Global Local Business Skills Courses
This course introduces students to the theories and concepts related to human behavior in an organizational environment. It is generally organized around three levels of study. Attention will be given to the behavior of individuals, the behavior of groups, and how these behaviors affect the overall performance of the organization. Emphasis will be placed on individual differences, attitude, job satisfaction, motivation, performance, leadership, group dynamics, conflict resolution, stress management and change management.
This module mainly covers two parts. The first part involves handling data and associated analysis. A manager in the twenty first century should know how to make a better decision utilising the seemingly overwhelming available data sources such as the computerised business information systems and the Internet. More specifically, the students will learn how to use spreadsheet to summarize the information, analyse the data and draw conclusions from the data.
The second part of the module is designed to help managers to make use of models in making decisions. The students will learn how to create effective and efficient spreadsheet business models. The emphasis of this module is on practical applications and real-world problem solving. Students will be made aware of the interdisciplinary approach to data analysis and model building. In addition, using Microsoft Excel will allow students to greatly expand their computer software skill for quantitative business decision making.
This course prepares economics backgrounds for business executives with concepts and tools in the disciplines of “economics of strategy” and “macro economic analysis”. The students would gain insights on the key issues of business strategy and the impacts of government and government policy on business in a globalized world.
The object of this course is giving students basic accounting technologies and skills training, and let them have the abilities of understanding basic accounting system, analyzing financial states, choosing financial policies, preparing budget, making operation decision and capital investment decision not only in local business environment but also in global business environment.
In this course we will pay more attention to understand financial reports and financial policies. In all, through this course the students will have the abilities of using accounting information in their future work.
This course focuses on knowledge and theory associated with the management of human resources. With growing world interdependence and greater internationalization of business, managers must be able to adapt to increased international involvement to changes in human resource management practices and policies necessary to achieve or sustain global competitiveness. Thus, emphasis will be placed on HRM topics with respect to both local and international perspectives. Both strategic and functional aspects of HRM will be covered.
The objective of this course is to provide students with a thorough survey of the principles of corporate finance. The course first introduces tools and techniques, including Time Value of Money, Net Present Value Analysis, and Risk and Return. The rest of the course focuses on the applications of these tools and techniques on common, important issues in corporate finance, including Capital Budgeting, Capital Structure Policy, Mergers and Acquisitions, and Corporate Governance. Underpinning this entire course is the concept how transaction costs and opportunity costs affect cooperation among people, and how to create value. The course will incorporate the theory of firm from the field of economics, and use derivatives to explain the meaning of ownership and power (authority) in corporation.
This course focuses on business level marketing strategy and uses the marketing planning process as the framework for understanding the integration and coordination of marketing decisions at local level and international one. You will develop skills in creating and evaluating marketing plans, strategies, and implementation programs so that you will be better prepared to manage the marketing problems you will encounter in your profession. As part of the course requirements, you will prepare marketing cases for class discussion, conduct environmental, competitive, and customer analyses, and develop several strategic marketing plans. The course also makes extensive use of team-based assignments and active class discussion. Master classes, cases and in-class discussions will focus in both global and local perspectives.
Everything you do is an operation. And even if it is done well, it can be done better. The discipline of operations management is about systematically doing things better. The lessons learnt over time have been captured into a body of knowledge, to which this course is a brief introduction. The ultimate goal of the course is to enable you to make practical use of that knowledge, whether in your professional or personal life.
Traditionally operations management is associated with technically complex procedures and calculations due to its origins in operations research and engineering. However managers need to deal with systemic complexity given the many parts that make up contemporary organizations and the dynamic, geographically dispersed nature of many of these organizations. Hence the emphasis of this course will be managerial rather than technical.
Operations strategy is the starting point of well managed operations, whether in manufacturing, services or the government. To meet the strategic objectives the operational capabilities (e.g. equipment, people skills, planning and quality management) of the organization must be strategically managed to create value for customers. This course takes an integrated view of operations, because all the parts of the operation must work together to satisfy customers.
While the course is an introduction to business and corporate strategy in the global context, some familiarity with strategy ideas is assumed. The module will introduce some of the more advanced ideas typically found in the leading journals. The view taken is that strategy is concerned with the creation, discovery, and exploration of opportunities to increase and sustain an organization’s economic value. Strategic decisions are future orientated, concerned with substantial irreversible resource commitments undertaken in the present in anticipation of uncertain future benefits. Much of contemporary strategy thinking is concerned with the question of why firms differ. The related question is concerned with why some firms are able to sustain performance differences even after all attempts to imitate them have been exhausted. Addressing these questions has been a challenge for scholars as well as the working executive. While the course does not suggest there are any obvious answers to these questions, there are some approaches to strategy thinking that look more promising than others.
There are now many perspectives on strategy yet three underlying strategy logics have tended to dominate the field. It is these logics we draw on to inform our discussions of strategic management