This course provides fundamental foundation and insight into the concepts and principles of business management. The course explores various components such planning, organizing, coordinating, directing, and controlling of business management functions within the impacts of internal and external environments.
Titular Professors
Professors
None
The course should enable you: 1. To gain a foundation of business management across industries and settings 2. To appreciate the relationship between the different areas of a business 3. To understand the structures and functions of each of the areas of a business 4. To evaluate business strategy from a critical standpoint 5. To encourage the spirit of entrepreneurship 6. To understand the effective use a Business Plan through creating a Business Model Canvas for a business
The course is structured in 6 main sections: 1. Management and Leadership 2. Strategic Planning and Decision Making 3. Entrepreneurship 4. Organisational Structure and Change 5. Operational environment 6. Social Environment and Corporate Responsibility By the end of this course, students should be able to have achieved the objectives set up for this course and have developed the competencies listed below: 1. Basic theoretical knowledge of the subject. 2. Critical thinking 3. Problem-solving skills 4. Decision making in business and management 5. Development of written and oral communication skills. 6. Teamwork. 7. Ability to search and analyze business and management information 8. Applying the concepted learned to a realistic Business Plan/Business Model Canvas Students should have the basic capacity to understand the functioning of a business organisation and to utilise this to create a realistic Business Plan/Business Model Canvas
The methodology utilised will be a combination of theory and practise. The theoretical component will focus on the understanding and development of the tools needed to understand the functioning of a business and to develop a realistic Business Plan/Business Model Canvas for an existing business or a potential business. Class sessions will be theoretically focused and developed through class room delivery methods with an emphasis on student interaction and application. The practical component is developed by student active participation and collaboration during class sessions, class activities, presentations and simulations and is a major requisite for success not only this course but success in the world of business. Work will be assigned on a weekly basis for completion for class activities or the learning portfolio. Such activities will include case studies, on line forums, integrated research activities and group projects.
The Course grade will be based on the following point breakdown: 20% Mid Term (written - individual, oral in teams assigned by teachers) 40% Business Model Canvas (Written and oral presentation) 25% Final Exam (Individual in-class assessment, short-answer format). Students must pass the Final Exam (grade of 5 or greater) to pass the course. 10% Participation (Punctuality, quality interaction, involvement and completion of assignments) 5% Innovation & Inspiration (Outside visits, activities, speakers, etc.)
Element of PORTFOLIO 2 work assessed Student: | Excellent (10 – 9) | Good (8 – 7) | Adequate (6- 5) | Poor Less than 5 |
Company globalisation strategy - background and positioning Max 25% | Excellent application of a clear, logical structure and excellent development of the company globalisation activities. | Good application of a logical structure and development of the company’s globalisation activities. | Adequate application of a logical structure and development o the company’s globalisation activities. | Poor application of structure and lack of development of depth or detail to the company’s globalisation activities |
Clear reasoning for the successes and failures Max 25% | Excellent discussion and logic given to explanation of why success and failure was experienced with clear insight and examples given to support argument | Good discussion and logic given to explanation of why success and failure was experienced with some insight and examples given to support argument | Basic discussion and logic given to explanation of why success and failure was experienced with limited insight and/or examples given to support argument | Poor or no discussion and logic given to explanation of why success and failure was experienced and no depth to reasoning or examples to support argument |
Undertaking of thorough research and use of appropriate sources (referenced appropriately) Max 15% | Clear, precise, fully explained and thorough research and analysis with relevant use of well-developed appropriate sources. Clearly and fully referenced. | Well explained research and analysis. Accurate and relevant use of appropriate research sources with good development. Clearly referenced. | Adequately explained research and analysis. Relevant use of appropriate research sources with some degree of reference. | Poor explanation or evidence of research and analysis. Lack of appropriate research sources or references. |
What are the lessons learned from implementing these strategies and discussion of which concepts of globalisation were expressed? Max 35% | Excellent expression and development of logical & critical conclusions with thorough analysis of research sources. | Good expression and development of logical & critical conclusions and analysis of research sources. | Adequate expression and development of logical & critical conclusions and some analysis of research sources. | Poor expression and development of either logical or critical conclusions and lack of analysis of research sources. |
Element of PORTFOLIO 1 work assessed Student | Excellent (10 – 9) | Good (8 – 7) | Adequate (6- 5) | Poor Less than 5 |
Environmental Analysis – background and reflection 30% | Excellent application of a clear, logical structure and excellent analysis of all the PESTEL components as applied to the company | Good application of a logical structure and analysis of all the PESTEL components as applied to the company | Adequate application of a logical structure and analysis of most of the PESTEL components as applied to the company. | Poor application of structure and lack of development or depth with little or incorrect analysis of the PESTEL components as applied to the company |
Organisational Strategies 20% | Excellent discussion and logic given to the choice of strategies considered with clear positioning and evaluation and thorough use of examples to support discussion | Good discussion and logic given to explanation of why success was experienced with some insight and examples given to support argument | Basic discussion and logic given to explanation of why success was experienced with limited insight and/or examples given to support argument | Poor or no discussion and logic given to explanation of why success was experienced and no depth to reasoning or examples to support argument |
Competitive forces and analysis 20% | The correct sources applied and discussed with clarity and understanding to show an excellent understanding of the competitive environment for the company | The correct sources applied and discussed with a good understanding of the competitive environment for the company. | asic application of the forces utilised to show a basic understanding of the competitive environment for the company. | Incorrect forces identified and discussed with little or incorrect understanding of the competitive environment for the company. |
What are the lessons learned from this and how does the company move forward Max 20% | Excellent expression and development of logical & critical conclusions with clearly identified threats and opportunities with thorough analysis of research sources. | Good expression and development of logical & critical conclusions and analysis of research sources identifying some opportunities and threats | Adequate expression and development of logical & critical conclusions and some analysis of research sources but little identification of opportunities or threats | Poor expression and development of either logical or critical conclusions and lack of analysis of research sources and none or incorrect opportunities or threats identified |
Undertaking of thorough research, use of appropriate sources (referenced appropriately) and style of the report Max 10% | Clear, precise, fully explained and thorough research and analysis with relevant use of well-developed appropriate sources. 5 sources utilised and very good interviews Clearly and fully referenced. | Well explained research and analysis. Accurate and relevant use of appropriate research sources with good development. 5 sources used. Clearly referenced. | Adequately explained research and analysis. Relevant use of appropriate research sources with some degree of reference but maybe not enough depth or number of interviews. | Poor explanation or evidence of research and analysis. Not sufficient evidence of interviews or depth. Lack of appropriate research sources or references. |
Principles of Management. (2015). Minneapolis, MN: Open Textbook Library. doi:https://dx.doi.org/10.24926/8668.1801 An electronic version of the book can be accessed via this link: https://open.lib.umn.edu/principlesmanagement/. Additional readings and focus are available for each of the major concepts and will be given as we go through the course. Students are advised to read business news from credible sources such as those below (free to access and subscribe): Knowledge@Wharton: http://knowledge.wharton.upenn.edu/ Harvard Business School Working Knowledge: https://hbswk.hbs.edu/ Pew Research Center: http://www.pewresearch.org/ World Economic Forum: https://www.weforum.org/ Strategy+business: https://www.strategy-business.com/ McKinsey&Company: https://www.mckinsey.com/ Deloitte Insights: https://www2.deloitte.com/insights/us/en.html Accenture: https://www.accenture.com/us-en
Students are advised to read business news from credible sources such as those below (free to access and subscribe):
- Knowledge@Wharton: http://knowledge.wharton.upenn.edu/
- Harvard Business School Working Knowledge: https://hbswk.hbs.edu/
- Pew Research Center: http://www.pewresearch.org/
- World Economic Forum: https://www.weforum.org/
- strategy+business: https://www.strategy-business.com/
- McKinsey&Company: https://www.mckinsey.com/
- Deloitte Insights: https://www2.deloitte.com/insights/us/en.html
- Accenture: https://www.accenture.com/us-en