Leading at the competitive edge requires sustaining the operation while being
affected by unexpected changes. The focus of this module will be the acquisition
of skills necessary for evaluating macro-economic data, anticipating risk and reward,
and designing strategies for positioning the business in global marketplaces.
Subjects covered*:
*Sample of courses offered in the past.
International Financial Management II
This section of the course extends the work undertaken in the first module with
an emphasis on financial decision-making during times of uncertainty. Issues
in capital structure, dividend policy, mergers and acquisitions, financial strategy,
application of financial practices to non-corporate entities, and international finance will be addressed.
Strategy
The strategy course is generally thought of and treated as the capstone course in
an MBA program. All the other functional courses, tools and capabilities that have
been taught in the MBA program are brought to bear on problem and issue identification
in this course, accompanied by an analysis of these problems and issues faced by
the firm or industry under discussion. In addition, the field of strategy has developed
some of its own specialized analytical tools for use. The end objective
to provide strategic recommendations to the firm regarding its performance.
As a consequence, strategy is both demanding and rewarding - demanding because it
marshals such a wide scope and makes such high intellectual demands, rewarding because
it provides great satisfaction when challenges have been met well.
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Operations Management
This addresses one of the major functions of the organization - the delivery of goods and services to meet customer demand. We describe marketing as the management of demand, and operations as the management of supply. Operations managers in multinational environments need to carefully maintain and direct resources, capital, labor, technology and information, whilst considering the increasing pressure for “more, better, faster” customer service, quality and use of appropriate technology.
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National Strategies and the Global Economy
Operating in a global environment gives managers and decision makers access to new markets,
natural resources and low-cost-factor endowments, but it will also increase the risk. Mitigating
these risks requires foresight and skills to project future events and is the main focus of this
course. You will also gain a conceptual and practical understanding of the strategic issues faced
by individual members of this global community of MNCs and the Nations, focusing on four elements:
(1) the economic landscape of countries in terms of domestic activities; (2) trade and global interdependence;
(3) government policies and their impact on domestic and international stakeholders; and (4) evaluating
the implication of these on global strategy faced by the MNCs, as well as domestically operating companies.
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Consulting Methods
Consultants have been specifically trained to diagnose a client situation,
arrive at the client dilemma and sketch a framework for approaching it.
This course will present a consulting case methodology for approaching the
required Action Learning Program and on completion, students will be armored
with a powerful and professional framework for interactions with clients from any industry.
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Project Management
An introduction to project management, this course covers the basics,
including project definition, initiation, planning and execution. Part of Module B
"integration," it is a one-credit course that serves two purposes: (1) to introduce
participants to the increasingly valued discipline of project management, (2) to assist
participants in executing their Action Learning Programs. Time will also be spent on the
techniques of using software and applications designed to assist in the management of projects.
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