Business Innovation in a Digital Age
Information technology (IT) and associated computer-based information systems (IS) continue to have far-reaching effects on our organisations and societies. However, effective use of the potential of IT/IS requires an understanding of people, organisations and technology in combination, which is the focus of this course.
The syllabus covers:
- Introduction: IS and organisations
- Emerging trends
- Reinventing strategy
- Rethinking business processes
- Cultural, structural and political issues
- People and information systems
- Organising IS activities
- Managing and implementing projects
This course introduces you to business ethics, not only from the classical (philosophy-based) normative viewpoint of what people should do, but also from the psychology-based view of what people actually do, and why the two so often differ. Moreover, ethical choices are most often not black and white, but grey-in-grey, and the course makes you comfortable with dilemmas that you're likely to encounter in your career.
Human Resource Management
The overarching question for this course is: How can organisations use the productive potential of their employees in order to achieve superior performance? We explore the theories and practices involved in human resource strategy, job design, recruiting, selection, retention, performance management, training and development, career development, compensation, and motivation. This is not a course about the human resource department but focuses on the approaches which leaders and managers use to bring effective performance among employees at all levels.
International Business Economics
This elective provides an understanding of the nature and extent of the globalisation of business, and examines the economic forces that give rise to global economic integration and the nature and behaviour of the key agent of global business, the multinational corporation.
Strategic Valuation: Uncertainty & Real Options in System Design
This course introduces students to the real options paradigm as a project design and evaluation tool. This paradigm emphasises the value of flexibility in project design and appraisal. For example, a small plant with an expansion option as opposed to building a big plant from the start gives the project manager the flexibility to expand if demand is high, without committing to high capacity a priori, thus avoiding "white elephants". Thus, flexibility has value. Flexibility also, however, costs money. So how much flexibility shall we build into the system? This course gives you with a mindset and a suite of tools to tackle such problems. We expect you to be familiar with probability and statistics at the level of an introductory undergraduate course.
Supply Chain Management
With decreasing geographical barriers, emerging markets and lower labour costs that lure firms overseas, managers face the challenge of aligning and coordinating global manufacturing and supply networks. Supply chain management has become both a core management function, as well as a source for competitive advantage of companies across industry sectors. This elective provides an in-depth discussion on how companies use their supply chain strategies as competitive advantage. Based on the notion that in fact "entire value chains compete, rather than individual companies", this exploration of the subject includes some of the latest tools and techniques for analysing and improving supply chain processes.