Strategic Management

Gain insights into the practice of strategy formulation in their relevant contexts by studying cases of how organizations have deployed their capabilities to achieve strategic outcomes in their lines of business.

• To understand and apply the concepts, principles and frameworks for formulating strategy.
• To consider and discuss how strategic capabilities may be developed and deepened in your organization so that you may more effectively achieve strategic outcomes for your organisation.

People Management

The global economy presents many opportunities and challenges for businesses and their leaders.

Managers need to develop a repertoire of people management capabilities to remain effective. This course aims to give you both theoretical and practical understanding of what is required to lead people in organizations, be it in your own country of origin, in a different country, or leading across many countries or cultures (where people may be similar or quite different to you in different respects).

You will realise the importance of developing interpersonal relationships and building social networks, and gaining better self-awareness when working within teams and alongside ‘machines. It will also prepare you to lead yourself and teams authentically in a VUCA workplace within a world with ‘less work’.

You will gain insights about your own leadership competencies and will get a chance to further develop many of them, acquiring a systems perspective of your role as a leader in advancing the good in the workplace and society. You will also gain a deeper understanding of organizations’ perspectives on talent management and how firms use strategic human resource processes to ensure the execution of business strategies. 

• Acquire knowledge and self-awareness about the competencies required to lead people in cross-cultural situations. 
• Acquire knowledge and skills for understanding how organizations use Talent Management strategies to facilitate employee performance.
• Know yourself as a leader.
• Understand others from their perspectives.
• Appreciate the importance of developing your social networks.
• Apply appropriate leadership approaches to lead teams effectively.
• Envision the bigger context of your leadership role.

Operations

The operations function in an organisation is responsible for the design, control, and improvement of systems concerned with the production and delivery of goods and services. As operations account for a significant portion of the value add and cost in any business, even a small advantage in operations can mean the difference between winning and losing in a competitive marketplace.

• To support corporate strategy
• To inspire business model innovation

• This course will use a mix of case studies,  exercises,  videos,  games,  and lectures to convey the course content.
• Students will acquire knowledge relating to consulting, entrepreneurship and other  business  functions  (e.g.  finance, marketing)
• Provides students with a better perspective on the overall workings of a business organization.

Business Ethics & Corporate Governance

Business ethics and Corporate governance (BE&CG) will stimulate the mindset of managers and leaders to balance the key, often conflicting priorities faced in leadership, business, government, family-owned businesses, and in the not-for-profit work environment. The aim is to develop strategies to make difficult, but crucial organisational decisions, considering the dynamic external environment.

BE&CG provides insights into what it takes to develop and/or strengthen an effective governance structure to enable the organisation to meet increasingly challenging goals aligned with different stakeholders’ sometimes conflicting needs. We will discuss pertinent and topical issues to provoke you to think about what accountability and responsible risk-taking really mean and foster an understanding of incorporating and embedding ethical practices in your strategy.

We will cover ethical leadership, corporate social responsibility (human rights, labour, and the environment), anti-bribery and corruption, and corporate governance.

Cultural Intelligence & Business Negotiation

The global economy presents many opportunities and challenges for businesses and their leaders. Senior executives need to develop a repertoire of strategic leadership capabilities to remain effective and manage stakeholders. One of the most important capabilities needed is cultural intelligence (CQ) – the ability to function effectively across a variety of cultural contexts. 

This course will equip you with a working understanding of CQ and, with a three-step process (self-awareness, cultural mapping, and style switching), enable you to work more effectively across cultural boundaries globally and in Asia.

Not many objectives in life can be achieved unilaterally. To get things done, we often need to obtain the agreement and cooperation of other people or organisations. Negotiation is essential not only in a professional or business context but also in social and personal settings. Strong negotiation skills are, therefore, an important prerequisite for professional and personal success.

You are a good negotiator if you can get what you want from your negotiating counterparts; you are an excellent negotiator if those negotiating counterparts are happy to deal with you again. Good negotiation skills can be innate; excellent negotiation skills require careful thought and attention to the process.

This module is designed to allow you to have a deeper understanding of your own negotiation strengths and weaknesses, to equip you with the tools and framework for analysing and preparing for negotiations, and to help you hone the negotiation skills so crucial for success in leadership roles and dealings with internal as well as external parties.

This module adopts a variety of instructional methods, from lectures, videos, and discussions to experiential learning through role-playing and simulation exercises. The negotiation exercises are drawn from a variety of contexts and include bilateral and multilateral negotiations. The exercises will cover negotiations for deal-making as well as negotiations for resolving conflicts or disagreements. 

• To understand what culture is and the different spheres of culture (national, regional, industry, company, etc.) 
• To discern the different dimensions of national culture and the underlying assumptions of one’s own cultural perspective 
• To understand the cultural intelligence framework and its implications for executives working in global industries 
• To enhance their awareness of their strengths and weaknesses in managing cross-cultural situations 
• To enhance their repertoire of strategic leadership capabilities 
• To develop a plan for enhancing cultural intelligence personally and throughout their organization 
• Understand basic principles of negotiation
• Utilise a framework for negotiation
• Prepare for and conduct negotiations in a structured manner
• Establish and maintain relationships in a negotiation
• Adapt negotiation strategies and tactics in different contexts and settings