In the second year of your Business Management degree, this module supports your journey towards securing a future graduate job role which you will enjoy and thrive in doing! We combine gaining career insights from employers, recent alumni and networking opportunities alongside a focus on building graduate labour market knowledge, preparation for the graduate recruitment selection process and gaining relevant work experience in the field you are interested in.

Operations management is the core managerial discipline in all kinds of operation – from private-sector manufacturing through to public-sector services. It is about the human capacity to organise all the operations that underpin the modern world: transportation, the generation of energy, retailing, the production of goods, the provision of medical and educational services, and so on.

The module will introduce students to key concepts and themes of Operations Management such as operations strategy and performance objectives, operations design (e.g. layout, facility location and capacity), inventory planning and control, project management, quality management and supply chain management. These topics will be approached using a combination of qualitative and simple quantitative methods.

By the end of the course students should be able to:

• identify different kinds of operations and predict their characteristics
• apply basic planning and analysis techniques to particular cases
• understand operations problems and identify improvement strategies

Many organisational recruiters have identified the skills and knowledge they want to see from a prospective employee. Some of the top priorities are spreadsheet modelling, problem structuring, statistics, and project management.

Students will be introduced to Microsoft Excel and the basics of dynamic model building, including skills such as data handling, filtering and analysis, using functions, and charting, plus advanced techniques such as optimisation, simulation, and the use of Visual Basic for Applications (VBA) to automate models and construct decision support models.

The course will make extensive use of case studies and workshop-orientated learning tasks.

The main aim of this module is to provide students with a critical understanding of the ethical dilemmas that are associated with business and management. It will examine the various ways in which we make sense and speak about ethics, how questions of right and wrong occur and what responses they elicit. In simpler terms, if we describe ethics as being about sorting out right from wrong, our interest is on what constitutes ethical conduct, and on who the appropriate agent of this conduct might be. A critical understanding means that this module does not aim at providing answers or tools that would solve the various problems of ethics or that would guarantee the ethical behaviour of managers.

This module aims to advance knowledge of entrepreneurship by experiencing aspects of the business start-up process through project-based activities. It aims to help you understand you own enterprise skills and develop the ability to communicate new business ideas using opportunity business models in the context of business start-up.

Building upon Entrepreneurial Learning theories, this course prepares you to understand the core dimensions of an entrepreneurial mindset and guides you to find and assess opportunities, seek answers, gather resources and implement solutions regardless of your specific context or institutional constraints.

Human Resource Development (HRD) is a dynamic and evolving area that is part of Human Resource Management (HRM). This module follows on from the Human Resource Management module and assumes the centrality of the self in managerial discourses. Where HRM focuses on a wide range of processes that deal with the needs and activities of people in an organisation, within those processes HRD in the new economy is concerned with the theory and practice related to training, learning and development for both the benefit of individuals and the organisation. In 1989 McLagan proposed that HRD comprises of three main areas: Training and Development; Organisational Development and Career Development.

This module will take McLagan's three themes and offer a contemporary look at the tensions that occur when human resources (people) are exhorted through particular managerial discourses.

Human Resource Management is that part of management that happens to everyone, all the time. Nobody can escape HRM. We are all human resources and, therefore, it should not be a surprise that HRM has become very much a reflection of us – we find in HRM our own conceptions of ourselves, of work and of life in the 21st Century. The aim of this module is to understand how HRM is done and why we manage people in the ways we do.

The module introduces and analyses HRM as a complex part of management today in all organisations. OWT.223 examines aspects of employability, of performativity, performance management and of work motivations as key ingredients for the management of people in contemporary corporations, large or small, private or public. For you and your employability, it will be essential to understand what is going on in HRM and how this is done. You will have to be able to grasp the fundamental question of work: what is worth doing in the context of contemporary work? What is asked of you, and how do you have answer in return?

Also, it is essential to remember that every manager is always a human resource manager: they have to know how to recruit, how to communicate decisions and how to understand people and their motivation to work, how to think about individuals and teams, and about all the psychological and social aspects of work. No effective and respectable manager or executive can be a poor manager of people.

This module offers an introduction to finance. It covers the financial environment, including assets, markets and intermediaries, capital investment appraisal, an overview of the risk/return trade-off, and the cost of capital.

This module provides an introduction to the use of management accounting information for management purposes. This includes an examination of cost-volume profit analysis, the concepts of direct and indirect costs, and various costing methods. The importance of budgets to organisations and their impact on performance are also discussed.

This module examines several of the transformations that have arisen in contemporary organisations as a result of the introduction and use of information systems. In order to consider how information systems have been implicated in these transformations, this course will focus on three themes:

• Knowledge Management and Information Communication Technologies (ICTs)
• Informational devices and their mobilities
• The ethical dimensions of managing information and information systems

Each of these themes have been important in the study of the role of information systems within organisations. For each theme, one or more cases and/or readings will be introduced and discussed in detail over the course of ten two-hour interactive lectures. This will enable students to (1) familiarise themselves with key historical and contemporary developments, (2) to explore the challenges that the introduction of different forms of information systems may pose, and (3) to consider the scope for management action in response to these challenges. Students are required to produce an assessed group presentation and to sit an exam in the summer. The aim of both the lectures and these forms of assessment is to enable students to develop techniques, methods of analysis and research expertise relating to the place of information systems in contemporary organisations. By the end of the course, students should have enhanced their understanding of relevant theoretical and practical issues that arise, as well as having developed their critical and analytical skills.

This module provides you with the opportunity to further develop your knowledge of marketing management and its conceptual frameworks and techniques as well as to apply and adapt your knowledge of these frameworks to a diverse range of marketing management contexts. Going to market will be examined in terms of business buyer behaviour, consumer buyer behaviour, brands and brand management, channel selection and management, and international markets.

Various topics of interest to prospective managers are covered within this module, including production and demand, competition and strategic behaviour, advertising and distribution, capital budgeting and inventories, the foreign exchange market, the economics of the multinational enterprise and the politics of corporate economics. The module provides knowledge of aspects of microeconomics relevant to general management, and also emphasises techniques and tools of analysis alongside relevant theory.

The module is designed to as an introduction to aspects of the firm and its environment which are of particular relevance to management. The topics selected aim to bridge the gap between the traditional approach to managerial economics and the more modern study of the organisation.

In this module we look at the changing role and position of management and managers in organisations and society. Much of modern analysis of management emphasises a change in forms of management control from traditional authority through vertical hierarchical forms to ones which are more horizontal and look to incorporate employees into the organisation and its goals in ever closer ways. This happens for example through attempts to align employees identities, emotions and interests with commitment to the organisation: the much discussed capturing of hearts and minds. Another aspect of this is the manipulation of meaning in order to facilitate this identification of employee and organisation, usually discussed as the corporate culture movement. Together these can be taken as two significant aspects of modern management the management of meaning and the management of identity - which feature little in traditional management texts that emphasise management as the co-ordination of tasks and the control and deployment of resources.

However, it is important to see management and managers within the light of organisation analysis. Managers are not the autonomous agents they are often portrayed, first because they are also employees themselves (albeit in the position of formally representing the interests of capital), and second, they are also subject to organisational structures, cultures and power relations. Perhaps especially in the light of managerial control designed around commitment, integration and identification with the organisation, managers are tied in by the very control strategies that they themselves are promoting. However, as we shall see, there are also important tensions between the changing context of management and these forms of control which can lead to unintended consequences such as impression management and various forms of resistance.

Thus this module focuses on how management is a social process, and what this means for the lived experience of doing management. In exploring this we look at topics which are relevant for the day-to-day experience of managers, although rarely are these addressed in conventional management textbooks: issues such as humour, diversity, impression management and emotional management.

The underlying aim of this module is to show you that management and business are not merely a collection of techniques from several disciplines, but rather have a coherent cultural core which corresponds to a generalised, globalised system of values that have to be grasped and understood if management and business are to make sense at all. Therefore, we will seek to show how management and business are part of the broader cultural and historical nature of contemporary global society.

We hope you will understand that, as part of society and culture, both management and business carry within them the signs of all the major tensions, problems and crises that face us today in the world economy, in our relationship with the Earth and the natural environment, and in our relationships with each other as humanity. The module is designed to help you recognise management’s central place in this essential ‘system of crises’ and to understand that such crises are problems for managers with possibly far-reaching social and organisational implications, rather than incidental external matters that have no bearing on your future professional lives.

Strategic Management is about making distinctive choices concerning the direction and scope of the organization over the long term, in order to enhance its ability to create value and improve its prospects for organizational survival and growth. In a complex and turbulent environment, with rapid economic, regulatory and technological changes, strategising – the art of processing complex information thoughtfully and creatively and the ability to convince others of your analysis and recommendations – is a critical skill to acquire. The goal of this module is to provide you with an understanding of strategy that will enable you to discuss real-life business activities within a framework of contemporary strategic management thinking. This module is designed to encourage you to develop a personal and distinctive understanding and appreciation of strategising for different industries and in uncertain environments, through lectures, case analyses and class discussions.

It is often argued that "effective leadership" is a key factor in improving organisational performance. Yet, it is also increasingly evident that traditional understandings of what constitutes leadership - especially charismatic and transformational models - have not always lived up to their promise. Against this background, and building on what you have learned about leadership in ‘Introduction to Management and Leadership’, this module seeks to re-think leadership relationships and dynamics by introducing students to several perspectives on leadership and exploring their strengths and weaknesses. In particular, the course addresses leader-centred, follower-centred, cultural, and critical approaches and also explores other important issues and themes.

The course is designed to rethink leadership relationships and dynamics in ways that critically examine the facilitators and challenges to effective leadership that frequently exist in contemporary organisations and societies.

This module will provide you with a managerial and critical understanding of how brand strategy must integrate and balance a variety of perspectives such as the social, symbolic, and material dimensions of contemporary consumer culture with the managerial and economic determinants of organisations.

You will master the language of brand strategy, discover how the brand function fits with the other functions of an organisation, and learn how this knowledge can be applied in real marketplace contexts. We will also critically evaluate the role of branding in society and we will trace the history of “the modern brand”. A range of theories, concepts, strategies and practices designed to build, evolve and sustain brands will be addressed across a range of categories, product types and industries. You will be encouraged to think for yourself about the possible future brands and the necessity of branding in a changing world.

The module concerns the communications strategies and techniques used by new social movements, brands and people. We will study a spectrum of tools and media of communications, such as lobbying, design, sustainable communications (and greenwashing).

You will use action learning to develop a campaign strategy and creative work for a major UK government campaign. We will examine how protesters and social activists use communications, and you will be encouraged to think critically about how communications shape societies and human values.

In this module we look at how to study business operations, analyse the situation and develop appropriate information systems designs. The same techniques can be of value whether you develop them further and become an information systems professional or use them in general management or consultancy. There is an emphasis on practical application and extensive use of class exercises.

The techniques taught in this module are widely employed by analysts in the fields of information systems and general business consultancy, and the ability to analyse information requirements and design efficient and effective information systems to meet those requirements is increasingly recognised and valued by employers as an important management skill.

This module introduces up-to-date quantitative econometric methods used in applied research/empirical work. We will discuss various economic applications, including “returns to schooling” and “the effect of minimum wages on employment”. The module will also provide students with the data analytical skills necessary to conduct applied research in economics/policy analysis using popular statistical software, STATA. Key topics include linear regression, instrumental variables, causal inferences, binary choice models, panel data, time series modelling, and forecasting.

This module deals with accounting for complex entities, addressing concepts, issues and techniques.

It examines accounting for business combinations, goodwill and strategic investments (associates and joint ventures), and other aspects of consolidation, foreign currency translation and earnings per share, all within the context of modern accounting theory.

The objective of this module is to offer a practical introduction to the workings of today’s financial markets and institutions built on a theoretical base. Moving beyond the descriptions and definitions provided by other textbooks and UK university courses in the field, this module encourages students to understand the connection between the theoretical concepts and their real-world applications.

Topics include foreign exchange, stock markets, bond markets, derivatives, central banks' monetary policy and financial crises. We also look at how trading in financial markets takes place. This module prepares students for successful careers in the financial services industry or successful interactions with financial institutions, whatever their future careers.

The module will provide you with an alternative gendered and socio-political insight into the importance of entrepreneur and employee diversity in an increasingly globalised world. The module takes an interactive and practical approach to classroom learning to help you develop skills to explore the impact of gender and diversity on models of business, including the sometimes controversial facts and fictions presented in the media, policy and everyday societal attitudes towards management and entrepreneurship across the world.

This module provides knowledge that is important to those concerned with financial management in a multinational setting. Areas covered include the relationships between exchange rates, interest rates and inflation rates, forward, futures and options markets, and corporate exchange rate risk management.

Focusing on the microeconomics of labour and personnel, this module covers topics such as the economics of migration, wage determination, job search and labour market discrimination.

There is a particular emphasis on principal agent problems in human resources and the design of incentives within firms.

Economics theory is used to analyse the operation of labour markers and assess the empirical evidence. Areas covered include:

• the firm's demand for labour
• labour supply at an individual and aggregate level
• causes of wage rigidity
• the economic impact of trade unions
• inflation and unemployment

Organisational change is widely accepted as a defining feature of contemporary life. Most of the topics covered in management courses, for example, structure; technology; people; power; culture; strategy; leadership and learning, to name a few, assume the need for changes of one kind or another. This course of lectures and the associated seminar programme review some key ideas associated with approaches to change. Seminal approaches to the field that can be said to conceptualise change management are introduced and compared, particularly those at the micro - that is the individual and group level.

Material included in the course will help you understand your own and other peoples' reactions to changes. It will help you develop informed opinions about theories of change and will help you to understand how changes might be managed effectively. Expressed more formally, the course will

• introduce you to some key management and social, and behavioural science contributions in the field;

• help you to compare different orientations and to appreciate their relative strengths and weaknesses;

• help you to relate such ideas to actual events in organisations; and,

• help you to understand and evaluate your own approaches to the management of change and to evaluate management practices in this area.

Technology is widely regarded as an unstoppable engine of change that is driving the advance or progress of the modern world. It would seem that no corner of the planet is left untouched by the transformative power of technology: from computers and telecommunications technology to biotechnology, from genetic engineering to the production of designer drugs to control and reshape human behaviour, the technological (re)ordering of the world would appear to have no limits. Against this background utopian or dystopian depending on your viewpoint OWT.326 aims to explore the (inter)relationship between technology and organisation.

The lectures place a strong emphasis on the examination of accounts and representations, visions of technology, technologically mediated change in organisations and society (including issues of identity, power and surveillance), and the ethical dimensions of technology.

No prior knowledge of technology is assumed.

Central to this module is the Crossbay Contracting Game, a management game designed by the module convenor and his colleagues at HCS Ltd.

Three (health service) organisations are involved in a contract negotiation, and you will be part of the management team of one of these organisations. The contract concerns funding requirements for core activities over the coming financial year.

The main aim is to reach an agreement that is satisfactory to all three parties – but you must of course ensure that your own organisation is likely to come out of it well. Much of your time will be spent analysing the emerging situation and negotiating with the other parties.

Alongside this 'management' task there is also a modelling task. Teams are provided with a decision support system they can use to analyse the emerging situation and help them decide which strategies are cost-effective for their organisation.

The objective of this module is to attempt to develop moral sensibility and practical reasoning in the context of managerial everyday action in organisations. It will be concerned with morality in action, as it happens, rather than a removed reflection on codes and principles of ethics.

The module seeks to show that ethics in action is diffused and difficult. Nevertheless, managers and employees have a responsibility to ‘work it out’ for themselves. It is this ‘how to work it out’ that the module will keep as its focus. A number of case studies will be used as a basis for developing a moral sensibility so that managers will be able to act in a morally appropriate manner as part of their ongoing organisational action.

This module gives you an understanding of the economic and social impact of taxation and how these impacts influence the formation of tax policy. It covers the basic principles of UK income tax, corporation tax and other taxes, and teaches you the skills needed to perform basic tax computations.

This course involves a brief (and therefore rather packed) review of some of the main theoretical and empirical debates in the study of work and employment relations. Work is among the most defining experiences of individual lives and the particular form the employment relationship takes is among the core tenets that define the uniqueness of societal arrangements over time and space. Exploring various facets of work and employment is an endeavour that cuts across disciplinary boundaries economists, public policy makers, engineers, geographers, historians, among others, all have their views, interests and preferred methods of inquiry and manners of debate. Furthermore, even within disciplinary boundaries, there is no consensus on how to approach the subject matter, which questions to ask, and how to pursue the answers. In this course, the approach is sociological and the content is somewhat eclectic, being drawn from all of the aforementioned disciplines.