Primers in statistics, economics, financial statements and excel spreadsheets.

This unit requires students to provide leadership on a strategic, Board level issue facing their organisation. In doing so students will be required to apply the cross-disciplinary knowledge, skills and personal attributes developed during the degree to a significant strategic issue confronting their organisation. Thus, as in other parts of the course, the approach to the project must be integrative, international in scope, and build in the wider context in which the organisation operates. The unit will require the student to demonstrate the leadership skills, knowledge and attributes developed throughout the course. This is the final component of the EMBA, and as such will allow students to draw on the content and experiences from throughout the course. Students will work closely with an in-company sponsor as well as an academic mentor to ensure the project is both of substantial and practical value to the organisation and completed with academic rigor. The completion of this Unit of Study is the final component of the Executive MBA.

This unit will develop, though experiential methods, a critical appreciation of the application of different perspectives on leadership to business situations. It will achieve this by deconstructing and reconstructing new and existing perspectives of leadership in ways that are of value to the practice of leadership in organisations. Perspectives examined will include military, political, philosophical, dramaturgical, ethical and musical. Students will study specific leadership skills, knowledge and attributes related to different organisational and group situations. These include: creative thinking and acting; critical reasoning; strategic thinking; reflexive listening; identifying and managing power relationships; persuasiveness and; ethical decision making.

Today's business leaders need not only to understand core business functions but also demonstrate an ability to ask the right questions of functional specialists and integrate this knowledge in order to solve complex business problems. This unit provides students with an integrative appreciation of the core business functions, with particular focus on the disciplines of strategic management, organisational behaviour, human resource management, international business, marketing, supply chain management, management accounting and corporate finance. The unit also develops and enhances the ability of students to work effectively in teams, a critical skill for the effective management of complex processes in uncertain environments and provides key building blocks for the remainder of the program.

It is a huge challenge to launch a new enterprise, whether that business be developing a new product, entering a new market, or leveraging a new business process. This challenge is further complicated in the global environment, with businesses now operating across diverse cultures and countries. This unit introduces the issues facing the entrepreneur or manager who is creating a new venture. Topics to be covered include opportunity discovery and recognition, leveraging the start-up's (limited) resources and capabilities, financial modelling and sources of finance, and intellectual property management. Specific focus will be given to leading the entry of a new venture in developing economies, with their complex institutional and cultural environment. Over the two-week intensive programme, students will develop a business entry and financing strategy for an entrepreneurial venture. Central to the unit is the integration of theory and practice through workshops, visits and panel discussions. Students will pitch their new business to a panel of professional investors (if a start-up) or senior executives (if a form of corporate venturing), with feedback guiding their final documentation. The unit will initially take place in Bangalore, India.

Growing businesses are presented with a complex array of opportunities and challenges for maintaining and driving expansion. Leaders in these enterprises need to be able to assess and exploit these available options and, at the same time, to navigate pitfalls that impede growth. This unit of study offers a curriculum that addresses these opportunities and challenges. The course examines ways to get the most out of the firms strategic resources, explores the various paths to strategic corporate expansion, and present models for making key decisions faced by growth enterprises. Managing Growth emphasises hands-on experiences, including instruction from executives at leading Silicon Valley firms, on-site visits, and "live" projects with successful growth firms. The unit will take place at a location consistent with the growth theme. This will initially be California's Silicon Valley, a location which offers a showcase of internationally-renowned growth businesses. During the two-week unit students will explore the business environment, including the cultural, social and broader environmental context in which it operates.

This study program introduces the issues and challenges facing the consultant or manager charged with turning around a business in a stagnant or declining industry. It will take place in an offshore setting consistent with the mature industry theme. Over the two-week intensive unit the primary focus will be on developing a turnaround strategy for an organisation in the chosen location. This will involve independent research prior to attending the unit as well as on-site field work during the two weeks on location. Theory and practice relating to turnarounds will be integrated through workshop sessions, site visits, and talks from customers, producers, and others in the industry value chain. Students will also explore the business environment, including the cultural, social and environmental context in which it operates. The central ideas that lie at the heart of this unit include the following core concepts, all related to the management of corporate renewal and organisational change: re-positioning the business, re-branding the market offering, re-energising the business (and indeed the industry as a whole), re-thinking the role of management, re-defining innovation, re-considering the role of democratic principles and internal markets, and recognising the growing importance of institutional constraints on companies.