These are the core and elective courses that comprise our masters programmes.
Our masters programmes are comprised from these courses. Each course take around 200 hours of study, each are examined by exam only. Pass one and choose the next... Browse through them below and you'll see which courses are relevent to your chosen programme.
Profit and loss accounts and balance sheets can tell you so much about the financial strength of an organisation. But you have to know what you are looking for.
This essential introduction to the vital discipline of accounting will help you dig deep into your company accounts. It will help you discover the true cost of your products and therefore determine how much to charge for for them.
And it will help you make effective decisions based on a thorough understanding of financial and management accounting techniques plus their strengths and weaknesses.
Alliance making for business success
In business, there are always opportunities to boost performance in collaboration with others, be it another company, a trade organisation or a group of like-minded people.
In doing so, you can share resources and knowledge and strengthen any areas of perceived weakness. This is particularly helpful if you’re looking to expand into new markets or product and service areas.
Alliances and Partnerships will provide you with the tools you need to evaluate the potential of any collaboration.
This course is all about making the right strategic choices. It will help you identify important new opportunities for business advancement, in areas such as new markets, technologies and global expansion.
Crucially, it will also help you to understand how you can exploit these opportunities, perhaps through internal expansion, acquisition or strategic alliance.
Competitive Strategy takes a topic-by-topic approach to the subject, providing you with a set of analytical approaches and tools to help formulate and evaluate the strategies that could make all the difference to your business.
We engage in consumer behaviour every single day of our lives. We buy and use goods and services constantly, whether we are at work, at home or on holiday. Yet how much do we actually understand the imperatives behind this all-pervading consumption?
Consumer Behaviour adopts a psychological approach to its subject matter. We look at issues such as: why consumers buy; what they buy; and how they respond to marketing and advertising influences.
At course end, you’ll get right inside the mind of the consumer to develop an understanding that could help shape your business in the years ahead.
The modern board of directors is not only responsible for the strategic direction of the company, it is entirely responsible for corporate adherence to an ever-changing framework of law. Balancing both can be very difficult to achieve, particularly if the people involved have little previous experience with legal issues.
Corporate Governance will help to establish a clear skillset for company directors allowing them to reconcile external and internal controls, risk management, competitive behaviour and adherence to corporate law.
Credit - and the risk it poses - has always been a major issue for businesses as they deal with individuals and other companies. But it is even more acute in times of economic uncertainty.
This course provides an understanding of the credit process, from good credit to bad, and the management of financial distress. The course will examine credit risk modelling, the assessment and management of credit risk and the problems that companies face during financial distress and bankruptcy.
As one of the key functions of the financial system and one of the analytical pillars of finance, risk management is a crucial component in business success.
In order to transfer and mitigate risk, a company will often turn to financial instruments such as derivatives, including forward contracts, futures, options and swaps.
This course will give financial executives an understanding of what derivatives can achieve and how they are priced.
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?
Vital questions all; this course will answer them.
It’s vital that business managers have a good grasp of economic principles. Here’s why: at a macro level factors such as the business cycle, interest rates and exchange rates directly affect product demand and cost of production.
At a market level, the type of competition, ranging from monopoly to perfect competition, determines profitability and business strategy. At a company level, efficiency principles, including marginal analysis, opportunity cost and profit maximisation, have a direct bearing on business success.
The modern business world is complex. Increasing globalisation, larger, more fluid supply chains and ever-growing routes to market have led to a more fractured business-employee relationship.
What this means for both the individual and the organisation is the focus of this course. It examines the employment relationship, the conflicts inherent to that relationship and the processes used to resolve these conflicts.
The result: a better, more empathetic approach to employee relations.
Every business says that people are the key to their business. But the best people in the world won’t be enough if you fail to harness their skills effectively.
This course analyses the key resourcing methods a company can employ, including staffing (recruitment, selection, retention and dismissal), performance (appraisal and management of performance), administration (policy development, procedural development, documentation) and change management.
Different investment projects generate different cash flows and different levels of risk. But how do you decide which project will bring most benefit and how do you balance the need for investment with the availability of capital?
One set of figures can help you answer these key questions: the net present values. This course will give you a clear grasp of the financial tools you’ll need to generate these figures and understand the principles of financial analysis and quality trade-offs, as well as project management techniques.
Managers with a finance responsibility are expected to have a working knowledge of the principles and practices of financial risk management.
But whereas in the past these managers would spend most of their days on straightforward reporting, the modern finance manager needs to be able to make important decisions for the future success of the business.
The rationale for this course is straightforward: to provide executives with the tools they need to analyse, control and reduce business risk in volatile financial and commodity markets.
Employees not only have their own job to do, they also need to support the organisation’s overall business objectives. Effective learning is key to this, which is why it’s essential that an organisation has a coherent staff development strategy in place.
Increasingly, that means work-based learning which is self-directed and focuses on increasing an individual’s flexibility and adaptability. This course will give the well-rounded manager, irrespective of their own role, the ability to provide that learning opportunity.
The concept of human resource management is simple: to ensure the people within an organisation are managed and utilised effectively. Achieving that key goal in practice is, of course, rarely that straightforward.
Human Resource Management helps executives understand the theory and the practice of HR, from a strategic and an operational perspective. In doing so, the course will help create HR managers capable of making a key contribution to the overall success of their organisation.
Influence can be defined as ‘the process by which we obtain what we want by affecting the thoughts, feelings and behaviours of others over whom we may have limited or no authority but who are able to make decisions that affect ourselves and our organisation.’
This course explains how people are influenced, how to exert influence, how to develop relationships with those around us to achieve personal and organisational goals and how to recognise influencing games played by other managers. These are essential skills for anybody wishing to put into practice the outputs of all the other courses in the EBS MBA.
In a global marketplace, boundaries are crossed, either physically or online, every hour of every day. As such, it is vital that we grasp the opportunities presented by cross-border transactions and understand just what it takes to communicate with consumers who may be on the other side of the world.
International Marketing provides an approach and framework for identifying and analysing the key cultural and environmental characteristics of any nation or global region and highlights the importance of viewing international marketing management from a global perspective.
Are people born leaders? Or can the characteristics necessary for leadership be developed? This course will help you answer these questions and, in doing so, enable you to understand the theories, issues and tools of leadership itself.
At course end, you will not only put yourself in a position to lead, you’ll have the tools at your disposal to develop leadership in your organisation.
Strategic planning in business is vital, of course. Translating those plans into concrete action can, however, be a rather complex process.
Making Strategies Work examines all the issues that both help and hinder a good business plan and shows how a series of intricate monitoring and control tools can keep the strategy on course.
The course introduces a practical and rigorous process to drive conceptual plans through to decisive action points that deliver results. It also ensures all responsible managers can align activities with strategic objectives effectively.
Change is an inevitability. It’s how we deal with it that counts. Managing People in Changing Contexts examines how the individual is affected by the process - and how the power of change can be harnessed for the benefit of both the employee and the employer.
It will help managers understand the key issues and provide them with practical advice, frameworks and tools to help them manage change more effectively.
International in outlook, the course draws on a wide range of original research cases and illustrations drawn from companies in the US, UK, continental Europe and Asia.
The world’s largest, most successful organisations are the driving force of globalisation. They also attract the world’s most talented executives; this is hardly coincidental.
Managing People in Global Markets examines how international organisations go about managing their multicultural workforce, what complications they may encounter in doing so and how they might deal with them. The course also discusses a number of other strategic and managerial issues with a bearing on global employee management.
Before we can become efficient, effective managers, we first need to manage our own skills, our own time and our own potential. Managing Personal Competence will help you develop the personal skills you need to make the most of your business and inter-personal qualities.
These include: self-awareness and reflection; self-management; communication; leadership and influencing; and managing the performance of others.
The course then looks at how you can best utilise those skills to influence others, whether in your own organisation or beyond.
In highly competitive markets the success or failure of a product or service may be determined by the marketing decisions you take. This course will help you make the right ones. It will also enable you to analyse and critically evaluate marketing opportunities and develop strategies and programmes in line with core business objectives.
With the explosion in virtual and multi-media channels comes important new opportunities to grow business.
Marketing Channels will show how market value and sustainable competitive advantage can be made by selecting and exploiting the right combination, ensuring you speak to the right people in the right way.
The course provides an up-to-date perspective of the relationships among marketing channels using the Channel Relationship Model (CRM).
Marketing Communications lies at the heart of both the relational and transactional exchange between a business and its people and customers.
This course will help executives to clarify their communication strategies through an examination of issues such as: the interlinking of corporate, marketing and communication strategy; the blend of internal and external communications; the relational aspects of network communications; the context within which marketing communications operate; and how audiences frame and interpret marketing messages.
Marketing Research provides a solid understanding of the marketing research process, as well as the skills necessary to undertake marketing research of both a qualitative and quantitative nature. The emphasis is firmly on the practical application of the discipline, using marketing research to solve real marketing problems.
It looks in detail at data collection methods, measurement instruments, sampling procedures and data analysis techniques. Extensive case study material offers insights into the problems and practical applications of the research techniques.
Mergers and acquisitions rarely create shareholder value. Which begs the obvious question: why not? There are three answers to this.
First, organisations need to be clear about their strategic fit; very often they fail to realise that their capabilities and market segments do not match. Second, the price paid is often too high as it reflects potential gains and not actual results. Third, the change processes necessary to achieve successful integration are rarely identified up front.
In examining real case studies, as well as innovative theoretical approaches, Mergers and Acquisitions will help executives to make better M&A decisions in the future.
A good negotiator can prove invaluable in business. This course aims to develop sound negotiation skills and help managers make decisions crucial to their own careers and those of their business.
It provides a thorough grounding in both the science and practice of negotiation and looks at how various academic disciplines, such as economics, psychology, sociology, politics, anthropology and mathematics, have contributed to the science of negotiation.
Organisational Behaviour examines the structures of our workplaces and looks at ways in which they can be improved.
The course looks at issues such as: our ability to motivate workforces and capitalise on their abilities; the ways in which we can develop appropriate incentives; the creation of effective teams; how to design an attractive job environment; and how we can best manage the dynamics of organisational change.
Understand the principles of organisational behaviour and you understand how you relate to other members of the organisation. This course gives you that understanding.
Performance management is a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning that performance with the strategic goals of the organisation. It’s also the responsibility of all organisational units, not simply the domain of the HR function.
The course looks at topics such as: the design and implementation of individual and team performance management systems; coaching; and feedback and measurement.
Students learn from more than 30 integrative cases and numerous examples from organisations in different sectors and geographies, as well as scholarly and practitioner-oriented bibliographic sources.
It may feel like we live in an ephemeral world, where each new idea fades almost as quickly as it was born. Yet, there are important lessons from history we need to heed, many of which are locked up in the heads of older practitioners in the field.
Much more than a chronology, Practical History of Financial Markets uncovers these theories and helps new generations to learn their import afresh. Fund managers in particular will value the historical context within which current events can be interpreted.
Retailing is perhaps the fastest changing industry of all. This course considers how retailers can both react to change and to instigate it through a rapid organisational response to changing consumer demands.
As well as examining operational functions of retailing, the course shows how the integration of marketing, buying and logistics functions drive the growth of retail organisations. The course also investigates future patterns for retail growth particularly in international/global retailing and in e-commerce.
Implementing organisational change can be seen as a project in its own right, with time, cost and quality trade-offs. Keeping the project on track, with a minimum of surprises, comes down to the way in which that change is managed.
This course provides you with the project management tools and techniques that, first, identify the processes involved, then set out how you go about achieving them.
Accurate information lies at the heart of all sensible business decisions. And as that information will often come in numerical form, it’s vital that you have the skills capable of interpreting it.
This course will not only help you organise and understand the all-important numbers, it will enable you to use those figures to make sound business decisions.
A thorough understanding of the methods and processes of business research is the key component of this course.
It looks at the concept of research, both original and applied, and examines how information can provide a greater understanding of your business and its successful management.
The course will examine semi- and fully-structured primary data techniques and show you how to write a research dissertation.
An integrated approach to sales management has a direct effect on sales performance. As well as providing a thorough and up-to-date overview of the accumulated theory and research evidence relevant to sales force management, this course considers the subject from a strategic perspective.
It also examines the practical actions managers can take to direct, influence and control sales staff, along with implementation issues such as sales force recruitment and selection, sales training, motivation and reward.
Service industries, such as those in finance, hospitality and retail, are central to the global marketplace. It’s vital therefore that their marketing strategies address the increasingly sophisticated needs of the international consumer.
This course will help you develop that distinctive approach, from planning to implementation, and covers issues such as consumer behaviour, customer relationships, communication and cross-border transactions.
Strategy is not a series of axioms to be learned by heart; it’s about the application of thoughtful analysis to real-world problems.
This course offers just that, with a series of case examples drawn from a wide range of industries and business situations, as well as colleagues who have demonstrated expertise in this field.
The subjects provide a framework for your understanding of the strategic negotiation process and help you apply the processes to a wide range of contemporary business situations.
The ultimate responsibility of the CEO is to steer their organisation through a complex and ever-changing corporate environment. It’s a journey that needs objectives to be set and strategies to be created, implemented and measured. This is not a straightforward process; there are no easy answers.
Strategic Planning, therefore, enables you to think effectively and use the strategic process to develop a sound understanding of the business opportunities and challenges you face.
Financial risk is often equated to corporate risk. It is, however, only one element in an organisation's overall strategic risk profile, alongside change risk, operational risk and unforeseeable risk.
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.
Managing projects in the Oil and Gas Industry.
Finance for the Oil and Gas industry
Strategic Planning for the Oil and Gas Industry
Strategic Negotiation for the Oil and Gas Industry