Please note there may be changes with respect to the module specifications; please refer to the
latest module information published on the school’s Virtual Learning Environment (Moodle).
Module outlines for:
•
•
•
•
•
•
•
•
•
•
•
•
Consumer Behaviour
Global Strategy
Idea Generation & Innovation
Innovation & New Product Development
30
ADVANCED STRATEGY ANALYSIS
SMM881
(Strategic Management Stream)
MODULE LEADER
Gianvito Lanzolla
SESSIONS
MODULE ASSESSMENT
Coursework
Examination
25%
75%
EDUCATIONAL AIMS
To make intelligent strategic decisions within organisations, executives need to understand
not only current competition but also the forces that are likely to transform the whole industry
over time.
Understanding industry transformations is crucial to make long-term successful strategic
decisions, to identify new markets and new business models. But such knowledge is not
always easy to come by and executives either focus too much on current competition or
misread signals and arrive at false conclusions about transformations and, consequently,
about the strategy to undertake.
Technological change is a key driver of industry transformations and this course examines
the challenges and the opportunities that it presents to companies and executives for both
value creation and value appropriation. The emphasis throughout the course is on the
development and application of conceptual models that clarify the interactions between
patterns of technological change, market change, competition, value creation, value
appropriation, firm positioning, and the structure and development of internal firm
capabilities.
LEARNING OUTCOMES
At the end of this course, students should be able to understand the main drivers
underpinning effective strategies in high-technology environments and be able to develop
and express judgments on a firm’s strategy.
SYLLABUS
•
•
•
•
•
•
•
•
•
•
•
How do firms succeed?
Economics of sustainable competitive advantage
Technology S-curve
Low-end market disruption
Market chasm
Standards and dominant designs battles
Value chain evolution and value migration
Modularisation
First Mover advantage and other value appropriation strategies in early markets
Technology commoditisation
Value appropriation strategies in mature and declining markets
31
READING LIST
Given the “state-of-the-art” nature of the course, no textbook adequately covers the scope of
this course. The course thus relies on selected chapters from a recommended textbook
(tba), relevant articles, and foremost lecture notes.
32
BUSINESS PLANNING PROJECT
SMM888
(Entrepreneurship Stream)
MODULE LEADERS
Julie Logan
SESSIONS
MODULE ASSESSMENT
Coursework
Class Participation
80%
20%
Participants will develop a business plan for either their own business venture or for a
company who wish to launch a new business idea into the market place. The plan can be
developed individually or as a group project.
EDUCATIONAL AIMS
A business plan is the most commonly used vehicle for attracting support for a business
idea. It is essential that entrepreneurs can produce sound business plans which outline a
profitable route to market and planned initial growth. The process of developing a business
plan enables the entrepreneur to test the commercialisation of a business idea and consider
and choose the best options for developing the business. Attracting funding is often a key
reason to develop the business plan so it is essential that as entrepreneurs they have a
thorough understanding of how to craft a plan that results in investment funding. The
specific educational objective of this course is for students to work through the business
planning process to craft a successful business plan.
LEARNING OUTCOMES
On completion of this module students will be expected to:
•
•
•
•
•
develop a strategic plan
undertake market research for their chosen business idea
produce a marketing plan outlining routes to market
demonstrate the technical feasibility of the business idea and identify its unique selling
point and benefits for customers
identify barriers to success and outline strategies to overcome them.
SYLLABUS
•
•
•
•
•
•
•
•
•
•
Generating a robust business model
Routes to market for commercialising a business idea
Business models/routes to market in differing market sectors
Preparation of financial aspect of business plan
Preparation of documents for potential investors
Purpose of business planning
Business planning process
What makes a good business plan
Writing persuasively
Risk Analysis
33
READING LIST
The Financial Times Guide to Business Start Up, Sara Williams 2008, FT/ Prentice Hall.
There should be a 2009 edition but the 2008 edition which is in the library is fine.
The Definitive Business Plan, 2e, Stutely R, 2002, FT/ Prentice Hall
The New Business Road Test, Mullins J W, 2003, FT/Prentice Hall. 2nd Edition coming out
in June 2006
The Beermat Entrepreneur, Mike Southern & Chris West
FT Mastering Enterprise: Your single source guide to becoming an entrepreneur, Sue Birley,
Daniel Muzyka, Financial Times Press, 1997
Business planning information will be on the VLE.
Students should also consider joining Cass Entrepreneurs Network.
regular presentations about all aspects of business planning.
Web Links
www.nesta.org.uk
www.bvca.co.uk
www.businessplans.org
www.bplans.org.uk
34
This network has
CONSUMER BEHAVIOUR
SMM440
(Marketing Stream)
MODULE LEADER
Stephanie Feiereisen
SESSIONS
MODULE ASSESSMENT
Examination
Group Coursework
Peer Assessment
70%
24%
6%
EDUCATIONAL AIMS
Understanding consumers is the cornerstone of the marketing concept and the module
draws on different disciplines within social science such as psychology and sociology to
explore how and why consumers behave in an international context. The students will also
gain firsthand experience of researching consumers within the UK through their project work.
LEARNING OUTCOMES
•
•
•
understand and manage the decision-making processes that consumers undertake
understand individual, situational, environmental and cultural influences on consumer
behaviour
appreciate why and how understanding consumer psychology is important for marketing.
SYLLABUS
•
•
•
•
•
•
•
Perception, Sensory Thresholds, perceptual selection, Learning, Motivation,
Psychoanalytical perspective
Values, Involvement, Attitudes and attitude change
The self, gender roles, body image
Individual decision making, shopping, buying evaluating and disposing
Group influences, word of mouth and opinion leadership
Income and social class, status symbols, Age subcultures
Culture and consumption and cultural change processes
READING LIST
Recommended book (could be subject to change):
Martin Evans, Ahmad Jamal and Gordon Foxall (2009) “Consumer Behaviour”, 2nd edition,
Wiley Publications.
35
GLOBAL STRATEGY
SMM883
MODULE LEADERS
Simone Ferriani
SESSIONS
5 x 3 hourly sessions + 3 hours for presentations
MODULE ASSESSMENT
Coursework
Invigilated Test
25%
75%
EDUCATIONAL AIMS
This course is designed to introduce students to the challenges faced by managers
venturing into overseas markets in response to (or in anticipation of) increased global
competition. Through a combination of case discussions, readings, and lectures students will
develop the ability both to formulate effective global strategies and to design effective
managerial and organisational systems to sustain global expansion.
LEARNING OUTCOMES
•
•
•
•
•
understand value innovation
design strategies for global expansion
appreciate the subtleties of managing across cultures
have familiarity with new emerging business models that leverage knowledge on a global
scale
understand the challenges associated with executing global strategies.
SYLLABUS
•
•
•
•
•
•
The role of internationalization as a growth mechanism
Internationalisation vs. “local” growth
Modes of entry in international markets
Timing of internationalisation
International strategy and organisational structure
International strategy, intangibles and knowledge management
READING LIST
•
•
•
•
•
Kim & Maubaurgne 1997. Value Innovation: The Strategic Logic of High Growth, Harvard
Business Review
Kim & Maubaurgne 1999. Creating New Market Space, Harvard Business Review
Kim, W. C., & Mauborgne, R. 2009. How Strategy Shapes Structure. Harvard Business
Review, (September): 72-80
Surowiecki – “The Wisdom of Crowds”, Intro (pp. 3-22)
Malone, T. W., Laubacher, R., & Dellarocas (2011) The Collective Intelligence, Genome
36
•
•
•
•
Lakhani, K. R. & J. A. Panetta, “Principles of Distributed Innovation”, The Berkman
Center for Internet and Society, Research Publication No. 2007-7, October 2007
Mansour Javidan, Mary Teagarden, and David Bowen (2010) Making It Overseas,
Dorfman, Sully de Luque & House, “In the eye of the beholder: Cross cultural lessons in
leadership from Project GLOBE,” Academy of Management Perspectives, 2006
Earley, P.C., Mosakowski, E. (2004) Cultural Intelligence. Harvard BusinessReview, 139153
Plus Case Studies as indicated in the Syllabus
37
HIGH GROWTH ENTREPRENEURSHIP
SMM887
MODULE LEADER
Vangelis Souitaris
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
Entrepreneurship is a multidisciplinary activity involving strategy, R&D, marketing, and
project management. In practice, entrepreneurs face a number of complex issues
simultaneously. The specific educational objective of this course is to demonstrate to
candidates with entrepreneurial aspirations, issues related to the creation of a company
around an innovative product.
LEARNING OUTCOMES
Participants will learn to:
• recognise and evaluate business opportunities
• build a team around the opportunity
• assess and gain control of the required resources
• write a business plan
• market new products in entrepreneurial settings
• grow the business and exit from it.
SYLLABUS
•
•
•
•
•
•
•
Introduction to entrepreneurship
Evaluating opportunities
The team
The financial resources
Business planning
Marketing of new-technology products
Growth and exit
READING LIST
Main textbook:
Baron, R. and Shane, S. (2008) Entrepreneurship: A process perspective. 2nd Edition.
Other reading:
Birley, S and Muzyka, D. (1997) Mastering Enterprise, Pitman Publishing.
Mullins, J. (2003) `The New Business Road Test. FT - Prentice Hall.
Mullind, J and Komisar, R. (2009) Getting to plan B. Harvard Business Press.
Moore, J. (1991) `Crossing the Chasm, Capstone
Pearce, R and Barnes, S. (2006) Raising Venture Capital, by, Wiley Finance.
38
IDEA GENERATION & INNOVATION
SMM889
MODULE LEADER
Julie Logan
SESSIONS
MODULE ASSESSMENT
Coursework
100%
EDUCATIONAL AIMS
This module provides the skills and theory required to generate ideas and develop
innovative business projects. It includes an introduction to testing these ideas through
research and presenting prototypes. The module provides the foundation for the business
plan project and provides insight into what high growth entrepreneurs may have done to get
where they are now.
LEARNING OUTCOMES
At the end of this course participants will be able to:
• understand theories of innovation and adaptation
• generate range of ideas that might form the basis of a business
• apply a range of creative techniques
• test those new ideas objectively
• be able to present and defend those ideas
• develop and communicate unique selling point (usp) of ideas.
SYLLABUS
•
•
•
•
•
•
•
Introduction to idea generation, creativity and innovation
Problems or Opportunities – theories of adaptation and innovation
Generating ideas – creativity tools and techniques
Understanding the environment – business and market research
Communicating USP – communication skills, customer benefits, elevator pitches
Testing ideas – tool and techniques
Resources – pre-business plan planning
READING LIST
Recommended books:
Grulke, W. (2002) Lessons in Radical Innovation, FT Prentice Hall
Bessant, J. & Tidd, J. (2007) Innovation and Entrepreneurship, Wiley
Sloane, P. (2003) The Leaders Guide to Lateral Thinking. Kogan Page
Henry, J. & Mayle, D. (2002) Managing Innovation and Change. Sage Publications McNeil,
R. (2005) Business to Business Market Research. Kogan Page
39
INNOVATION & NEW PRODUCT DEVELOPMENT
SMM866
(Marketing Stream)
MODULE LEADER
Chris Storey
SESSIONS
MODULE ASSESSMENT
Coursework
Invigilated Test
30%
70%
EDUCATIONAL AIMS
This module covers both the analytical and practical management aspects of making new
product development. The course aims to relate the theoretical basis of the management of
innovation with its practical application in industry and commerce. It will be heavily centred
on the service sector and will:
•
•
•
show the importance of new products (and new services) to the business
present a practical approach to the development of new products
discuss the issues which impact success/failure.
LEARNING OUTCOMES
At the end of the course students should be able to:
• understand the meaning, scale and scope of NPD in manufacturing and service
companies
• explain the factors underlying the success or failure of new products
• effectively participate in and manage NPD projects
• apply tools and techniques for the effective development of new products
• discuss the challenges of controlling and coordinating development projects so that
these meet their stated business aims
• understand proven practices for product development strategy formulation
• appreciate the difficulties of balancing people and processes to achieve cost-effective
innovation.
READING LIST
Crawford C M & di Benedetto C A (2010), New Products Management, 10e McGraw-Hill.
Cooper R G (1999), “The Invisible Success Factors in Product Development”, Journal of
Product Innovation Management, 16, 115-133.
Johne A & Storey C (1998), “New Service Development: A Review..”, European Journal of
Marketing, 32, 3/4, only p196-218.
Sawhney, Mohanbir, Robert C. Wolcott, and Inigo Arroniz. 2006. "The 12 Different Ways for
Companies to Innovate." MIT Sloan Management Review 47, no. 3: 75-81.
Storey C & Easingwood C J (1998), “The Augmented Service Offering”, Journal of Product
Innovation Management, 15, 4, 335-351.
40
Beerens, Joris et al. (2005) Mastering the Innovation Challenge, Booz Allen Hamilton
http://www.boozallen.com/media/file/150791.pdf
Cooper R G, et al. (1994), “What Distinguishes the Top Performing New Products in
Financial Services”, Journal of Product Innovation Management, 11, 4, 281-299. *
Cooper, Robert G.; Edgett, Scott J.; Kleinschmidt, Elko J. (2004), “Benchmarking Best NPD
Practices—III”, Research Technology Management, Jan/Feb, Vol. 47 Issue 6, p43-55.
Moore G A (2004) “Darwin and the Demon: Innovating within Established Enterprises”
Harvard Business Review; Vol. 82 Issue 7/8, p86-92.
41
MANAGEMENT CONTROL SYSTEMS
SMM897
(Business Risk Management Stream)
MODULE LEADER
Rob Melville
SESSIONS
MODULE ASSESSMENT
Coursework
Exam
25%
75%
EDUCATIONAL AIMS
This module combines the theoretical and practical foundations of corporate governance
in both private and public sector organisations, emphasising the need for management to
recognise the essentials of accountability to stakeholders through the effective use of risk
management and other assurance provision.
There are two key educational aims:
•
To enable students to achieve a high level of understanding and knowledge of applied
corporate governance and the infrastructure, support and resource required to develop
effective management control systems. This includes the information provision for all
stakeholders through effective systems and controls, and a thoroughgoing intellectual
foundation in control, assurance and corporate governance theory.
•
To enable students to achieve a high level of knowledge of current corporate assurance
methods and to be able to apply these techniques to a wide variety of situations and
applications.
LEARNING OUTCOMES
On completion of this module student will be expected to:
•
•
•
•
•
have developed a full understanding of the theoretical basis of corporate governance,
auditing and control
have developed a full understanding of governance skills and techniques
understand the best practice for addressing modern control and governance issues
recognise the key lessons to emerge from successful and unsuccessful examples of
corporate control
have developed sufficient competence in practical control principles that they can be
applied in actual situations.
SYLLABUS
Lectures will be based on the following themes, although the precise content may vary as
relevant topical issues arise.
•
Definitions. History and Development
42
•
•
•
•
•
•
Organisational Strategy, mission, goals and objectives
Control Theory (1)
Controls Theory (2)
Professional and industry standards for establishing proper control
Monitoring options and feedback for optimum performance
Case Studies – classic examples of positive and negative outcomes from various control
scenarios
READING LIST
Merchant & Wim A Van der Stade, Management Control Systems 2nd ed. 2007
Croner Croner’s Management of Business Risk, 2006 (or later)
IIA Standards and Code of Ethics 2009
Other readings such as links to relevant professional bodies and guidance to be provided
during lectures.
43
MARKETING STRATEGY SIMULATION
SMM439
(Marketing Stream)
MODULE LEADER
Stephanie Feiereisen
SESSIONS
7 x 3 hourly lectures over a two-week period
MODULE ASSESSMENT
Group Coursework
Individual Coursework
Peer Assessment
64%
20%
16%
EDUCATIONAL AIMS
•
•
To build knowledge about strategic marketing concepts using a “learning-by-doing”
approach.
To apply theoretical knowledge to practice by competing against each other in a
simulated marketplace (using a simulation game called Markstrat).
LEARNING OUTCOMES
•
•
•
•
•
•
Understand how correctly identifying and satisfying your customers’ needs directly
translates into profitability.
Understand that tactical decisions (e.g., marketing mix) cannot be effective without first
defining explicit portfolio, market segmentation, and brand positioning strategies.
Learn to analyse and interpret large amounts of market research data.
Understand the interfaces between marketing, production, market research, R&D, sales,
etc.
Understand and experience the necessity of re-visiting and re-formulating marketing
strategy over a long-term period (eight simulated years).
Work co-operatively in a “management team” and learn to trust your team mates.
SYLLABUS
•
A Marketing Strategy Simulation handbook to be given in Term Two.
READING LIST
Marketing Strategy Simulation handbook and additional readings provided by the lecturer via
the VLE.
Your Principles of Marketing handbook from Term One.
44
ORGANISATIONAL ASSURANCE
SMM898
(Business Risk Management)
MODULE LEADER
Andy Robertson
SESSIONS
MODULE ASSESSMENT
Coursework
Exam
25%
75%
EDUCATIONAL AIMS
The aim of this module is to enable students to apply their knowledge, skills and experience
in assurance methods and techniques to the review and evaluation of business risks and the
means used by companies and organisations in managing these risks.
LEARNING OUTCOMES
•
•
•
Fully understand and the nature of risk and control in a wide range of operations.
Build on the skills and knowledge of the course as a whole and apply these skills in
realistic situations.
Have gained a high level of knowledge of the ways business systems are set up and
operated.
SYLLABUS
This module will introduce students to the key areas in organisational assurance. The
module will be based on the following themes, although the precise content may vary as
relevant topical issues arise.
•
•
•
•
•
Risk management – an overview
Definition(s) of operational auditing and other assurance processes.
The assessment of business risk and the development of audit and controls for a wide
range of management functions and situations.
Risk and control issues in M&A.
Assurance challenges in multinational organisations.
READING LIST
Chambers, A and Rand, G – The Operational Auditing Handbook: Auditing Business and IT
Processes, Wiley 2nd edition (2009)
Chambers, A- Tolley’s Internal Auditing Handbook, 2nd Edition (2009)
45
STRATEGIC RISK MANAGEMENT
SMM899
(Business Risk Management)
MODULE LEADER
Andy Robertson
SESSIONS
MODULE ASSESSMENT
Invigilated Test
Coursework
75%
25%
EDUCATIONAL AIMS
The aim of the module is to introduce students to risk management in the context of helping
management teams and organisations to achieve their strategic goals and objectives. Key
issues will include the recognition and ownership of risk, processes related to the
identification, evaluation, leveraging and the management of risks.
LEARNING OUTCOMES
On completion of this module student will be expected to:
•
•
•
•
•
understand the basic concepts of risk management, the definitions and frameworks
understand the current issues in risk management at both organisation and sector levels
understand the best practice for successful risk management implementation and
operation
understand the relationships between risk, reward, assurance and governance
recognise the key lessons to emerge from successful and unsuccessful examples of risk
management practice.
SYLLABUS
This module will introduce students to the key areas in Risk Management, and the relevance
of the subject in the context of operating in the modern world with an ever increasing rate of
change, complexity, conflicts, challenges and opportunities. Lectures will be based on the
following themes, although the precise content may vary as relevant topical issues arise.
•
•
•
•
•
•
•
Definitions, History and Development
Relationship between opportunity, strategy and risk
Enterprise Risk Management
Project Risk Management
Risk pricing – industry dependant scenarios
Case Studies – classic examples of positive and negative outcomes from organisations’
approaches to risk management
Levering Risk Management
READING LIST
Hopkin, Paul: Fundamentals of Risk Management: Understanding Evaluating and
Implementing Effective Risk Management (2010)
Chapman, Robert J: Simple Tools and Techniques for Enterprise Risk Management (2006)
46
Moeller,Robert: COSO Enterprise Risk Management: Understanding the New Integrated
ERM Framework (2007)
Internal Auditing and Business Risk (IIA journal)
Other readings such as links to relevant professional bodies and guidance to be provided
during lectures.
47
SUPPLY CHAIN MANAGEMENT
SMM413
MODULE LEADER
Michael Bourlakis
SESSIONS
MODULE ASSESSMENT
Coursework
Exam
25%
75%
EDUCATIONAL AIMS
To provide a sound cross-disciplinary education in three key areas: ecommerce, marketing
and supply chain management.
LEARNING OUTCOMES
Understand marketing and e-marketing concepts, including:
• Introduction to basic concepts, customer value.
• Assessing customer needs.
• Product development.
Understand supply chain concepts, including:
• Inventory, forecast error, matching supply and demand.
• Supply chain network configuration.
• Inventory management and pooling.
• Strategic alliances.
• Procurement.
• Product development.
Understand the technology behind e-business, including:
• Fundamental building blocks.
• Overall architecture.
• Standards and protocols (XML, http, etc.).
• Have confidence in working with senior and middle management in a company in
improving a supply chain.
• Respect others' viewpoints in a team.
SYLLABUS
The front end involves customer interaction with a focus on marketing, e.g., 1-on-1
marketing. The back-end involves (a) IT systems that make e-business possible and (b)
supply chain processes that ensure the delivery of the right product at the right time at the
right place.
READING LIST
Simchi-Levy, David et al., Designing and Managing the Supply Chain, 3rd ed. McGraw
Hill/Irwin, 2008.
48
Elective Information
Cass Business School provides an extensive range of elective modules for the different MSc
programmes. A special elective handbook, regarding your term three selection of modules,
will be distributed in the second term and will provide further information.
Electives which have previously been provided by MSc Management include:
•
•
•
•
•
•
•
•
•
•
•
•
Asian Management and Business
Brand Management
Corporate Social Responsibility
Consulting Skills
Customer Service Relationship Management
Digital Marketing
Family Business
Financial Markets
Global Outsourcing
Information Systems
Modelling for Consultants
Strategies of Fast Track Venturing
Apart from those electives students will also be able to choose from preselected modules
offered by other MSc programmes. In the past these have included:
•
•
•
•
•
Air Transport
Marketing of Financial Services
Operational Risk Management
Managing Strategic Change
Mergers and Acquisitions
Please note the School reserves the right to withdraw an elective if demand is insufficient
and to add new electives if they are available. Space restrictions and timetable availability
may also apply.
49
Professional Skills Workshop (Optional)
MODULE LEADER
Paul Dobson
Experiential Workshops to Develop the Interpersonal Skills of Managers
One common complaint from employing organisations is that management education is
great in developing technical knowledge and skills but overlooks the people skills that
translate this knowledge into effective action. These workshops enable you to develop the
key transferable interpersonal skills that underpin the effective management of people as
well as the impression you make in interview. Not only will these workshops increase your
effectiveness as a manager but also they will enhance your employability.
The workshops involve a mix of mini lectures and role plays. The role plays are videoed,
replayed and then followed by a facilitated group discussion that focuses on what to do
differently in the future. The workshops end with a group presentation on learning.
Group Working Skills Workshop
AIMS
The main aim is to develop some key transferable interpersonal skills that can be used to
develop the effectiveness of groups on the MSc and groups in the workplace.
LEARNING OUTCOMES
• Increased awareness of your own behaviour and its consequences when working with
others.
• Increased awareness of the interpersonal processes operating in groups, i.e.,
communication, decision making & leadership.
• The development of interpersonal skills that will enable you to intervene in group
processes and contribute constructively to group tasks, learning and relationships.
CONTENT
• Leadership
• Communication - active listening & constructive comment
• Managing meetings & making decisions – working collaboratively and assertively
• Managing conflict & promoting commitment
Job Interview Skills Workshop
AIMS
The main aim of the workshop is to help you get a job by increasing the likelihood of you
making a positive impression in interview.
LEARNING OUTCOMES
• Self awareness of the impression you make in interview
• Knowledge of how to make a more positive impression
• Enhanced self presentation skills
• Knowledge of typical job interview procedures
• Tips for interview preparation and conduct
CONTENT
• Researching the job and company
• Core competencies & competency based interviews
• Verbal and non-verbal communication
• Inner dialogue and self talk
• Tips for interview preparation and conduct
50
Section 4: Assessment Regulations and Regulations for the
Award of the Degree
Described below are the rules governing the award of a master degree in Management. For
further information, the City University’s complete set of “Ordinances and Regulations” are
published on the University’s website.
Assessment Regulations
Assessment Calculations
The rules governing calculation of module and overall degree marks are as follows;
•
•
•
•
•
All modules must be passed individually.
There are no minimum mark requirements for separate assessment components
(unless specifically stated). However, it is compulsory to complete all coursework and
exam components and no module mark can be awarded until these are completed.
A module mark is calculated by aggregating marks for all assessment components,
unless otherwise stated in the module outline (section three).
Where modules are assessed by both exam and coursework, these are weighted to
calculate the module mark – please see the assessment matrix in section two for the
relative weightings.
Where there are several pieces of coursework, the coursework results are averaged
according to weightings.
To calculate the overall degree mark, module marks are combined using weightings in line
with the relative credit values of modules.
Failure and Re-sitting of Modules
•
Any module with an aggregate mark of less than 50% is deemed to have been failed
and must be resat.
•
To resit a failed module, a candidate must re-do all assessment components which
gained marks of less than 50%.
•
Modules may be resat only once.
•
A candidate who successfully completes a resit shall be awarded the credits for the
module. The mark awarded for the resat components will be capped at 50%. The
mark awarded for other components will be the original mark. This mark will also be
used in calculating the overall degree mark.
•
A candidate who does not pass his or her resit by the date specified by the
Assessment Board will not progress on the programme and the Assessment Board
will normally make a recommendation that they withdraw.
51
Coursework
All coursework and invigilated tests are compulsory and count towards the final degree. In
some modules presentations or invigilated tests may replace written coursework
assignments.
Some subjects may be assessed by coursework only. Precise details concerning examined
and non examined modules are provided in the module outlines.
Please note coursework is required to be submitted for assessment by the specified
deadline date. Late coursework will receive imposed penalties. Late coursework will
immediately receive a deduction of five marks on the first day of lateness, with one further
mark deducted for each day of lateness, for a maximum of five days. After this point
coursework will not be accepted and a mark of zero will be awarded.
All coursework should be submitted electronically via the virtual learning environment,
Moodle. It is essential that you keep a copy of all coursework submitted.
All sources used should be cited using the Harvard referencing system. Further information
about this can be found on the Cass website:
http://www.cass.city.ac.uk/intranet/student/learning-resource-centre/citing-references.
Coursework will be returned to students as quickly as possible with the aim of students
receiving feedback within three to four weeks of their submission
Peer Assessment
In many careers in Banking and International Finance working as part of a team is an
integral part of the role. Learning the skills to support successful team working and build
successful interpersonal relationships is an important element of your MSc course. To help
you do this Cass has developed a peer review strategy which is part of the assessment for
this module.
The process works as follows:
•
At the end of each of the applicable modules you will receive a link to the peer review
database, which will allow you to complete the assessment for each member of your
module group.
•
You will only be able to access the peer review database for a defined period of time
(usually around one - two weeks) following submission of your coursework, after which
the database will be closed and you will not be able to access it.
•
You will be asked to review the performance of each member of your group by grading
them on a number of criteria and providing constructive commentary, they will be doing
the same for you. The criteria will be available through the link you receive.
•
You should think carefully about the grades you give and the comments you make –
ensure they are truthful and constructive as they will be reviewed by lecturers.
•
Do not be tempted to award artificially low or high grades in your peer review, this will be
noticed and moderated by the module leader.
52
Please note: Where peer assessment is used you must complete it in order to access the
full range of marks for the module. If you do not complete the peer review element of your
assessment by the given deadline you will receive a zero grade for it which will impact on the
final result you receive for the module. Please refer to the individual module outlines for
clarification of which modules this applies to.
Degree Requirements
To qualify for a Masters degree, a candidate must achieve at least 50% as an aggregate
mark for each module and an overall degree average mark of 50%. This will result in the
acquisition of 210 credits, which is the number required to achieve a masters degree in
Management.
Award of Distinction
To calculate the overall degree mark, all module marks are combined using the weightings in
the Assessment matrix table. The award of distinction for the masters is based on:
•
•
An overall degree mark of at least 70%, with no modules failed at first attempt.
However, where a student has one resit and passes, achieves an overall degree
average mark of 70% or above, should be awarded a merit and not a pass.
Award of Merit
To calculate the overall degree mark all module marks are combined using the weighting in
the table. The award of merit for the Masters is based on:
•
•
An overall degree mark between 65% - 69.9% inclusive.
No modules failed at first attempt.
Postgraduate Diploma
A student who has not accumulated enough credits to be awarded a masters degree may be
awarded a postgraduate diploma provided they have satisfied the following conditions:
1. The total number of credits gained is equal to or greater than the minimum credits
stipulated in the programme specification for the award of a diploma.
For the award of a diploma, a student may compensate a maximum of 20 core or core
elective credits provided the following conditions are met:
1. The mark achieved for the module(s) to be compensated is at least 40%.
2. The average mark of all modules to be counted towards the diploma, including those
modules to be compensated, is at least 50%.
53
Note that:
•
•
The diploma average will be calculated in the same way as the masters average as
specified in the programme specification;
The award of distinction and merit will also be calculated in the same way as for the
masters degree, as specified in the programme specification.
Periods of Registration
The periods allowed for completion of the qualifications are:
•
•
Four years for a masters degree: full or part-time
Two years for a postgraduate diploma: full or part-time
54
Class
Grade Related Criteria
%
Distinction
85-100
Knowledge
A
Comprehensive and
informative knowledge of
subject area, may include new knowledge derived from
which the marker and wider
community may learn;
addresses the learning
outcomes/ assessment criteria
in full.
Outstanding
Presentation
Professional
Where relevant,
evidence of independent
reading, thinking and
analysis and strong
critical ability
Wellconstructed
Professional
approach to
academic
practice;
professional
standard
generally
80-84
Excellent
75-79
Very good
Sophisticated or strong shows knowledge of complex
issues or a broad range of
issues and addresses the
learning
outcomes/assessment criteria
well.
Where relevant, show
evidence of wide and
comprehensive reading
and critical ability
Clearly written
Adhere to the
principles of
good
academic
practice
70-74
B
Good
Sound knowledge of a broad
range of issues or detailed
knowledge of a smaller
number of issues; makes a
good attempt to address the
learning
outcomes/assessment criteria,
realising all to some extent
and some well
Evidence of thorough
research of the topic(s)
but some answers may
not be complete or
arguments sufficiently
explored. Some critical
ability will be evident.
Wellstructured and
logically
written
Demonstrate
good
academic
practice
50-64
C
Satisfactory
Adequate knowledge of
important issues – some level
of response to all learning
outcomes/assessment criteria
but may not include important
elements or information that
is fully accurate.
Where relevant,
development of ideas is
limited but attempts will
be made to analyse
materials critically
Expression
and structure
may lack
clarity
Evidence of
good
academic
practice will
be limited
41-49
D
Poor
Unsatisfactory work inadequate knowledge of the
important issues and doesn’t
succeed in grasping key
issues, therefore learning
will not be realised
No real development of
ideas and critical
analysis will be very
limited.
Presentation is
confused or
incoherent
General
ignorance of
good
academic
practice may
be evident
20-40
E
Very poor
Knowledge is lacking either
through omission, the
inclusion of large amounts of
irrelevant information or
evidence of significant
misunderstanding - totally
inadequate attempt to
address the learning
No critical ability will be
displayed
Confused,
incoherent or
unstructured
presentation
Ignorance of
good
academic
practice will
be evident
Merit
65-69
Pass
Fail
Independent thought,
uses of sources &
research materials
Literary
55
Section 5 Additional Information
Course Office
Your Course Officers are Valencia Henry and Caroline McNabb.
Telephone extensions:
•
•
Valencia Henry, ext.8649
Caroline McNabb, ext. 8318
The Course Office is located on the 3rd Floor of Cass Business School, 106 Bunhill Row,
London EC1Y 8TZ. Your Course Officer is accessible via email and telephone, should you
be unable to visit the office in person.
You can contact the MSc Management course officers on the following email address,
[email protected]
Monday: 1pm – 6.30pm
Tuesday: 1pm – 8pm
Wednesday: 1pm – 6.30pm
Thursday: 1pm – 8pm
Friday: 10.30am – 3.30pm
Out of Term Time Hours
Monday to Thursday 1pm – 5pm
Friday 10.30am – 3.30pm
Virtual Learning Environment - Moodle
The Virtual Learning Environment for Cass and City University, Moodle, provides a variety
of information and resources to students. This includes the following:
• Lecturer contact details
• Course office contact details
• Module outlines and course material
• Teaching and exam timetables
• Course calendar, including events and module deadlines
It also provides students with the facility to:
• Submit coursework
• Receive coursework grades
• Manage your profile and communicate with classmates
Students are responsible for regularly checking both their City email account and their
Moodle account. This is how both course office staff and academics will communicate with
you.
56
In the event that a class is cancelled you will be notified via Moodle and email. We
understand that you have a busy schedule and do not want to travel to Cass if it is not
necessary.
Personal Tutors
Postgraduate taught students will be assigned a personal tutor. This personal tutor will be
available to provide general academic, professional and pastoral support and will also
ensure that a student is aware of the additional and more specialised support mechanisms
available within the University.
Students should have the opportunity to see their personal tutor on an individual basis at
least once a term. Students will be assigned a personal tutor at the beginning of the year.
Our course office team are also available to assist should you need help during the course of
your studies.
Contacting Academic Staff
In addition to their main teaching responsibilities, academic staff engage in research,
University administration and external work. As a result of their varying duties, staff members
may not be able to see you without an appointment outside of their office hours. If the
matter you wish to raise is urgent, you need to make this clear when making the
appointment.
All members of the Faculty of Management academic staff are located on the 4th Floor of
the Business School.
You may like to note that the Cass main switchboard number is 020 7040 8600, but
members of staff have telephone extensions which may be dialled direct with the prefix - 020
7040, these are listed below.
Course Director Contact Details
Dr Gianvito Lanzolla
Telephone:
Email:
Office location:
MSc Management Course Director
0207 040 5243,
[email protected]
Room 4065
57
Programme Disclaimer
The information in this Specialist Masters Programme Handbook is correct at the time of going to press in August 2011. The
University reserves the right to make amendments to:
a)
b)
the contents of the Programme Handbook and in particular to the timetable, location and methods of delivery or the
content, syllabus and assessment of any of its programmes as set out in the programme and module specifications in this
Handbook and/or on the University's website; and
its statutes, ordinances, regulations, policies,
procedures and fee structures,
provided that such amendments are (i) as a result of student demand (or lack thereof), (ii) as a result of unforeseen events or
circumstances beyond the University's control or (iii) are deemed reasonably necessary by the University.
In the event that amendments are made, the University shall take reasonable steps to notify you as soon as is reasonably
possible.
58

September 2011 Course handbook MSc in Management

Transcription

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