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Module overviews


  1. Each of the MSc Management programme routes has its own core and elective modules. Please consult course content for details of which modules are relevant to your chosen programme.
  2. The modules below apply to the current academic year and may be subject to change in the future. It is provided as an indication only.

Arts, Heritage and Tourism Marketing

  • Introduction
  • Marketing for tourism
  • Destination marketing and events management
  • Introduction to arts, culture and heritage marketing
  • Visitors’ agenda and experience
  • Visitor engagement
  • Leisure society and contemporary issues

Business Economics and Accounting

  • Markets, information and transaction costs
  • Organisations, costs and the profit motive
  • Competition and welfare
  • Strategic behaviour by firms
  • Global business and the macroeconomic environment
  • Performance and business decisions
  • Corporate financial statements and their interpretation
  • The role of management accounting information

Buyer Behaviour and Marketing Communications

  • Integrated Marketing Communications (IMC) and the Customer-Oriented Organisation;
  • Customer Behaviour Analysis - a historical perspective;
  • Marketing communications and the purchasing environment;
  • Attitudes, emotional responses, and the buyer's learning history;
  • The behavioural perspective model - an integrative framework;
  • Promotional activities, information processing and the buying decision;
  • Marketing communications and the Stone Age brain - an evolutionary perspective;
  • Individual versus organisational buying decisions;
  • Managing marketing communications - predicting and controlling buyer behaviour.

Change Management

  • Core concepts: the nature of change; organisational effectiveness and the nature of change management; process models.
  • Recognising and diagnosing the need for change: recognising the need for change; diagnostic models.
  • Managing the people issues: power, politics and stakeholder management; the role of leadership in change management; communicating change.
  • Shaping implementation strategies and managing the change: effective change strategies; maintaining control.
  • Interventions: types of interventions.
  • Sustaining change: the role of performance measures in the management of change; managing and monitoring the implementation; modes of intervening to sustain the change.

Competitive Strategies and Organisational Fitness

  • Selection and adaptation: The foundation of Organisational Ecology
  • Forms and populations
  • Emergence and demise of organizational forms
  • Legitimation and Competition, Density dependence and Density delay
  • Age-dependence of organisational Mortality Hazard
  • Markets and the Socio-Demographic (Blau) Space; Tastes
  • Organisational Niches
  • The dynamics of Niche-width
  • Resource partitioning
  • Organisational status, typecasting, middle status conformity
  • Cascading Organisational Change
  • The fog of change
  • Legitimating change, Leadership
  • Changing market position and organisational consequences
  • Organisational blueprints and employment relations


  • The role of the consultant;
  • The client relationship;
  • The engagement as a project;
  • Exploring the problematic situation;
  • Influencing change;
  • Evaluating an assignment and the team.

Contemporary Issues in Entrepreneurship

The following list of topics is indicative:

  • Corporate entrepreneurship
  • Country case studies
  • Policy for enterprise
  • Entrepreneurial experience and learning
  • Ethnicity and entrepreneurship
  • Family firms
  • Franchises
  • Gender and entrepreneurship
  • Geography of entrepreneurship
  • Habitual entrepreneurs
  • International entrepreneurship
  • Knowledge and technology-based firms
  • Management buy-outs/buy-ins
  • Social entrepreneurship

Corporate Finance for Managers

  • An Introduction to Corporate Finance and Corporate Governance;
  • Cost of Capital;
  • Capital Structure;
  • Payout Policy;
  • Mergers and Acquisitions
  • Financial Distress

Corporate Governance

  • Corporate Governance and the Theory of the Firm;
  • The Board of Directors;
  • The rationale for, and impact of, Best Practice Codes for corporate governance;
  • Investors and corporate governance;
  • Insider ownership and corporate performance;
  • Executive and Board remuneration decisions;
  • The market for corporate control: theory and evidence;
  • Corporate governance and corporate finance: capital structure and investment decisions;
  • International aspects of corporate governance.

Decision Making and Business Modelling

  • Data description and information presentation;
  • Probability and probability distribution;
  • Statistical inference and market research;
  • Correlation and regression;
  • Forecasting;
  • Inventory control and quality control;
  • Risk, uncertainty and decisions;
  • Queueing analysis;
  • Linear programming.

East Asian Business and Management

  • Comparative business systems
  • East Asian regional economic and business governance
  • East Asia economic miracle, crisis and recovery
  • Japanese business and management
  • South Korean business and management
  • Offshore Chinese business networks
  • Mainland China I: economic reform
  • Mainland China II: emerging business and management
  • East-West organisational and management learning and development
  • East-West business champions and pathfinder development

Employee Relations

  • Theoretical perspectives on the employment relationship
  • Key actors in employee relations, including unions, managers, and employer assocation
  • Management-workforce relations and negotiations
  • The role of collective bargaining and negotiation in the employment relationship
  • Participation and involvement at work – engaging employees in workplace and strategic decision-making
  • Workplace conflict in all its manifestations, and means of resolving these
  • Employee relations in multinationals, and the relationship between national business systems and employee relations

Employee Reward Strategy

  • Rewards and motivation; the social, legal and economic context; the importance of equity, fairness, consistency, and transparency
  • Reward management philosophies and strategies
  • Determining the relative worth of jobs/roles
  • Determining the market rate
  • Designing and implementing pay structures
  • Variable pay for performance: individual, group and company-level
  • Paying for skills, competencies, and flexibility
  • Employee benefits, pensions and non-financial rewards
  • Executive renumeration
  • International reward management
  • Evaluating reward management

Entrepreneurship and the Entrepreneurial Process

  • Entrepreneurship and the economy
  • Entrepreneurial process overview
  • Economic perspectives
  • Entrepreneurial business
  • Sociological perspectives and types of entrepreneur
  • Personality perspectives
  • Cognitive perspectives
  • Organisation context: knowledge and technology-based firms; corporate entrepreneurship; family firms; social entrepreneurship
  • Outcomes – firm and entrepreneur performance

Ethical Leadership

  • The content of this module will focus on the following theme: “Ethical Leadership: Decision Making in Global Business Environments”
  • Topics will include:
  • Accounts of Corporate Social Responsibility
  • Ethical Thought and Business Ethics
  • Models of Ethical Decision Making
  • The Paradox of Business Ethics (definitions and the relation between morality and law)
  • Business Ethics Management - The role of stakeholders
  • The relation between Employers and Employees

Financial Management

  • Costs for control and short-term decision making
  • Budgeting and performance measurement
  • Cash flow forecasting and working capital management
  • Long-term corporate decision making and managerial incentives
  • Investment appraisal and real options
  • Corporate debt management

Financial Planning and Control

  • Understanding Cost Behaviour.
  • Short term Budgeting.
  • Resource Allocation and Capacity Costs.
  • Activity Based Costing Systems and Activity Based Management.
  • Financial Measures of Performance, International Dimensions.
  • Balanced Scorecard.
  • Incentive Measures and Performance.

Fundamentals of Finance

  • An introduction to the financial theory
  • The valuation of risky future cash flows
  • Stock valuation
  • Bond valuation
  • Risk & return and portfolio theory
  • Asset pricing models
  • Market efficiency
  • Introduction to options and futures contracts

Further Topics in Organisational Behaviour

  • How can we understand individuals' experiences of work and management?
  • Identities and identification at work
  • Everyday organisational life (e.g. boredom)
  • Informality at work (e.g. humour)
  • Personal relationships at work
  • Internal politics at work
  • Management and the body (e.g. non-verbal communication)
  • Working lives and home (e.g. telework)
  • Dissatisfaction and resistance at work

Global Business

  • Globalisation: forces, drivers, debates: the new competitive environment
  • The Global Expansion of the Corporation – challenging traditional market expansion
  • International business theories and frameworks
  • The BRIC (emerging markets) economies and Bottom of the Pyramid strategies challenging the traditional market entry strategies of multinational corporations and transnational corporations
  • Managing in organisations operating across borders: beyond strategy, structure, systems
  • Typologies of international organisations – emerging new organisational forms
  • Intra-firm collaboration
  • Inter-firm collaboration: strategic alliances
  • International entrepreneurship and small and medium size enterprises
  • Mergers and Acquisitions

Global Marketing

  • Global marketing in the firm; Initiation of internationalization; Internationalization theories; Development of the firm’s international competitiveness
  • The political and economic environment; The social cultural environment; The international market selection process
  • Selecting market entry mode; Export, intermediate and hierarchical entry modes; International buyer-seller relationships
  • International buyer-seller relationships; Exploring suitable marketing mixes; Seeking marketing effectiveness and resource efficiency (Glocal approaches)
  • Organisation and control of the global marketing programme

Global Supply Chain Leadership

  • Global Supply Chains and Leadership:
  • Drivers for economic globalization (labour costs, resources, regulation, etc.)
  • Corporate strategy
  • Design of Supply Chains
  • Impacts and Alternative Visions for Supply Chains
  • Cultural impacts
  • Human and environmental health impacts
  • Decision Making and Operations:
  • Outsourcing and Partnering decision making
  • Conflict resolution in partnerships and contracts
  • Inventory policy decisions
  • Trademark, protection of intellectual property
  • Litigation and dispute resolution across borders

Green Supply Chain and Logistics Systems

  • Green Supply Chains:
  • Overview of Green Supply Chain Management
  • Evolution of Green Legislation
  • Life-Cycle Approach to Green Supply Chain Management
  • Green SCOR Model
  • Sustainable Development
  • Green Logistics Systems:
  • Structure of Green Logistics Systems
  • Inbound, Production, Outbound and Reverse Logistics
  • Green Logistics Management Strategies
  • Green Logistics Service Providers

Human Resource Development

  • Introduction: the nature and scope of HRD
  • Skills, training and strategic HRD
  • HRD policy and practice: organizational, national and international contexts
  • Critical: HRD: power and influence within political systems
  • Learning theories and models
  • Identification of learning, development, and training needs
  • Design and delivery of learning interventions
  • Evaluating learning interventions
  • Leadership and Management Development

Human Resource Management

  • The nature of human resource management
  • HRM, performance and commitment
  • Recruitment and selection
  • Performance appraisal
  • Diversity and equal opportunities
  • Downsizing and HRM
  • HRD
  • International HRM

Innovation and Technology Management

  • The role of innovation in the evolution of new markets
  • Invention and innovation
  • The influence of architectural and modular innovation on competitive implications
  • The role of alliances and strategic manoeuvring in establishing new markets
  • How innovations are communicated
  • Assets of the firm and innovation management
  • New product development
  • Distributed innovation, open innovation, and the implication of diversity on innovation
  • Breakthrough innovation
  • Technology-led vs Design-led innovation

Mergers and Acquisitions

  • Overview of M&As;
  • Takeover tactics and takeover defence;
  • Leveraged transactions and corporate restructuring;
  • Target valuation;
  • Empirical tests of M&A performance;
  • Value creation through M&As;
  • Cross-border acquistions and risk.

Moral and Corporate Trust: Trust and Business Ethics

  • Topics will include:
  • Moral Trust in Regulation and Compliance
  • Contractarian Ethical Theories and Trust Relations
  • Loyalty and Trust in Global Business Environment
  • Trust in Volatile Contexts
  • Trust Repair
  • Trust and Impartiality
  • Review of the role of Trust in Business

Multinational Finance

  • The International Business Environment
  • Currency Risk and Currency Risk Management
  • Foreign Direct Investment
  • International Capital Budgeting
  • Multinational Cost of Capital and Capital Structure
  • Country Risk Analysis

New Venture Creation

  • Entrepreneurial process and new venture creation
  • Opportunity recognition and development
  • Environments for entrepreneurship
  • Entrepreneurial strategies
  • Business plan and resource requirements
  • Creating the organisation - role of the entrepreneur and team formation
  • Obtaining venture and growth capital
  • Managing rapid growth
  • Corporate venturing, university spin-offs and social entrepreneurship

Operations and Supply Chain Management

  • The nature and scope of operations strategy
  • Design of products and services
  • Process design
  • Management of materials
  • Planning and control
  • Quality management
  • The nature and scope of supply chain management
  • Supply network design
  • Inter-organisational relations, e.g. partnerships, trust and power

Organisational Behaviour

  • Introduction to organisational behaviour.
  • Individual differences: personal and mental ability.
  • Management of attitudes and work motivation.
  • Leading others.
  • Organisational culture.
  • Managing group dynamics and teamwork.
  • Decision-making in organisations.
  • Trust within organisations.
  • An introduction to the management of change.

Project Management

  • Projects and organisational strategy.
  • Organisational structure.
  • Project definition.
  • Project planning techniques.
  • Risk management.
  • Time compression.
  • Project Teams.
  • Project review and performance.
  • International projects.

Retail Marketing Management

  • An introduction to retailing
  • Strategic planning in retailing
  • Retail institutions characterized by ownership, strategy mix, Web, non-store, and other forms of non-traditional retailing
  • Understanding consumer behaviour
  • Information systems and marketing research retailing
  • Trading-area analysis and site selection
  • Retail organization and human resource management; and operations management
  • Merchandise management
  • Pricing in retailing
  • Establishing and maintaining a retail image, and promotional strategy
  • Integrating and controlling the retail strategy

Services Marketing

  • Understanding Service Products, Consumers, and Markets
  • Applying the 4Ps of Marketing to Services
  • Managing the Customer Interface
  • Implementing Profitable Service Strategies

Social Marketing

  • The module covers four inter-linked areas:-
  • Development of Social Marketing: History and origins of modern social marketing; Philanthropy, propaganda and persuasive communications; Philosophical underpinnings
  • Disciplinary Approaches to Behavioural Change: Behaviour Analysis and Behaviour Change; Behavioural Economics; Marketing/Management; Psychology
  • Social Marketing Process: Situation Analysis; Segmentation, Targeting and Positioning for Social Marketing; Barriers, Benefits and Competition ;The 4 Ps in Social Marketing; Social Marketing Promotion; Evaluating, Planning and Budgeting; Social Marketing Ethics
  • Fields of Application: Crime and Anti-Social Behaviour Prevention; Education; Environmental Conservation; Health and Well-being; Not-for-profit and Charities Marketing; Social Problems/Issues

Society and Sustainability

  • The content of this module will focus on the following theme: “Society and Sustainability: Well-Being and Risk Assessment”
  • The relation between suppliers and competitors (ethical sourcing and fair trade)
  • Social Entrepreneurship
  • The Role of Governments as Stakeholders
  • Risk Assessment and the Impact of Technology
  • Ethical decision making in areas of conflict
  • Business Ethics and Immigration Policies

Strategic Brand Management

  • Part 1: The socio-cultural meaning of brands: A semiotic act of naming a product– from products to brands; Semiotics and the symbolic meaning of brands; Brands as symbolic resources for self and social identities; The principles of cultural branding
  • Part 2: Brand equity: Brand equity from financial and consumer perspectives; Stakeholders and brand equity
  • Part 3: Managing brands: Brand strategies; Brands and advertising; Global brands

Strategic Marketing Management

  • The Nature and Scope of Marketing
  • Segmentation, Target Marketing and Positioning Strategies
  • Strategic Location Management
  • Marketing Research
  • The Marketing Mix – Product, Price, Promotion, Place
  • Strategic Brand Management
  • International Marketing
  • Marketing and Innovation
  • Marketing in Other Industries
  • Strategic Thinking and Scenario Planning


  • Concepts of strategy.
  • Strategic purpose.
  • Environmental and industry analysis.
  • Analysing resources and capabilities.
  • Sustainable Competitive Advantage - including sources of advantage (cost and differentiation) and sustainability.
  • Corporate strategy - including vertical, horizontal and international scope, methods of development and managing synergy.
  • Corporate culture and strategy.
  • Strategic management processes.
  • Managing strategic change.

Strategy Simulation and System Thinking

  • System dynamics as a modelling method and feedback thinking
  • Causal loop diagrams
  • Stocks and flows
  • Time delays
  • Model structure and nonlinear behaviour
  • The modelling process
  • Software used to build models
  • Building and analyzing models
  • Management flight simulator (or microworld)

The Entrepreneur’s Environment

  • economic and policy environment, external market environment, internal firm environment
  • Drivers and barriers in firm start-up and growth
  • Market failures and policy intervention
  • Hard and soft support forms of policy intervention
  • Financial systems and capital access
  • Attitudinal and financial challenges to securing finance
  • Market environmental context and managing the external environment
  • Social capital and the roles of networks
  • International market environment and international strategies for entrepreneurship and innovation
  • Personal task environment
  • Building and sustaining the innovative and entrepreneurial organization
  • Corporate environment: clusters, and large-small firm relationships

The Science of Leadership

  • What processes lead to the perception of leadership and facilitate social influence and human performance?
  • Major theories which underpin our understanding of leadership which may include:
  • Implicit theories of leadership ·
  • Understanding alternative views of knowledge and their relation to effectiveness ·
  • Social exchange and social justice theories ·
  • Social identity theory and leadership ·
  • Leadership and change ·
  • Effects of ethical versus destructive versus sustainable leadership

Work and Society

  • The changing context of work
  • Meanings and orientations to work
  • Globalisation
  • Power and management control in organisations
  • Organisational culture
  • Emotional and aesthetic labour
  • Discrimination at work; equality and diversity
  • Flexibility
  • Organisational misbehaviour
  • Language, rhetoric, and organisational communication
  • Managing time at work
  • Service work