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The aim of the Economics for Business course is to develop in students a systematic approach to decision-making and the ability to recognise, use and interpret economic information from both within the organisation and the wider environment.


Different investment projects generate different cash flows and different levels of risk. The problem is that choices have to be made among competing uses for funds because businesses typically face constraints on the availability of capital.

Financial tools make it possible to reduce a bewildering array of cash flows spread over a variety of time periods to more easily comparable net present values. These tools enable the efficiency principles of economics to be applied in a rigorous manner. Financial concepts also provide the link between company operations and capital markets. It is impossible to understand the behaviour of the stock market without a grasp of the principles of financial analysis.


It is generally agreed that management development refers to the process by which individuals improve their capabilities and learn to perform effectively in managerial roles. But the enduring simplicity of this definition is deceptive. Each element attracts controversy. For instance, what exactly is included in the term development, and how is this to be distinguished from management training, education and learning? Why should we focus exclusively on managers and managerial roles? What is meant by effective performance, and how is this to be interpreted and measured?


Employee Resourcing is concerned with the range of methods and approaches used by employers in resourcing their organisations in such a way as to enable them to meet their key goals. It therefore involves staffing (recruitment, selection, retention and dismissal), performance (appraisal and management of performance), administration (policy development, procedural development, documentation) and change management.



Managers with a finance responsibility are expected to have a working knowledge of the principles and practices of financial risk management. Financial reporting is now seen as less important than skill in financial decision making. The volatility in financial and commodity markets clearly shows that firms face risks. Financial risk management aims to analyse, control, and if necessary, reduce those risks to an acceptable level. This is an essential aspect of financial management and one increasingly sought by practitioners. The course aims to integrate risk management as part of financial theory and practice.

The Financial Decision Making course aims to provide students with a set of accounting and financial tools that enables them to interpret and critique financial information from a variety of sources and to make informed and effective financial decisions that directly impact company operations.


The major problem facing chief executives is to make sense of a spectrum of information and apply appropriate tools and techniques in driving an organisation through a complex and continually changing competitive environment. The complexity of real life can be structured as a process involving objective setting, analysing competitive positioning, choosing a strategy, implementing it and adapting to feedback over time. All these steps are crucial and organisations succeed or fail depending on the robustness of their strategic processes. This means there are no easy answers to strategic problems and the solutions offered by business gurus can be seen for what they are: popular appeals to intuition, largely devoid of any conceptual or empirical basis. Strategic planning is above all about thinking effectively, and using the strategic process approach requires a sound understanding of the other core disciplines.


This course addresses the topic of performance management, a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organisation. Performance management systems are described as key tools to transform people's talent and motivation into a strategic organisational advantage. In addition, performance management is discussed as an integral part of all organisational units and not the domain of the HR function only.


Strategic Risk Management helps managers to identify and manage risk in all its dynamic complexity. It’s a potent tool kit with wide-ranging applications across both the private and public sectors.


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