海角视频

Year 2 Core Modules

You must study and pass all four core modules

Brief description

Business Analytics is generally thought to comprise three broad categories: descriptive analytics, predictive analytics, and prescriptive analytics. You need no prior higher education experience in statistics.

Indicative content

• Descriptive statistics: Descriptive statistics to summarize data. Modifying data using Excel, measures of location, measures of variability, measures of association between two variables and data cleansing.
• Data visualisation: The most common forms of visualising data and when each form is appropriate. The human mind can process visual images such as charts much faster than it can interpret rows of numbers.
• Probability - modelling uncertainty: Basic relationships of probability, conditional probability, random variables and probability distributions.
• Descriptive data mining: Cluster analysis, association rules and text mining.
• Statistical inference: Sample selection, point estimation, sampling distributions, interval estimation, hypothesis tests.
• Simple linear regression: The least squares method and the fit of the model.
• Multiple linear regression: Extension of the simple linear regression model to incorporate multiple independent variables. Statistical inference in regressions, categorical independent variables, model fitting and prediction using regression models.
• Time series analysis and forecasting: Time series patterns, forecast accuracy, moving averages and using regression analysis for forecasting.

Brief description

Human resource management theory and practice.

Indicative content

• Introduction to HRM: Theoretical perspectives to HRM; practical approaches to HRM.
• Context and HRM: National, international, occupational, organisational and individual contexts of HRM in theory and in practice.
• Strategic HRM: Introduction to strategic human resource management; ‘best fit’ and ‘best practice’ approaches.
• HRM, work and wellbeing: Fair work; dignity at work; mental health and stress at work; the benefits and challenges of flexibility.
• HRM, equality and diversity: Inequalities in the labour market and in the workplace; managing diverse workforce.
• Managing conflict in the workplace: Conflict in the employment relationship; misbehaviour, discipline and grievance procedures; bullying and harassment; disputes.
• Contemporary HRM trends and future challenges: Continuity and change in work and employment; gig economy; (ir)responsible HRM.

Brief description

The tools and techniques associated with managing projects. Carry out an investigation into a project failure and recommend alternative actions which could have been taken.

Indicative content

• Project management and project teams
  Intepreting project specifications and objectives, and the requirements of project stakeholders; Key project challenges for individuals and groups: reviewing the key priorities of time and project management; Understanding the role of a project leader; Understanding team work and how effective teams function; Creating and contributing to effective project teams; Managing teams through project delivery; maintaining goal focus, and managing problems
• Project analysis and planning: Analysing project requirements and sub-tasks. Estimating timelines; deadlines and milestones and activity durations. Constructing a project schedule. Resourcing projects. Allocating and smoothing resources. Using Gantt charts to allocate and monitor resource allocation. Project management tools. Using project management software.
• Managing projects: Dealing with project risk. Evaluating the probability and potential impact of risk; contingency planning for risk management; project tracking and revision to completion. Evaluating project delivery and management: Analysing the effectiveness of project management processes and the impact of project delivery and non-delivery.
• Project management methodologies: The use of project management methodologies such as Prince2 and SCRUM.

Brief description

Introduction to research methods for real world research.

Indicative content

• Introduction to research: Explaining the nature and purpose of research; Classifying the different types of research (quantitative qualitative, mixed methods) and how they map within the different philosophical paradigms (positivism, interpretivism, pragmatism).
• Dealing with practical Issues: Identifying the main stages in the research process; Identifying/generating a research topic and setting research objectives; Developing a research strategy; Identifying ethical issues in conducting research.
• Searching and reviewing the literature: Explaining the purposes of a literature review and defining the main steps in conducting it; Searching, evaluating, organizing and synthesizing relevant literature.
• Data collection and analysis: Approaches to qualitative and quantitative data collection; Data collection using a mixed-methods design.
• Writing a research proposal: Purpose and structure of a research proposal.
• Descriptive statistics: Summarisng and visualising data sets; Exploring the relationships between variables.
• Inferential statistics: Hypothesis testing; Selected hypothesis tests.

Year 2 Option Modules

You must study and pass one option module of your choosing from Term 1 and two from Term 2.  

Brief description

The way in which people's lives are inter-twined with the `digital revolution from a sociological perspective.

Indicative content

• Everyday digital life: The sociological significance of the incorporation of digital technology within everyday practices. Examples of such practices include: shopping and consumption, education, and games and entertainment.
• The digital self: The use and impact of digital technology on the ways in which online identities are fashioned, primarily through the use of social media.
• Contemporary issues: Controversial and/or contemporary issues such as: the use/abuse of 'big data', bots and the Turing Test, higher education and the 'University of Google', trust and reputation online, data-mapped selves.

People, Planet, Profit

Brief description

Develop a range of skills, knowledge and techniques within the natural, technological and social sciences that are relevant to the study of environmental sustainability and concurrently, life in the twenty-first century. 

Indicative content

• The Challenge of Sustainable Development: Problems associated with life in the 21st Century and the relationship to scientific provisionalism and uncertainty are discussed.
• The Genesis of Sustainable Development Concept: Developments associated with the Club of Rome are outlined while Limits to Growth and the Tragedy of the Commons are discussed.
• Evolution of Sustainable Development: The Reo Summit and Suitability, and Policy Developments thereof will be discussed.
• Mainstreaming Sustainability: Sustainability and Mitigation, Adaptation and Resilience, as individual and social concerns, will be evaluated. And their role in transformation will be discussed.
• Communicating Sustainability: Human well-being, Environmental Justice, Environmental Policy and the practicalities of Sustainability in Scotland are discussed.
• Sustainable Development in Practice: Community Empowerment associated with Land Reform. Energy Production and Food Production in Tayside..
• Ethics and Sustainability Policy: Active citizenship and Globalisation.
• Innovating Locally, Transforming Globally: Transformations that are required to embrace Sustainability.
• Active Relationship for Sustainable Futures: Thinking Globally, acting locally.

Brief description

Social, managerial, economic, political and technical challenges and opportunities associated with emerging renewable energy innovation, production, supply and consumption.

Indicative content

• Renewable Energy Nontechnical Challenges and Opportunities: Social and political challenges and opportunities of renewable energy production supply and consumption. Economic and environmental challenges of renewable energy production supply and consumption. Strategic and managerial challenges of renewable energy production supply and consumption.
• Renewable Energy Technological Challenges and Opportunities:. Geotechnical and Geophysical information. Technical limitations and challenges of energy distribution systems and energy storage. Current technological development trend, collaborative innovation in renewable energy.

Brief description

Introduction to tax.

Indicative content

• Introduction to taxation: General introduction to UK tax system; Administration of tax system; Tax evasion; Tax avoidance; HMRC Charter; Introduction to Income tax.
• Sources of income: Basis of assessment and allowable expenditure; Capital expenditure; Personal allowances and reliefs; Income and losses arising from property; Employee’s liability for National Insurance contributions.
• Income from employment: Basis of assessment; Employment income; Non-taxable employment income; Deductible expenses; Administration of the Pay As you Earn (PAYE) system; Benefit-in-kind.
• Income from self-employment: The calculation of trading profits; Disallowed and allowable expenditure; Trading income allowance ; Basis periods for trading income; Commencement of trade; Cessation of trade; Change of accounting date; Capital allowances; Trading losses and relief; partnerships.

Brief description

Skills and knowledge required to manage the finance of an event.

Indicative content

• Sources of funding: Determining where funding will come from for your event; funding policies; funding applications to external sponsors; convincing sponsors of the benefits of funding your event.
• Budgeting and breakeven: Understanding the types of costs involved in the project;  Preparing a simple budget and analysing a complex (pre-prepared) budget; Creating a break-even analysis.
• Controlling finances: Pre-event controls, operational controls, post control mechanisms.

Brief description

The impact of festivals and events on their host communities.

Indicative Content

• Introduction: The theoretical background: Basic concepts, ideas, principles of festivals, events and communities; Forces-Stressors-State-Impact-Response (FPSIR) model)
• Types of events: Local community events to mega and online events
• Impact of events: Nature of impacts, impact assessments; Economic, social, environmental, tourism, political, psychological
• Future of events: Introduction to the future, industry perception of events future; future trends and issues. Live streaming.
• Stakeholders: Stakeholder theory Corporate Social Responsibility theory, 
• Case studies in events.

Brief description

The importance of digital technology in the marketing function in today’s organisation. 

Indicative content: 

• Introduction to digital marketing: Discussing the impact of digital transformation on the marketing function. Creating digital strategies that are integrated within the wider marketing strategy and support the organisational goals and objectives.
• Understanding the digital marketing environment: Examining the internal and external facets of the digital environment that the company operates within including competitors, the digital consumer and the wider digital landscape.
• The planning process: Exploring the models and methods of planning your digital strategies based on audit data, social listening and company objectives. 
• Media and tools planning: Selecting the appropriate tools and media to use to support the implementation of the digital marketing strategy.

Year 3 Core Modules

You must study and pass all three core modules.

Brief description

How companies can improve their competitiveness by using digital solutions.Exploiting technology to transform service delivery through Internet portals, intra-corporate connected environments, social networks. Transforming internal processes and ways of working with partners are strategic issues considered by most organisations, both large and small. 

Indicative content

• Meaning and scope of e-business and e-commerce: Introduction and overview: current trends and issues. The evolution of e-business.
• Analysis of firm's external environment: The macro-environment and implications for e-business ventures. Defining industry, segments and target markets for e-business.
• Analysis of firm's internal environment: The meaning of core competence in e-business; the four virtual spaces of the ICDT framework for interaction with customers; the meaning of the company's value chain and value network.
• Foundations of value creation in e-business: Understanding of what the value is and elements that contribute to value creation; the value grid and levers of e-value creation.
• Dealing with disruptive innovations in e-business: Successful imitation and the barriers to imitation; how companies can assess the threat of a disruptive innovation; the ways to deal with a disruptive innovation in e- business. The trade-off between richness and reach in e-business; customer relationship management in the digital context; the concept of mass-customisation.Business models and revenue models in digital business; Digital transformation: a blend of digital technology, people, innovation and creativity; Doing digital (i.e. tactical solutions) vs being digital (i.e. strategic solutions); Implementation by creating a competitive advantage; Protecting digital business from imitation.

Brief description

The effective mobilisation of a workforce and how organisations can only function if they are able to assemble together individuals and teams of people with the necessary skills, attitudes and experience to meet their objectives. 

Indicative content

• Introduction - The theoretical background: Employment Markets and Regulations. Resourcing Strategy. The Future of Work. Fairness and Diversity.
• The context of employee resourcing: Introduction; people and work; Global employment markets and regulation. The Fu.ture of work. Fairness and Diversity 
• Human resource/Talent planning: The meaning, purpose and importance of long and short term talent planning and succession planning; building long term organisational performance.
• Job analysis - producing a job description: The meaning and importance of job analysis and role analysis; methods of conducting a job and role analysis and competency framework; job descriptions; person specifications.
• Recruitment - attracting the right people: The recruitment process: defining requirements; attracting applicants; sending and receiving information; making contacts. Recruitment methods: Advertising; the use of the internet and social media; Application forms and CVs; Internal and external recruitment.
• Selection - choosing the right people: The selection process; sifting applications; shortlisting candidates; interviewing and other methods; Making an offer.
• Employee retention: Employer branding; Induction; Talent management strategies.
• The management of retirement, redundancy and dismissal practices: Retirement. Dismissals. Redundancy.

Brief description

The challenges facing contemporary business organisations in an operating context in which they are expected not only to demonstrate an economic contribution and shareholder value, but increasingly, to do so in a manner that reflects the interests of a range of stakeholder groups and being sustainable.

Indicative Content

• The changing context of business: The changing nature of organisations: from industrial to post-industrial society; globalisation structures, processes and arguments; 
• Sustainable business practice: Corporate social responsibility and The Business and Society Relationship; Corporate Citizenship: Social Responsibility, Responsiveness, and Business Performance 
• Employee well being at work: Employees as stakeholders: issues relating to privacy, safety and employee well-being 
• The role of third sector organisations; Social and economic exclusion and business; understanding the conditions of inequality and social exclusion; factors influencing social mobility, The social contribution of third sector organisations
• Corporate social responsibility:  Public Policy and governance: public and third sector 

Brief description

Current thinking on the effects of globalisation and culture on management practice and how national cultures shape the processes of employee development and organisational performance.

Indicative content

• Introduction: The theoretical background: The meaning and importance of managing across− cultures, perceptions and models of culture and cultural differences in organisation theory and management studies. The context and dimensions of managing across cultures, convergence and divergence theories, and classification of the different approaches to managing in different countries.
• Managing in the Anglo−Saxon countries: Analysing the Anglo-Saxon approach to management; Managing in the USA and the UK
• Managing in Asian countries: Effects of Confucianism, Communism and economic dynamism on management and organisation in East Asia countries; Managing in China, Japan and South Korea.
• Managing in Western European countries: Analysing the Francophone, the Germanic and other European models of management. The impact of the EU integration and expansion on employment and labour markets. Managing in France and Germany.
• Managing in Less Developed countries: From colonialism to dependency: the impact of international trade, transfer of knowledge and technology, ideologies and religious beliefs on management (mismanagement) and organisation in less developed countries. Managing in selected African and Middle−Eastern countries.
• Contemporary issues of cross−cultural management: Global ethics and global labour markets: Gender, race, disability and age concerns. International organizations' responses to changing demographics; International organisations' responses to skills shortages. International approaches to managing diversity; and the use of IT in International HRM.

Year 3 Option Modules

You must study and pass one option module of your choosing from Term 1 and two from Term 2.

Brief description

The individual contract of employment at common law, and under statute, and the regulation which applies to that contract.

Indicative content

• Formation of the Contract of Employment: Definition; form; jurisdiction and choice of law, continuous employment; fixed-term, retiring age.
• Administration of Employment Law: The Tribunals system; the Department for Business Innovation and Skills and other agencies active in this field e.g. ACAS, Equality and Human Rights Commission.
• Terms of the Contract: Minimum statutory requirements; express, implied, custom, collective agreements. Terms imposed by the common law and modified by statute. Employment protection provided by statute: e.g. suspension from work; family friendly working rights; pay; insolvency of employer; National Minimum Wage; working hours.
• Discrimination in Employment: General; Equality Act 2010 and protected characteristics of gender reassignment, race, disability, age, religion or belief, sex, sexual orientation, pregnancy and maternity, and marriage and civil partnership; equal pay
• Discipline and Grievance: Works' rules and procedures; ACAS recommended practice.
• Transfer of a Business: UK implementation of EU Directives; rights of transferred employees.
• Termination of the Contract of Employment: Notice; dismissal: wrongful, unfair; redundancy; remedies.

Brief description

The role of relationship building and customer experience management to business performance. 

Indicative content

• Defining the nature of customer relationship management: The use of data and insights to drive the strategic, operational and analytical aspects of relationship management. Aligning customer relationships with organisational visions and objectives. 
• Understanding customer relationships: Understanding the benefit of relationships to customers and to organisations. The use of technology to evaluate the customer lifecycle, develop customer loyalty and enhance the value of the customer relationship. 
• Customer portfolio management: The process of using data and insight to support segmenting, targeting and profiling customers andw to analyse the value of the various segments and provide them with tailored, relevant acquisition or retention strategies. 
• Customer experience management: Using various digital tools to support the delivery of customer-experienced value. Exploring how value of a customer experience is determined and by whom.  The difference between customer experience management and customer relationship management.

Brief description

The societal and political pressures organisations face to rapidly reach achieve zero carbon emissions. Develop the skills needed to evaluate an organisation's current environmental impact and create and implement a new strategy to reduce this impact. 

Indicative content

• Examine why environmental stewardship is important for any business to pursue, and why that importance will likely grow stronger in the future.
• Methods for evaluating an organisations current environmental impact
• Defining initiatives that fill gaps between the current state and the future vision and constructing a roadmap for achieving the vision.
• To introduce and explain business process transformation methodologies, with supporting technology and tools, that focus on increasing operational efficiency and reducing waste. E.g. IBM’s Green Sigma methodology.
• Frameworks for developing and implementing a green strategy, and illustrate the benefits many organisations have realised in each strategic area.

Brief description

The theory of policy development and its effects on organisations and vice versa. 

Indicative content

• What is public policy: The process by which governments translate their political vision and ideologies into programmes and actions to deliver outcomes and desired changes in the real world. 
• The policy process: The foundations, importance and goals of public policy. The stages of the policy cycle and the political factors that influence them.
• Theories of power and the policy process: Apply the theory such as, Rational Actor Theory and Institutional theory to real-world policy case studies. 
• How organisations shape and impact on policy: How organisations and industry representatives such as lobbyists can inform, persuade, pressure and influence governments, policy makers and public policy to help serve their interests. 
• Public policy and the operation of organisations: How public policies and government influence markets for sustainable businesses; Why public policy is important to sustainable business and business more generally; Key influencers and the impacts of relationship of public policy and why public policymaking does not always serve the public interest.

Brief description

Overview of successful events management; key considerations and stakeholder participation

Indicative content

• Event Management as an industry: The current economic position of the industry.  Recent events and how the industry is changing.  The impact of technology on the industry.  Types of events; The 5 ‘Cs of event management.
• Digital presentation: Creating and facilitating a Microsoft Teams meeting; using online tools for presentation of information (e.g. Moovly, Prezzie, videos). 
• Concept: Event Entrepreneurship Who, what, where, when and why.  Deciding on the theme/branding for the event; Understanding your audience and how you will ‘reach’ them through your branding and advertising.  Considering how the audience impacts on issues such as venue choice and how you will fulfil expectations.
• Coordination: Creating a schedule of activities; Finding, booking and organising suppliers; front and back of house staff recruitment and training; understanding stakeholder groups and managing them accordingly.
• Control: Conformance with legislation and regulatory frameworks e.g. supplier contracts, health & safety, employment How the budget should be managed; Making sure you have accounted for all costs;  Getting quotes; sponsorship; additional revenue opportunities.
• Culmination:  Ensuring everything is ready for opening ; Managing people movement/control; Back-up planning.
• Closeout: Reviewing what has happened and learning from mistakes.

Brief description

Spend a specified time in a business environment working in an area related to your programme.

Indicative content

• Placement preparation
• Placement briefing: Responsibilities of all parties involved; expectations; professional conduct. of placement; requirements of professional conduct.
• Experiential learning: Supervised Placement carried out 1 day per week for 10 weeks(preferred structure)or 10 day block; feedback; employer assessment, student reflection on performance while on placement.
• Placement check: Discussions will take place between the placement tutor, student and employer to ensure satisfactory progress is being made.
• Placement presentation: Prepare a Poster presentation focused on your placement learning and employability skills development, and on learning through experience to peers and employers.
• Business investigation/Business project: Research within the placement organisation, a business/management issue, or participate in a workplace project and report on the findings/outcomes.

Brief description

The skills and knowledge needed to launch a small business successfully. Acquire the personal and professional skills needed in order to develop a professional career and/or to succeed as entrepreneurs in Small and Medium sized Enterprises (SMEs).

Indicative content

• An introduction to entrepreneurship and an analysis of the skills and qualities associated with successful entrepreneurs.
• Generating successful business ideas.
• Environmental scanning.
• Developing a credible business plan that includes evaluating business ideas. Assessing risk and uncertainty; identifying potential customers, markets and market segments; assessing operations, USP and competition; price vs quality and profits.
• Presenting the business idea.

Brief description

How the complexities, dynamics and uncertainties of the contemporary business environment impacts on the organisation of work and the contemporary employment relationship. .

Indicative content:

• The future working context: The changing context of work, post bureaucratic society, Millennial, and high performance work contexts.
• The new employment relationship and new forms of control: Flexible work and the precariat, The changing nature of capital - emotional and aesthetic labour; The psychological contract.
• Conflict in the workplace: The changing nature of power and politics in organisational decision-making and management practice. The changing nature of contemporary employee relations; organisational misbehaviour and counter-productive work behaviours. 
• Human capital development: The learning organisation and organisational learning, technology mediated work processes, talent sourcing and human capability and knowledge management; career planning and development, rewards and recognition.
• Outcomes: Learning from high performance organisations; Engaging employees, employee engagement and discretionary effort; building organisational resilience.

Year 4 Core Modules

You must study and pass all five core modules

Brief description

Prepare for graduate recruitment by ensuring you have the professional skills required in the workplace.

Indicative content

• Analysing the job market: Determining the type of job you would like to move into. Thinking about sectors and finding out what employers want. 
• Skills audit: Undertaking a skills audit. 
• Preparing for work: Understanding the trends in your chosen field of employment and employers’ requirements for staff. 
• Topic specific activity: Options for study of different skills and knowledge.

Brief description

The main concepts, approaches and tools of strategic management in the contemporary business environment. The fundamentals of operations management, such as the supply network, inventory management, and the use of technology in operations processes. 

Indicative content

• Operations management in its organisational context: The operations function within the organisation and its relationship with other functional areas; The role of the operations manager.
• Performance Objectives, Operations Strategy and Operations Design: Measuring operations performance, operations strategy, different types of strategies, formulation of operations strategy, product and service innovation, Types of Innovation, stages of product and service innovation, 4Vs.
•  Capacity Management: Demand v. production, models of capacity planning, measuring capacity (utilisation and efficiency calculations).
• Inventory Management: Why hold stock? Costs of inventory, ABC analysis, economic order quantity, inventory management strategies.
• Technology in Operations processes: E-supply chain, IT application in supply chain system, enterprise resource planning, technology strategies.
• Supply Chain Management: The supply network; designing the supply chain (make or buy); supply chain stages; uncertainly and risk factors, purchasing and supply, materials and distribution management, logistics, balancing flow within a supply chain, managing bottlenecks and restrictions. Supply chain measures, six sigma, strategic alliances and collaborative partnerships, characteristics of supply chains in the contemporary global economy.
• Outsourcing: Make or buy decisions in sourcing strategy; supplier selection; outsourcing supply chain management; co- ordinating supply and managing supplier relationships & partnerships, supply chain risks management.
• The customer interface: Meeting customer requirements, forecasting demand, lean operations and JIT, lean principles, reducing waste.
• Strategy and the organisation: Strategic analysis; strategic thinking; levels of strategy.
• Strategy context: Industry analysis: turbulences and dynamics. Porter’s five forces.
• Business level strategy: Business level strategy and sources of competitive advantage.
• Corporate level strategy: Generic strategies; hybrid strategy; value chains.

Brief description

Overview of employee relations theory, practice and processes. It combines a theoretical approach to knowledge development in an applied and practitioner-oriented fashion. 

Indicative content

• The changing nature of employee relations: From industrial to employee relations; Employee relations theoretical explanations; Employee relations and the global economy; Employee Relations – parties their roles and functions,
• Employee relations in context: Local, National and International dimensions of employee relations; Trade unions, employer organisations and their role in employee relations; Employee relations and the law.
• The employment relationship: HRM and employee relations – learning from practice; Perspectives on power in employee relations; Partnership approaches to workplace relations; Organisational processes and the design and implementation of employment relations,
• Employee engagement: History of engagement; Definitions; HR approaches to employee engagement; enablers; Communication within employee relations and employee engagement and the role of ‘voice’.
• Employee relations and engagement: Learning from practice. HR practitioners (public-private), CiPD and TU.

Brief description

Undertake some practical research in response to a current business need of a real company and produce a suitable management report with recommendations.

Indicative content

• Analysing a problem: Using different analysis techniques such as data flow diagrams, entity relationship modelling and process mapping, examine problems to better understand the current position of the business.
• Innovation and innovation techniques: Using different creativity and innovation tools to help find solutions to business problems.
• Innovation for global growth (IGG): Work with multiple organisations - public, private and third sector, on a challenge they currently face. This will provide a scoping opportunity for the problem and a chance to test possible solutions. Prior to this event discussions on professional behaviour and communication will take place.
• Developing and presenting the solution: Take the solutions identified during IGG and further investigate their suitability. Develop one or more solution to provide an implementation plan for the organisation.

Brief description

The strategic aspects of HRM and how the subject relates to other management functions in the delivery of organisational objectives. Aspects of HRM within the context of organisations' globalised operations.

Indicative content:

• Theoretical approaches to the study of HRM: Problems and controversies. An integrative and international perspective.
• Business strategy and strategic decision making: Strategic implementation and HRM. The relationship between managing people and other key business functions.
• Employee resourcing: Strategic aspects of resourcing an organisation; Human Resource Planning; Strategic approaches to recruitment and selection; Selection methods and techniques.
• Strategies for human resource development: Performance appraisal and performance management; Models and approaches to employee development; The national and international context; Management development approaches and methods.
• Strategic reward systems: Financial and non-financial elements; strategic approaches to reward management.
• Employee relations: Strategic aspects of employee relations; trade unions and collective bargaining; employee voice; industrial action and the settlement of industrial disputes.

Year 4 Option Modules

You must study and pass one option module of your choosing. 

Brief description

Introduction to international trade. A practical guide to sell abroad profitably including the legal regimes applicable.

Indicative content

• Introduction to world trade: The economic rationale for international trade, barriers to trade and international markets. World Bank data, current trade developments.
• Building the foundations for exporting: Are you ready for export? Writing an export Business Plan, prepping for exports.
• Creating and using online marketing platforms: Online fundamentals, creating a social media and networking presence, marketing your business worldwide.
• Mapping your export journey: Choosing a product to export, exploring your territory, preparing and adapting your product for the export marketplace.
• Managing the transactions: Transport, logistics and fulfilment options; pricing and preparing quotations; getting paid.
• Some policies of the institutions and organisations: For example the Generalised System of Preferences and the incorporation of Development issues into International Trade regulation.
• The effect on business of the International Regulation: To include the Vienna Sales Convention 1980, with a UK focus, letters of credit, cross border guarantees, international carriage of goods, by land, sea and air.

Brief description

Contemporary accounting, business and management issues and to gain an in-depth understanding of current thinking. 

Indicative content

• Business and management: Contemporary issues in general management 
• Human resource management: Contemporary issues in human resource management, organisation theory and structure
• Marketing: Contemporary issues in marketing  
• Accounting and finance: Contemporary issues in accounting and finance

Brief description

The challenges of managing in complex international business environments.

Indicative content:

• Introduction - The theoretical background: Globalisation and international business; Analysis of international external business environment; political factors; economical factors; social factors; technological factors and implications for international managers; International trade theories and practices.
• International business strategies: Strategy and international business; Country evaluation and selection; Export and Import strategies; Direct investments and collaborative strategies.
• International and cross-cultural management: International Dimensions of Culture: Understanding various dimensions of culture; Hofstede's (1980) National Culture Approach and Trompenaars (1993) Cultural Dimensions. Implications for International Managers. managing employee relations in multiple contexts. 
• Managing in international contexts: Culture and negotiations: Understanding the relationship between culture and negotiations; how to reconcile possible conflicts regarding differences in culture and negotiations. 
• Contemporary issues in managing international business: Managing international work assignments, Understanding the implications of CSR on MNE decision making.