Mba FDL Specs

Master
of Business Administration

(MBA, under FDL)

Programme Specification
MBA (General)
The Master of Business Administration (MBA) program which is delivered by School of Management, Cardiff Met,
will be delivered under FDL (Flexible and Distributed Learning) mode.
The taught units (i.e. 4 core + 2 elective) will be delivered under FDL through Planet EDU – ExtraLearn and the
learners will have the option of transferring seamlessly to complete the Research Methods module and the
Dissertation on-‐campus at Cardiff Met or complete the same under FDL directly with Cardiff Met
The Cardiff Met MBA programme is one of the largest groups of programmes of its kind in Europe. It is an
internationally recognized and respected qualification that attracts students from the public and private sectors,
from the UK and abroad. The program brings to the fore, current thinking in Management Education thereby
developing critical thinkers with effective problem solving skills at top managerial level.

Awarding institution body Cardiff Metropolitan University
Teaching institution Cardiff School of Management

Programme accredited by Cardiff Metropolitan University
Final award MBA
Programme MBA
UCAS code N/A
Relevant QAA subject benchmarking group Business
Educational aims of the programme

The programme aims to:
a. Develop within students an ability to analyse a broad range of approaches to the study of business and
management and to critically evaluate the influences of controversial issues in the business environment.
b. Enable students to critically assess changes in business administration in the context of wider political, social
and organisational changes.
c. Promote students’ ability to discriminate between research methods in order to make appropriate selections
in conducting management and organisational research.
d. Build on students’ ability to autonomously synthesise information/ideas and create responses to problems
that expand or redefine existing knowledge and /or develop new approaches in new situations.
e. Encourage students to objectively appraise the range of economic, human and ethical dilemmas that impinge
on the modern manager.
f. Equip students to independently evaluate and argue alternative research approaches and accurately assess
and report on their own and other people’s other work with justification.

Programme outcomes
Knowledge and Understanding:
a. Critical awareness of the main issues, theories and methodologies that are central to management
b. The role of the manager and the challenges that they face
c. The relationship between management modules and possible contexts including economic,
environmental, ethical, legal, political, sociological and technological together with their effects at
local, national and international level
d. Critical awareness of the strategy, behaviour and management of organisations
e. Critical application of theory to the advancement of management practice
f. Critical awareness of research in the evolution of management practice

Cognitive Skills
a. Critically evaluate theories, tools and models in the field of management
b. Reflect on their learning experience
c. Analyse and critically evaluate primary and secondary information collected from research
d. Creatively apply knowledge from different approaches to management issues and problems
e. Handle complex situations holistically
f. Analyse, synthesise and solve complex business problems
g. Implement agreed solutions effectively and efficiently
h. Act independently in planning and managing of learning with limited guidance

Practical / Professional Skills
a. Ability to conduct research into business and management issues and present findings both orally and in
writing using a range of media
Demonstrate numeracy and quantitative skills
b. Demonstrate project management skills
c. Use interpersonal skills including listening, persuading or influencing others.
d. Able to show sensitivity to diversity in people and different situations

Transferable Skills
a. Monitor, assess and critically reflect on the use of IT and information skills and identify ways of further
developing these skills
b. Analyse the effectiveness of alternative approaches to skills development
c. Be an autonomous learner and user of resources for learning
d. Is confident and autonomous in problem solving
e. Can engage confidently in academic and professional communication with others within their field
f. Can clarify a group task and lead or work within a group towards defined outcomes

Teaching / Learning Methods and Assessment
Delivery of the curricular material is through Flexible and Distributed Learning (FDL) methods that uses a blend of
Online learning through Learning Management System (LMS), Webex lectures, Online assignments, Online tests,
Online academic support etc.
LMS Access
Learners get access to the customised Learning Management System (LMS), which contains learning capsules as
per a learn design which is divided into Learn Days. The learners access the learning material in the form of
PowerPoint slides, reading resources, videos, daily activities, weekly activities, end of unit activities, assignments
and access to ePortfolio to submit assignments. The learners have access to a support network through the LMS
which will include interactions with the FDL facilitators as the first point of contact and escalated to module
facilitator as required.

Webex Based Seminars / Recorded Lectures
As per a pre-‐defined time table, lectures / interactions on topics by module facilitators are organised to provide
additional learning and doubt clearing options to the learners. Students are made aware of the content of each
module and issued with a list of the topics to be covered as well as sources of additional material (required and
recommended reading). The WebEx sessions also involve a student or students presenting previously prepared
work to peers and a lecturer. This strategy is used to extend specific theoretical or practical concepts as well as
incorporating problem-‐solving approaches into the programme. WebEx Seminars are used in many modules and
provide students with valuable experience in presentational skills as well as providing staff with a method of
assessing student-‐centred learning.
The sessions provide learning support in as effective and stimulating manner. Presentation software, e.g.
Microsoft PowerPoint, videos etc. are used. The sessions are recorded and can be viewed by the learner as per
their convenience and other resources available on the LMS which students are able to download, as necessary.
WebEx based Modular Subject Tutorials
Additional / Special tutorial support in the e-‐Environment, with a lecturer or lecturers and are used in two ways
within the programme:
 to expand upon material covered in lectures through an enquiry-‐driven problem solving approach;
 to undertake remedial work to overcome any deficiencies in a student’s background knowledge.
Field Visits
Learners are encouraged to arrange for themselves / by themselves visits to a range of business organisations and
other sites to provide them with an opportunity to see some of the theory they have studied being implemented
in the work-‐place in a variety of cultural settings.
Case Studies
Case studies are teaching strategies which are employed in a range of modules; they also are a useful assessment
tool. Students are presented with or asked to develop real or simulated complex problems which they are
required to analyse in detail and suggest/present their own solution in writing or orally, using the LMS
Research Methods
This module provides a comprehensive introduction to research as practiced in Business and Management
disciplines. It provides an overview of the key quantitative and qualitative methodologies that are needed to
undertake, evaluate and present a small-‐scale research project. Following an introduction to research the module
will move on to explore the major paradigms and debates in Business Research. It will help students to build
appropriate strategies for reviewing literature and developing a coherent set of aims and objectives for a research
study.
The module will also cover the major research methods (observation, surveys, case studies, interviews and action
research), the implications of using them as well as the analysis of qualitative and quantitative data and
presentation of findings. It identifies how to develop research questions / hypotheses and how to produce a
robust and realistic research proposal and research design considering issues of data validation, triangulation and
reliability. Following satisfactory completion of core and elective modules, students will progress to implementing
the research proposal and writing up the dissertation.

Dissertation
Dissertations are undertaken on successful completion of all taught modules (6) of the programme and the
Research Methods Module and will relate to a topic identified by the student. All proposals are assessed as part of
the Research Methods Module and a suitable supervisor is allocated to the student by the Dissertation Co-‐
ordinator. The dissertation is an intellectually challenging piece of individual management research. It will equip
successful students with the knowledge, capabilities and competences required in today’s Managers, in a world in
which the ability to research new information is increasingly important.
The dissertation provides an opportunity for in depth study of a topic relevant to Management. It requires
students to:
 Critically evaluate major schools of thought within relevant management theory.
 Translate theory into practice through the study of its application in the real world.
 Undertake empirical research in this area.
 Draw conclusions on the implications of the results for managerial decision-‐making, in particular strategic.
The entire process, from development of a draft research proposal and schedule through selecting methods and
drafting chapters is supported by Cardiff Met Management School Supervisors but managed and implemented by
the student.
Learning Strategies
Students are expected to take greater responsibility for their own learning as they progress through their
programme. The programme structure and the teaching strategies are designed to encourage this development.
The student-‐centred approach is encouraged through the use of case studies, projects and practical exercises -‐
supplemented by the use of appropriate support materials such as videos, computer software, websites etc. Many
of the learning strategies used employ active engagement with subject material to enhance learning.
Assessment
Assessments relate directly to learning outcomes and one assessment usually covers a range of learning outcomes.
Candidates are assessed in taught modules and by means of a dissertation.
In designing and deciding upon an assessment format for a module the following factors have been considered:
 The module learning outcomes and their level, with particular emphasis on the student’s ability to analyse,
synthesise, evaluate and communicate information derived from:
o module content;
o learned knowledge from other areas/qualifications;
o experience;
o the implementation of systematic information-‐seeking strategies.
 Encouraging students to apply their skills to specific industry/business problems.
 Approaching problems in a systematic way and employing test approaches that could resolve those problems.
 Assessment performance criteria, as communicated to the student.
 The validity and reliability of the assessment methods, which are monitored by module leaders and
programme teams. Time constraints (for students and staff) and the need to ensure consistency.
 The use of a range of strategies through which a student can demonstrate what he or she knows, understands
or can do.
 The need for assessment to allow for review and reflection by the student.
Assessments take the form of essays, presentations, individual and group reports, time-‐constrained examinations
and a dissertation.

Module Descriptors

The MBA course is the same that is offered on-‐campus at Cardiff Met The same programme is now offered under FDL.
The Specifications, Learning Outcomes will be the same as per the existing Cardiff Met MBA course. The Core modules,
the Research Methods and Dissertation will be the same as what is used by Cardiff Met
People and Organisation

Module Title Module Number JACS Subject Code(s) ASC Category(ies)
and % of each subject
People and Organisations MBA400 N500 7
Level (0 -‐ M) Credits ECTS Module Value
M 20 10 1.0
Assessment Type Duration / Length of Weighting of Approximate Date of
Assessment Type Assessment Submission
Case Studies 2,500 words 50% Continuous
Essay 2,500 words 50% End of Semester
Aim(s)
This module will provide insights into the factors influencing the behaviour of people within organisations and
how these influences might be taken into account to achieve maximum organisational effectiveness. Particular
attention will be paid to organisation culture, conflict and the management of change and to the relationship of
national culture to ways of doing business.

Learning Outcomes
At the end of this module learners should be able to critically assess alternative schools of thought related to the
following and to draw appropriate implications for senior decision-‐makers
 Individual personality/attitudes
 Motivation
 Group and team behaviour
 Management of change
 Organisational design
 Organisational culture
 Inter-‐cultural differences in leadership styles
 Performance evaluation
 Conflict resolution

Learning and Teaching Delivery Methods;
 LMS Based Learning 24 hours
 WebEx based Seminars / interactions 12 hours
 Guided Self Learning 164 hours

Total 200 hours
Indicative Content
 Cultural climate
 Organisation structure and life cycles
 Organisational learning
 Psychometric testing
 “360°” evaluation
 Role of change-‐leaders
 Sources of conflict

Recommended Reading & Required Reading
Required Reading

 Prasad, L. M (2008) Organisational Behaviour, 5th ed. New Delhi : Sultan Chand & Sons

Recommended reading:

 Robbins, Stephen P., et al. (2009) Management, 10th ed. Pearson
 Stephen P Robbins, Mary Coulter and Neharika Vohra (2009) Organisational Behaviour, 10th Edition. Pearson
Education
 Tapomoy Deb (2008) Performance Appraisal and Management, 1st ed. Excel Books
 Gary Dessler (2008) Human Resource Management, 11th ed. Pearson Education
 Mullins LJ (2006), Management & Organisational Behaviour, Financial Times/Prentice Hall
 Kew J & Stedwick J (2005), Business Environment: Managing in a Strategic Context, CIPD
 Beardwell L & Claydon T (5th. ed) (2007), HRM: a contemporary perspective, FT/Prentice
 Hall Cole G (9th. Ed), (2006), Personnel & HRM, Continuum
 Armstrong M, (23rd. ed), (2006), Strategic HRM: a guide to action, Kogan Page
 Blyton P & Turnbull P, (5th. ed), (2006), The Dynamics of Employee Relations, Palgrave
 Legge K, (2005), HRM: Rhetorics & Realities, Palgrave
 Hughes M, (2006), Change Management, CIPD
 Robinson I, (2006), HRM in Organisations, CIPD
 Houldsworth E & Jirasinghe D, (2006), Managing & Measuring Employee Performance, Kogan Page
 Greene AM & Kirton G, (2nd. Ed), 2005), The Dynamics of Managing Diversity, Elsevier
 Wilson JP (Ed), (2nd. Ed), (2006), Human resource Development, Kogan Page
Journals
 International Journal of Human Resource Management

Accounting for Decision Makers
JACS Subject Code(s) ASC Category(ies)
Module Title Module Number and % of each subject
Accounting for Decision Makers MBA 401 N300 7
M 20 10 1.0
Assessment Type Duration/Length of Weighting of Approximate Date of
Coursework 2500 words 50% 5 on-‐going VLE based assessments each
worth 10% each

End of Semester
Exam 2 hour 50%
Aim(s)
This module will enable learners to evaluate the financial situation of their organisations and compare it to that of
other organisations, and to provide the tools for the effective evaluation of capital expenditure.
Learning Outcomes
At the end of this module learners should be able to:
 Understand and evaluate profit and loss and income statements
 Interpret the financial data commonly provided by accountants to managers
 Identify which costs are relevant for particular decisions
 Critically evaluate alternative methods of project appraisal
 Apply these techniques

Total 200 hours

Indicative content
 Balance Sheets and Income Statements
 Financial Ratios
 Fixed, Variable, Sunk and Joint Costs
 Breakeven and Net Present Value
 Cost of Capital
 Treatment of Risk
 Fundamental and Technical Analysis
 Basic calls, Puts hedging strategies
 Black & Scholes Pricing models

Required Reading
 I M Pandey, Financial Management, 10th Edition (Vikas Publication)
Recommended Reading
 Davies T & Pain B Business Accounting and Finance (2006) (McGraw Hill)
 McLaney E & Atrill P Accounting: An Introduction (2007) (Financial Times/Prentice Hill)
 Pike R & Neal B Corporate Finance and Investment (2005) (Financial Times/Prentice Hill)
 Bodie & Merton Finance (2005) (Financial Times/Prentice Hill)
 McClaney, E. Corporate Finance Theory & Practice (2006) (Financial Times/Prentice Hill)
 Mary Cary, Cathy Knowles & Jane Towers Clark, Accounting –A Smart Approach (Oxford University Press)
 John. C. Hull, Risk Management and Financial Institution (Pearson Education)
 B. Banerjee, Cost Accounting (PHI Learning Private Ltd.)
 John C. Hull, Options, Futures and Other Derivatives (Pearson Publications)
 Rajeev Srivastava, Derivatives (Oxford University Press)
 Kirk Patrick and Dahlquist, Technical Analysis: The Complete Resource for Financial Market Technicians (FT
Press)
 Mukherjee and M. Hanif, Modern Accountancy – Volume I(Tata McGraw Hill Publishing Company)
 Prasanna Chandra, Project Management (Tata McGraw Hill)
 Davies T & Pain B (2006) Business Accounting and Finance (McGraw Hill)
 McLaney E & Atrill P (2007) Accounting: An Introduction (Financial Times/Prentice Hill)
 Pike R & Neal B(2005) Corporate Finance and Investment (Financial Times/Prentice Hill)

Strategic Management
Module JACS Subject Code(s) ASC Category(ies)
Module Title Number and % of each subject

Strategic Management MBA402 N240 7
M 20 10 1.0

Assessment Type Duration/Length of Weighting of Assessment Approximate Date of
Assessment Type Submission
Coursework 3,000 words 60% End of semester
Examination 2 hours 40% Mid-‐semester
Aim(s)
This module will provide insights into the factors influencing the formulation and implementation of strategy.
These factors will encompass those external to the firm, such as market structure and demographic changes, and
those internal, such as style of leadership and organisation culture. The module also aims to facilitate the
understanding of issues arising out of the process of internationalisation. By the conclusion of the module
learners will be able to take these into account when recommending strategies appropriate for a variety of
circumstances.
Learning Outcomes
 At the end of this module learners should be able to:
 Evaluate and reflect on the influences driving demand within the business to consumer and business to
business markets and the factors influencing the strength of their influence
 Critically assess the strategic implications of various cost-‐output relationships
 Gain insights into relationships of the characteristics of markets to business performance
 Critically evaluate the various schools of thought in strategy
 Assess the role of culture, leadership, power and collaboration within strategic management
 Critically analyse the strategic position of a company and identify how it can gain sustainable competitive
advantage.
 Evaluate the strategic application of management information systems.


Total 200 hours
Indicative Content
 The strategy concept; strategic models
 Elasticities of Demand
 Economies of Scale and Scope
 The “Five Forces”, Behaviour and Performance
 The Resource Based View of the Firm
 Leadership Styles
 Organisational Learning
 Managing Change
 Power Relationships
 Networks and Partnerships
 Stage theory of internationalisation
 Business Process Engineering
Required Reading:

 Clegg, S. Kornberger, M and Pitsis, T (2005) Managing and Organizations London: Sage
 Johnson, G. Scholes, K. and Whittington, R. (2005) Exploring Corporate Strategy: Text and Cases London:
Prentice Hall
 Besanko, D., Dranove, D. and Shanley, M. (2004) The Economics of Strategy New York: John Wiley

Recommended Reading:

 Palmer, I. and Hardy, C. (2000) Thinking about management London: Sage
 Porter, M. (1985) Competitive Advantage: Creating and Sustaining Superior Performance New York: Free Press
 Pettigrew, Thomas and Whittington (2002) Handbook of Strategy and Management London: Sage
 Mintzberg et al (2005) Strategic Safari-‐A guided Tour through the Wilds of Strategic Management New York:
Free Press

Recommended Journal:

 Harvard Business Review

Marketing
Marketing MBA403 N550 7
M 20 10 1.0
Duration/Length of Weighting of Approximate Date of
Assessment Type
Group Presentation – 25/40
20 minutes presentation
and 40% Mid semester
+ report 1500 words
Individual Report – 15/40
Individual Essay/report 2500 words 60% End of semester

Aim(s)
The aim of the module is to provide learners with a practical understanding of how the dynamics of the
market, the business environment, consumer trends and behaviour and the organisation’s own capabilities
impact upon its ability to develop and deliver profitable customer propositions.

An emphasis will be placed on the application of key theories, concepts and techniques to develop an in-‐depth
understanding of a market and to develop appropriate marketing strategies and plans.

Learning Outcomes

 At the end of the module, learners should be able to:
 Understand the role and function of marketing in a variety of market and
organisational contexts.
 Critically evaluate and utilise marketing research data and methods to a given
market situation.
 Understand and apply the principles of organisational and environmental audits to
inform marketing strategies, decisions and objectives.
 Develop and justify a marketing plan and mix for a given target market.


Total 200 hours
Indicative Content
 The marketing concept: theories and concepts, planning, organisational context ( B2C/B2B/NfP)
 Dynamics of the marketplace: supply/demand, types of market, competitiveness
 Consumer behaviour: purchasing models/factors, decision making unit, purchasing
 Market segmentation/STP: methods of segmentation, targeting strategies, positioning
 Marketing research techniques: primary/secondary, quantitative/qualitative
 Analysing of research data to inform marketing strategies and plans
 Internal audits: organisational/marketing capabilities-‐ strengths/weaknesses
 Environmental audits: micro/macro/global, market opportunities/threats
 Developing marketing strategy: SWOT/TOWS analysis
 Strategic decisions: market selection, positioning, competitive stance, growth
 Operationalising the marketing mix for a target segment (4P/4C/7P)
o Product: categories, goods/services, lifecycle, USP/FAB, portfolio, new product dev’t
o Price: role of price, break-‐even/contribution, strategic/tactical pricing strategies,
o Place: role of distribution, channels, emergence of retail/e-‐tail channels, logistics
o Promotions: aims of promotion, promotional mix, push/pull/profile, IMC
o 7Ps: goods vs services, physical evidence, people, processes

Required Reading: all available as e-‐books
 Blythe, J. (2009), Principles and Practice of Marketing, Thomson ( Biz-‐Ed)
 Doole, I. and Lowe, R. (2008) Strategic Marketing Decisions. Thompson. London (Biz-‐Ed)
 Wilson M S, Gilligan C, (2005), Strategic Marketing Management, CIM/Elsevier (e-‐book)
 Kent, R (2008) Marketing Research: Approaches, Methods and Applications 1e ( Biz-‐Ed)
 Wilson A (2006) Marketing Research: an integrated approach 2e, Pearson, Harlow (e-‐book)
Recommended Reading:
 Blythe, J. (2009), Key Concepts in Marketing, Sage Publications, London
 Brassington and Pettitt (2007) Principles of Marketing 4th Ed , FT Prentice Hall
 Kotler, P. (2006), Marketing Management 12th Ed , FT Prentice Hall
 McDaniel and Gates. (2007), Market Research 7th Ed , Wiley
Journals: all available as e-‐journals via the LRC
 Marketing (e-‐jnl & print)
 Journal of Consumer Research (e-‐jnl to –1yr)
 European Journal of Marketing (e-‐jnl & print)
 Journal of Marketing Research ((e-‐jnl)
 Irish Marketing Review (e-‐jnl)
 Marketing Management Journal (e-‐jnl)
 Journal of Consumer Behaviour (e-‐jnl to –1yr)
 Journal of Strategic Mktg (e-‐jnl to –1 yr)
 Journal of Marketing (e-‐jnl & print)
 Journal of International Marketing
Other Sources:
 Chartered Inst Mktg (CIM) www.cim.co.uk

 Marketing Week www.marketingweek.co.uk
 Financial Times www.ft.com
 The Times www.timesonline.co.uk

Managing Change
Managing Change MBA409 N214 7
M 20 10 1.0
Assessment Type Duration/Length of Weighting of Approximate
Assessment Type Assessment Date of
Submission
Written Assignment 5,000 words max 100% May/December
Aim(s)
The main aim of this module is to provide a systematic knowledge and understanding of a range of approaches to
managing change, to the key themes that permeate the change management process particularly, strategy,
leadership, people, organisational structure and organisational process, and to encourage an appreciation of the
links between change management theory and its practice in different business operations and contexts.
Learning Outcomes
After completing this module the student should be able to:

 To appreciate and critically evaluate the main theoretical approaches, notions, concepts and schools of
thought on managing change
 To demonstrate critical insight into the nature and importance of the role of strategy, process, structure,
people and leadership within the field of managing change
 To critically evaluate the application and relevance of change management theory to practice within the
context of different business management and operational environments.
 To promote personal learning in relation to communication and presentation skills necessary to lead and
manage people through the change process
Learning and Teaching Delivery Methods
 WebEx Based Seminars 12 hours

Total 200 hours
Indicative Content
The module will cover the following main subject areas:
 Recognising the need for change;
 Measuring organisational performance;
 The role of organisational strategy;
 Preparing organisations for change;
 Organisational structure and processes;
 Developing a strategy for change;
 The nature and forms of leadership for successful change;
 Preparing organisations for change;
 Resistance to change;
 Leading, managing and developing people through the change process.

Required Reading
 Williams, A.P.O., Woodward, S. and Dobson, P. (2002), Managing Change Successfully, London: Thomson.
 Palmer, I. and Hardy, C. (2000), Thinking About Management, London: Sage.
 Burnes, B. (2000), Managing Change, London: Prentice Hall.
 Henry, Jane, (2006) Creative Management and Development. Sage Publications

Recommended Reading
 Clegg, S., Kornberger, M. and Pitsis, T. (2005), Managing and Organizations, London: Sage.
 Johnson, G., Scholes, K. and Whittington, R. (2005), Exploring Corporate Strategy, London: Prentice Hall.
 Dawson, P. (2003), Reshaping Change: A Processual Perspective, London: Routledge.
 Easterby-‐Smith, M., Burgoyne, J. and Araujo, L. (1999), Organisational Learning and the Learning
Organisation: Developments in theory and practice, London: Sage.

International Management

International Management MBA420 N120 7
M 20 10 1.0
Assessment Type Duration/Length of Weighting of Approximate Date of
Research-‐based assignment 2,500 words 50% Continuous
Class Presentation 20 minutes and 1,000 word report 50% Continuous
Aim(s)
The purpose of this module is to build students’ awareness that every management decision being made today is
influenced by global events, and naïve thinking about international politics, economics, cultures, exchange rates,
and foreign competitors can have quick and adverse effects on a firm’s bottom line. Therefore it aims to develop
understanding of the students about international dimensions of various aspects of management (For example,
Production, Marketing, Politics, Economics and HR.)

Learning Outcomes
After completing this module the student should be able to:

 Provide theoretical and practical insights to management students so that the real world of global business
and multinational corporations is better understood.
 Critically assess the political, cultural, legal, technological, competitive and other factors that shape the
strategies of multinational organisations in this world of globalisation.
 Develop and assess the knowledge and skills needed for effective management of people and processes in
global context
 Appreciate and critically analyse the complexity and application of corporate strategy, global strategic
planning and international trade in multinational organisations.
Learning and Teaching Delivery Methods
 WebEx Based Seminars 12 hours
Total

200 hours
Indicative Content
 International Business (Concepts and Characteristics)
 Multinational Enterprises (MNEs)
 Triad and International Business
 International Politics and Economic Integration (Special reference to Privatisation)
 International Culture
 Global Strategic Planning& International Trade
 Organisational Structures and Strategy
 Production Strategy
 Corporate Strategy and National Competitiveness.
Required Readings
 Rugman, A. M., Collinson, S. and Hodgetts, R. M. (2006), ‘International Business’, (4th Ed.) Pearson Education
Ltd.
 Luthans, F., Doh, J. P. and Hodgetts, R. M. (2006), ‘International Management: Culture Strategy and
Behaviour’, (6th Ed.) McGraw-‐Hill Inc.

Recommended Reading
 Deresky, H. (2006), ‘International Management: Managing Across Borders and Cultures’, (5th Ed.), Pearson
Prentice Hall.
 Mead, R. (2004), ‘International Management: Cross Cultural Dimensions’, (3rd Ed.) Blackwell Publishing

Journals
 Harvard Business Review
 Management Today
 Journal of Management Studies
 Newspaper
 Financial Times

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Master

of Business Administration

Educational aims of the programme

People and Organisation

 International Journal of Human Resource Management

 Chartered Inst Mktg (CIM) www.cim.co.uk

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