Enterprise IT Strategy (MBA Option)

15 credits
Autumn teaching, year 3

In today's globally networked and volatile business environment, a key means of achieving business success comes from the ability to respond to new business opportunities before your rivals. There is a trend towards adopting corporate wide information systems such as Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP). Decisions must be made regarding strategic options such as outsourcing, cloud computing, emerging (and potentially disruptive) technologies. Effective strategy formulation and implementation are therefore essential. This module introduces the student to the concepts and processes of using information technology/information systems (IT/IS) to transform a company and gain competitive success. It provides the student with an awareness and understanding of Strategic Information Systems Planning (SISP), and the strategic analysis and implementation issues associated with the introduction of new technology.

We also take a critical approach to the strategic use of IT and question the real value of IT to organisations and how this is measured. This module examines, at a relatively high level, current research issues and themes which relate to the strategic use and management of information systems in organisations.

The aim throughout the module is to broaden your business and IT/IS perspectives; acquiring the practical skills required to develop and implement IT strategies; and on stressing the use of information and 'systems' as a strategic weapon. Emphasis is placed on the importance of frameworks for Information Systems management, the alignment of IT and business strategies, re-structuring business processes (eg BPR/BPO), IT/IS SMART outsourcing, Cloud Computing) and current trends in information systems management (including organisational analysis and IT evaluation/scorecards and benefitis realisation). You will be encouraged to study and comment on the relevance of these topics through discussion and critical review based on your professional practice.

Since this is a postgraduate-level the module is organised as a seminar (or series of seminars), and not merely as a series of lectures. This approach assumes that the lecturer, you and your fellow students can work together in a collaborative fashion. The role of the lecturer in this environment is to establish a framework and put together a set of materials for discussion, and to create the conditions suitable for learning. The underlying assumption is that we are all co-producers in learning.

Running the module as a workshop means that you and your fellow students are expected to participate and contribute equally to the discussion. It is assumed that you will have read and thought about the assigned materials before class and come prepared to contribute to the class discussion. The classes are intended to be a forum for critically reviewing and discussing the set readings; you are expected to participate fully in this process. Additionally, you are strongly advised to read more widely such as additional articles from any recognised journal in IS.

Innovation and Entrepreneurship (MBA)

15 credits
Spring teaching, year 2

This module aims to equip you with the knowledge to understand and the skills to manage innovation at the operational and strategic levels. The management of innovation is inherently interdisciplinary and multi-functional, so we aim here to provide an integrative approach to the management of innovation. Specifically, we aim to integrate the management of market, technological and organizational change to improve the competitiveness of firms and effectiveness of other organisations. The module argues that the process of innovation management is essentially generic, although organisation, technological and market specific factors will constrain choices and actions. The module provides you with a broader understanding of the entrepreneurial process and the development of new ventures. Conceptual foundations are matched with practical training to enable you to formulate and explore entrepreneurial ideas and opportunities.

Marketing Management (MBA)

15 credits
Summer teaching, year 2

Gone are the stable markets of yesteryear. Today's markets are characterised by rapidly changing customers' wants, accelerating pace of technological advances, and intensifying competition, presenting major challenges for both incumbent and upstart enterprises alike. For most organisations, marketing is a major determinant of success. This module is designed to help you develop an appreciation of the role of marketing and the management of marketing functions in the modern organisation. The impact of marketing and the contribution of marketing to organisational performance in the dynamic, globally competitive markets of today will be addressed. The module will also focus on what being market oriented really means, in practice, to organisations operating in manufacturing and service industries, as well as in profit and non-profit enterprises.

The module will introduce you to the theories, concepts, models, techniques and current best-practices for developing and implementing marketing strategies and actions. Marketing decision-making should not take place in a vacuum. The module will familiarise you with the components of market analysis and strategy development with respect to the organisation, its customers, competitors and collaborators. There will be more indepth coverage of marketing implementation and control issues through the concept of the integrated marketing mix: the product/service offering and customer service, communications, pricing and channels. Specific learning objectives include: developing knowledge and understanding of key theories, concepts and models in marketing to guide the development and execution of marketing strategies; developing the skills to critically analyse marketing situations facing organisations; gaining understanding of marketing decision options and refining decision- making and analytical skills and developing written and verbal presentational skills relating to marketing case studies.

Project Report (MBA)

30 credits
Autumn & spring teaching, year 3

This module will provide you with an introduction to social science research. The research process is first explained, and then consideration is given to the advantages and limitations of three of the most widely-used research strategies: i.e. case studies; questionnaire surveys and personal interviews; and the statistical analysis of secondary data. In addition, instruction will be given in how to carry out and write a good literature review, and how to write a Management Project Report in the style of a research paper.

Basic concepts and terms
Ethics in research, objectivity
Research planning, including structuring of research
Problem identification
Source of information, primary and secondary
Discussion of research topics, evaluation of conclusions
Practical application of statistical methods to research including data analysis
Presentation of research projects with discussion
Case Studies

Strategy and Leadership

15 credits
Summer teaching, year 3

This module, which is intended as an integrative and summative component of the programme, explores various aspects of the strategic planning process, including environmental scanning, strategy formulation & implementation, and strategy evaluation & control. Through case study analysis, it explores how leading firms use strategy to gain competitive advantage, and how they relate strategy and leadership in a wide range of different organisations and contexts.
Leadership practices are not restricted to those in formal leadership positions but happen across all functions and levels, necessitating the development of new concepts and frameworks and a more inclusive approach. Core leadership functions include communication, motivation and the creative construction of goals and options. Realising these in practice often involves skilled negotiation whether formal or informal, internal or external. The module introduces fundamental concepts and skills in negotiation, and the challenge of developing negotiating capabilities in a modern organisational context.