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Level 7 Postgraduate Certificate in Business Administration

The Postgraduate Certificate in Business Administration programme (“PGCBA”) is the stepping- stone towards an MBA qualification. On completion of this postgraduate certificate students have two options:

  • continue to a Postgraduate Diploma with LEB carrying a 120 credit exemption which can go towards an MBA top-up degree with an LEB partner university; or
  • enroll on an MBA with an LEB associated university in the US with 12 credits transfer. These flexible pathways enable students to choose their preferred pathway and degree to meet their individual needs.

Overall Programme Outcomes

On successful completion of the  programme, students will be able to:

  • Demonstrate   critical   understanding   of   management   theories,   current    issues  of management, the development of conceptual frameworks to   guide their application within organisations.
  • Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers/leaders  in an increasingly complex and dynamic environment.
  • Acquire and use a range of concepts, tools and techniques for problem   solving and decision-making for analyzing complex and inter-related  business scenarios.
  • Demonstrate   and   apply   independent   research   and   critical   skills    enabling  the investigation and evaluation of valid and relevant  management issues and practices.

Assessments

Varied assessment tasks and/or instruments will be employed in assessing learning outcomes as set out below.

(a)     Multiple Choice Questions.

(b)     Reflective Learning Log.

(c)     Management Report.

Entry Requirement

  • A Bachelor’s Degree qualification in any subject from a recognised institution.
  • A professional qualification equivalent to a degree and a minimum of   two years of working experience.
  • Mature and high potential candidates without a  degree  or equivalent  qualifications but  hold  Diplomas  or Advanced  Diplomas  with  more   than  six  years  of  work experience of which at least two years are at supervisory / managerial level.
  • Mature and high potential candidates without Diploma qualifications but with more than 8 years of work experience of which at least 3 years are at supervisory /managerial levels.
  • Demonstrate English Language proficiency in order to participate in the programme taught in English.

Advanced Standing / Exemptions / Credits Transfer (APL)

Consideration for the above for students admitted onto the programme may be considered either at the beginning of  a programme, or beyond the beginning of   a  programme,  through  an assessment of that student’s prior learning, whether  certificated or un-certificated. The process for making such a decision is known  as the Accreditation of Prior Learning (APL) is a matter of academic judgment   exercised by the appointed panel considering applications and approvals of APL.

Where cohorts of students are to be admitted with advanced standing on a regular  basis,   the arrangement should be subject to an Academic Progression  Agreement.

Programme Structure

The PGCBA accrues 60 credits over four (4) modules as set out as mentioned below.

  1. Managing Business Strategy (15 credits)
  2. Marketing Management (15 credits)
  3. Project Management (15 credits)
  4. Managing Human Capital (15 credits)

Overview of the Programme Structure

  • All students undergo an online induction workshop, which is not assessed and aimed at acquiring e-learning skills for the use of the o nline learning portal. In addition, academic expectations, regulations and the concept of independent learning are also covered, and an induction will be delivered through a pre-recorded video.
  • There are four modules of 15 credits each.
  • To complete the programme and gain the PGCBA award, students must successfully complete and earn a total of 60 credits.
  • Generally, each semester/term will be delivered over duration of 3 weeks per module where the cycle of delivery will follow a prescribed unit planner over a 12 week duration.
  • Those who are unable to fully complete the PGCBA qualification can receive transcript with level 7 credits earned. Students are required to complete their PGCBA between a minimum of 3 months and a maximum of 6 months from the time of enrolment as a student.

Module 1: Managing Business Strategy

On completion of this module, students will be able to:

  • Apply the appropriate models, techniques and theories to produce an environmental audit of the external and internal environment for an organisation.
  • Identify issues and challenges associated with developing an effective corporate strategy.
  • Assess the major strategic management theories and concepts concerning the processes of strategic planning and implementation.
  • Critically analyse and evaluate the alternative strategic directions an organisation may consider to employ and propose the most appropriate  strategic option for execution.
  • Formulate a Strategic Plan.

Module content includes:

  • The  Concept  of Strategy  and  how  it  benefits  the organization  vision,  mission and objectives.
  • Transformation of the External Strategic Environment and the Consequences and the Influence of the Internal  Environment on Current  Practice.
  • Key Strategic Techniques for Analysis.
  • Strategic   Development,   namely   Acquisitions   and   Mergers,   Joint    ventures  and Alliances, and Divestment.
  • Strategy Implementation.
  • Strategic Performance Analysis.
  • Strategic Plan

Module 2 – Managing Human Capital

On completion of this module, students will be able to:

  • Demonstrate a critical understanding that to engage successfully in processes of human capital management, their thinking needs to go beyond such dualisms as thinking  and  acting,  structure  and  culture,  strategy and implementation, and see each of these as different facets of unified processes in human and organisational life;
  • Analyse  and  evaluate  the  choices  presented  in  approaches  to  human  capital management  practices  and  how  these  relate   to  the  overall   strategic way an organisation handles its changing environment and the   range of stakeholders with which it deals; and
  • Critically appraise current managerial practices to inform the way they can contribute to the strategic direction of human capital resourcing, and   develop appropriate and relevant solutions to employment management  issues in their organisations.

Module content includes:

  • Historical view of work, work today and workers’ psychological contract.
  • Essence of organisational strategy, human capital strategy.
  • Human Capital Management (HCM) roles in structures, culture and policy as well as strategic Human Capital (HC) partnership and alliance.
  • The Workplace Relations.
  • New Roles and Challenges for HCM including Talent Management.
  • Human Capital Trends and Organisation Culture

Module 3 – Marketing Management

Upon completion of this unit, learners will be able to:

  • Undertake  a   situation  analysis  such  that  it  is   possible  to  develop  a  concise understanding of the marketing environment.
  • Use  situation  analysis  findings  to  formulate  a  marketing  strategy  that   will fit the company and its environment link to the Marketing Mix.
  • Formulate a marketing plan that provides for the implementation and control of chosen strategies.

Module content includes:

  • Introduction to Marketing Management.
  • The Environment Influence and its Management.
  • Marketing Strategies.
  • Product Planning & Screening.
  • Promotion Strategy.
  • Advertising Strategies.
  • Global Marketing.
  • Pricing Policies & Strategies.
  • Marketing Analysis and Formulating a Marketing Plan.
  • Implementation, Evaluation & Control.

Module 4 – Project Management

  • Upon completion of this unit, learners will be able to:
  • Develop and define project scope.
  • Apply project management knowledge in a practical setting.
  • Use project planning and management techniques.

Module content includes:

  • The nature of projects.
  • Scoping and initiation.
  • Risk Management.
  • Time and activity planning.
  • Links to motivation, team management and other theories.
  • Project selection.
  • Managing the project lifecycle.
  • Project documentation.

Level 8 Doctor of Science in Strategic Management (DSc) Awarded by UCN

The DSc in Strategic Management is a postgraduate professional and practice-based doctorate designed with 2 taught modules, but has an emphasis on acquiring industry and professional skills in addition to conducting original research at the doctoral level.  With the main focus being original research and the application of existing knowledge and understanding, this practitioner-professional and practice-based doctorate requires significant research to be undertaken in the workplace.  This should have a direct positive effect on the individual’s organization in relation to policy, practice and change, as well as improving personal practices.

Overall Programme Outcomes

On successful completion of the programme, students will be able to:

  • demonstrate the creation, understanding and interpretation of new knowledge through research to satisfy peer review.
  • Systematically acquire and analyse a substantial body of knowledge at the forefront of an academic discipline or area of professional practice.
  • conceptualise, design and implement a project for the creation of new knowledge and its applications, and be able to adjust the project on encountering unforeseen problems.
  • make informed judgements on complex issues in specialist fields, often in the absence of complete data, and be able to communicate their ideas and conclusions clearly and effectively to specialist and non-specialist audiences.
  • continue to undertake pure and/or applied research and development at an advanced level, contributing substantially to the development of new techniques, ideas or approaches.
  • demonstrate the qualities and transferable skills necessary for employment requiring the exercise of personal responsibility and largely autonomous initiative in complex and unpredictable situations, in professional or equivalent environments.

Assessments

Assessments are based wholly on course work, assignments and doctoral research and dissertation submitted by learners.

Entry Requirements

The following are the normal entry requirements:

A good first degree plus:

EITHER

  • an MBA or equivalent social science related Masters degree;

AND

  • the candidate must be actively engaged as a practitioner at a senior level in their chosen field.

Programme Structure

There are 2 taught modules (30 ECTS) and a Thesis (90 ECTS).  The modules are:

  • Contemporary Issues in Strategic Management (15 ECTS)
  • Advanced Business Research Methodologies (15 ECTS)

Level 5 Higher Diploma in Hospitality Management

Aims

The Higher Diploma in Hospitality Management (QCF) have been developed to focus on:

  • providing education and training for a range of supervisory-management careers in the hospitality industry
  • providing opportunities for those already in employment in the hospitality industry to follow a programme of study directly relevant to individual vocations and professions within the hospitality industry, leading to a nationally-recognised level 5 vocationallyspecific qualification
  • providing opportunities for full-time learners to gain a nationally-recognised, vocationally-specific qualification to enter employment in hospitality management or progress to higher education vocational qualifications such as a full-time degree in hospitality management or related area
  • providing opportunities for learners to develop a range of skills, techniques and attributes essential for successful performance in working life.

Overall Programme Outcomes

On completion of this programme, learners will be able to:

After completing the course the student will be able to:

  • develop in-depth knowledge and develop skills in the fields of different areas of hospitality management.
  • analyse, synthesise and summarise information on hospitality management critically
  • Apply subject knowledge and understanding to address familiar and unfamiliar problems relating to operating and managing in a hospitality industry environment.
  • Acquire a strong foundation in knowledge and skills to enable progression to the final year of an undergraduate degree in Hospitality Management

Assessments

Assessments are based wholly on course work and assignments submitted by learners

Entry Requirement

  • Completion of a level 4 qualification or equivalent.
  • Applicants may be admitted on evidence to show they are able to fulfill and benefit from the objectives of the programme and achieve the standards required via APL or APEL.

Programme Structure

The Level 5 Higher Diploma in Hospitality Management accrues 120 credits over 8 modules.  Each module carries 15 credits and are in:

  • Module 1- Finance in the Hospitality Industry
  • Module 2 –Food and Beverage Operations Management
  • Module 3 – Hospitality Marketing
  • Module 4 – Leading and Managing in Hospitality Organisations
  • Module 5 – Legal Aspects of Hospitality Operations
  • Module 6- Developing Hospitality Teams
  • Module 7 – Managing Sales in Hospitality Industry
  • Module 8 – Managing People

Module 1: Finance in the Hospitality Industry

On successful completion of this module, students will be able to:

  • identify and analyse various sources of funding and income generation for business and services industries
  • understand business operations in terms of the elements of cost
  • interpret and evaluate business accounts and note their implications for the business entity
  • analyse business performance by the application of financial  ratios
  • apply the concept of marginal costing.

Module content includes:

  1. Sources of funding and income generation for business and services industries

Funding: sources eg retained profits, loans, banks, investors, small business schemes,

franchise, hire purchase, sponsorship, lease schemes, creditors, debt factoring

Income generation: methods eg sales, commission, sub-letting, sponsorship, grants, tracking

mechanisms

  1. Business operations in terms of the elements of cost

Elements of cost: sales; materials; consumables; labour; overheads; capital; gross and net

profits; discount costing

Selling prices: product and service costing; formula to achieve a specific gross profit percentage; differential gross/net profit margins; marginal costing; effect of competition; freelance; commission; peak/off-peak trading

Control of stock and cash: methods eg storage, purchasing, cash, security, reconciliation, stock-taking

Taxation: income tax; Value Added Tax (VAT); corporation tax; schedules; rates; personal/capital allowances; post-tax profits, implications

  1. Interpret and evaluate business accounts

Trial balance: source; structure eg summary of accounts from sales, purchase and nominal ledgers

Final accounts: types eg sole trader, partnerships, limited company, trading account, profit and loss account, balance sheet, adjustments for depreciation, accruals, prepayments, bad debt provision; format eg vertical, double-entry, appropriation account; assets/liabilities eg capital, fixed, current, notes to accounts

Profit and cash budgets: purpose; types eg profit, cash flow, operating, master; variance analysis to include sales (volume and average spend), cost variances (raw material, labour, overhead), profit variances (gross and net)

  1. Analyse business performance by the application of financial ratios

Sales profitability ratios: gross and net profit; Return On Capital Employed (ROCE)

Liquidity ratios: current; acid test

Efficiency ratios: debtors and creditors payment periods; stock turnover

Financial ratios: interest earned; gearing

  1. Apply the concept of marginal costing

Costs categorisation and contribution: fixed and variable costs; contribution calculation eg product/customers, cost/profit/volume relationship

Application: break-even; profit/loss potentials; setting selling price and discounting

Module 2 – Food and Beverage Operations Management

Upon completion of this module, learners will be able to:

  • understand different food and beverage production and service systems
  • understand the financial controls used in food and beverage operations
  • devise menus for hospitality events
  • provide food and beverage services for hospitality events.

Module content includes:

  1. Understand different food and beverage production and service systems

Food production: systems eg traditional, batch cooking, call-order, centralised, assembly kitchens, sous-vide, cook-chill, cook-freeze

Service: systems eg table service, counter service, à la carte, table d’hôte, silver service, family service, plate service, guéridon service, specialist food service systems

Recipe and menu factors: recipe suitability and modification; customer perceptions; choice of products; flavour and appearance of dishes; nutritional value

Cost implications: system costs; equipment; staff; products

Staffing implications: system skills and de-skilling; job specifications; training; levels of output

Application: within the hospitality industries eg hotels, restaurants, pubs, clubs and nightclubs, contract food services, hospitality services, membership clubs, events and specialist operations, banqueting, fast food, in-flight catering

  1. Understand the financial processes used in food and beverage operations

Financial statements: dish costing sheets; cost statements; operating statements; variance analysis; sales records

Costs and pricing: dishes; menus; beverage lists; sales mix; net and gross profit; fixed, variable, direct, indirect cost; cost elements; VAT; discounting

Purchasing process: requisition of equipment and supplies; purchasing options; purchase specifications; receipt; invoicing; storage of equipment and supplies

  1. Devise menus for hospitality events

Menu and recipe considerations: cookery styles; types of menus; balance; dietary needs; allergy considerations; ethnic influences; social trends and fashions; nutritional content

Dish recipes: using fresh foods; prepared foods and levels of processing; combination of prepared and fresh foods; dish specifications; standard recipes

Factors affecting menu compilation and dish selection: taste; colour; texture; temperature; appearance; seasonal and local produce; complementary or contrasting foods; food and drink matching

Beverages: alcoholic; non-alcoholic; sources; selection; availability; storage; legislation

  1. Provide food and beverage services for hospitality events

Planning: type of menu; style of service; timescale; customer requirements

Cost control: staffing; materials; overheads; achieving target profits; budget restrictions

Quality standards: production and service planning; food and beverage preparation; cooking and presentation; food and beverage service levels; setting and maintaining standards

Health, safety and security of the working environment: procedures; monitoring; setting and maintaining hygiene practices

Evaluation factors: planning; organisation; management objectives; implementation; quality; customer satisfaction; cost effectiveness

Module 3 – Hospitality Marketing

Upon completion of this module, learners will be able to:

  • understand how customer needs can be identified and met
  • understand and analyse the characteristics of hospitality markets
  • demonstrate ability to undertake market analysis and how to implement a market analysis
  • report market research findings to inform managerial decisions.

Module content includes

  1. Understand how customer needs can be identified and met
  • Market at work: Demand and Supply forces
  • Market structures: Types and implications
  • Customers: Perceptions and needs
  1. Understand and analyse the characteristics of hospitality markets
  • Issues and trends in the hospitality market
  • Product / service offering
  • Service characteristics linked to customer requirements
  • Exploring services management
  1. Demonstrate ability to undertake market analysis and how to implement a market analysis
  • Price elasticity of demand/ consumer buying behaviour
  • Macroeconomics policies and impact on the market
  • Globalisation of the service industry
  1. Report market research findings to inform managerial decisions.
  • Sources and methods of market research
  • Communication findings through various ways
  • Interpreting results for managerial decision making

Module 4 – Leading and Managing in Hospitality Organisations

Upon completion of this unit, learners will be able to:

  • understand the difference between leading and managing teams
  • understand and analyse commonly applied theoretical concepts which describe human nature and managerial behaviour in the workplace
  • understand how management style can influence managerial behaviour
  • understand how to apply managerial styles in hospitality contexts.

Module content includes

  1. Understand the difference between leadership and management
  • definition of management
  • role of managers
  • duties of managers – planning, organising, controlling, directing and monitoring
  • classification of approaches to management
  • future for management in hospitality organisations
  • definition of leadership
  • formal and informal leadership
  • similarities and differences between leaders and managers
  1. Analyse models which make suppositions about human nature and behaviour at work
  • theories on motivation – Maslow, Herzberg, McClelland, expectancy theory and equity theory
  • motivation through job design
  • motivation through empowerment
  • explain how attitudes and assumptions can influence managerial behaviour
  1. Analyse models that illustrate different management styles
  • autocratic, paternalistic, consultative and democratic
  • Tannenbaum and Schmidt
  • Hersey–Blanchard
  • compare the behaviours that are associated with effective leadership
  • identify how the customer interface in hospitality businesses can directly impact on managerial styles and behaviour
  • review situations and circumstances which require application of differing management styles and behaviour
  • compare the relationships between individual manager performance and expected organisational managerial performance and behaviour
  1. How leadership and management styles can be adapted to respond to particular work situations
  • defining what we mean by effectiveness
  • the measures of effectiveness
  • explain links between management style and managerial effectiveness and efficiency

 

Module 5 – Legal Aspects of Hospitality Operations

Upon completion of this module, learners will be able to:

  • understand requirements placed on hospitality organisations by legal, regulatory, ethical and social responsibilities
  • understand how to monitor the operational compliance of a hospitality organisation in meeting legal, regulatory, ethical and social responsibilities
  • understand how to make recommendations on areas of non-compliance with legal, regulatory, ethical and social responsibilities

Module content includes

  1. identify key legal requirements placed on hospitality organisations including those relating to:
  • food safety
  • public safety
  • employment
  • financial management
  • data protection
  • trade descriptions
  • licensing
  • discrimination
  1. The impact of ethical guidelines upon hospitality organisations
    • Obligations placed on hospitality organisations by local communities
    • Impact that non-compliance with legal, regulatory, ethical and social responsibilities can have on hospitality organisations
    • Impact that non-compliance with legal and regulatory requirements has upon the individual manager working within a hospitality organisation
  2. Systems used to monitor compliance against food and safety regulation
  3. How hospitality organisations monitor programmes of work to identify compliance with ethical and social requirements
  4. Common courses of action to resolve non-compliance
  5. Responsibilities of the individual managers when identifying areas of non-compliance with legal, regulatory, ethical and social responsibilities
  6. Recommendations for corrections to enable compliance with procedures can be made

Module 6 – Developing Hospitality Teams

Upon completion of this unit, learners will be able to:

  • understand the role of training in the development of effective teams
  • understand how to analyse the training needs of people in the workplace
  • understand how to devise plans for the development of teams in the workplace to improve performance.

Module content includes

  1. Role of training in the development of effective teams
    • approaches that hospitality organisations use to increase the capability and performance of teams
    • how training can increase the effectiveness of teams working in hospitality organisations
    • Identify the existing development mechanisms available within an organisation
    • Team dynamics
  2. Training needs analysis
  • What is a TNA
  • How to conduct a TNA
  • Analysing TNA and making decision about training and development
  1. Training and Development

Benefits of training and development

Balance the development needs of teams and individual team members

Training methods

  1. Development methods and tools

Evaluating development tools available within an organisation to accommodate the development needs of individuals in the workplace

  1. Designing and Implementing Training and Development
    • Producing a development plan to progress identified development needs
    • How to implement individual training interventions identified within a training plan
  • Module 7 – Managing Sales in Hospitality Industry

Upon completion of this module, learners will be able to:

  • explain the importance of monitoring the sales performance of staff
  • explain the importance of providing feedback on sales performance
  • analyse the use of key performance indicators in monitoring sales performance
  • explain the importance of encouraging staff to ask questions, make suggestions and seek clarification regarding hospitality products and services
  • apply the use of sales-related information in managing the sales performance of staff team members in formal performance appraisals
  • identify techniques used to recognise selling situations and opportunities
  • evaluate the use of different sales and communication techniques
  • analyse how to select sales techniques for the situation
  • identify techniques and strategies used to improve sales skills and performance
  • analyse ways in which consumer behaviour impacts on the buying decisions of customers
  • explain how a competitor analysis can be implemented
  • explain how to produce sales targets based on sales forecasts
  • analyse the importance of knowing the target clients and their typical consumer behaviour

Module content includes

  • Sales performance in the hospitality industry
  • Identifying the hospitality industry and the role of sales
  • Measuring and monitoring performance
  • The planning process
  • Identifying marketing and sales approaches and activities
  • SWOT analysis
  • Sales and marketing action plan
  • Roles and responsibilities of sales personnel
  • The hospitality sales cycle and categorising a sales team
  • The sale and marketing function
  • The hospitality cycle and promoting products / services
  • Aspects of promotion and selling
  • The skills and attributes of sales personnel
  • Developing product knowledge and sales skills
  • Identifying buyer behaviour patterns
  • Forecasting and budgeting
  • Costing in the sales planning
  • Competitiveness and up selling

Module 8 –  Managing People

Upon completion of this unit, learners will be able to:

  • Demonstrate an understanding of the implications of HR decisions on the workforce and the organisation.
  • Develop a critical awareness and understanding of current theory and good practice in the management of people.

Module content includes

  • An introduction to people management, the importance of the human resource to effective organisational performance and the distinction between specialist HR and line management responsibilities.
  • HRP, flexibility, recruitment and selection.
  • Managing reward, performance & conduct.
  • Employee development.
  • Managing health & safety, managing stress.
  • Diversity management.
  • Generating commitment through involvement.
  • Employee relations.
  • Contemporary issues

Level 7 Postgraduate – Masters

Programme Outcomes

On completion of the programme students will be able to:

  • Demonstrate critical understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organisations.
  • Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers/leaders in an increasingly complex and dynamic environment.
  • Acquire and use a range of concepts, tools and techniques for problem solving and decision-making for analyzing complex and inter-related business scenarios.
  • Demonstrate and apply independent research and critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.
  • Demonstrate initiative, insight, attitudes of responsibility and ethical leadership in the development of the strategic management agenda in the organization the participant works in or expected to work in the future.

Value of French Degree

The French Business Schools dominate top positions in the international Business School ranking in the European continent. The French Higher Education in Management is par excellence and the French research and academic developments in Management are recognised among the best in the world.

The following are world class French Business School:

  • Insead
  • HEC School of Management, Paris
  • Grenoble Graduate School of Management
  • ESCP=EAP European School of Management

Programme Structure

MBA with 7 Specialised Areas

  • Master of Business Administration
  • Master of Business Administration (Marketing)
  • Master of Business Administration (Business Consulting)
  • Master of Business Administration (Finance)
  • Master of Business Administration (Human Capital Management)
  • Master of Business Administration (Tourism Management)
  • Master of Business Administration (Supply Chain Management)

7 Common Core Modules each at 7.5 ECTS

  • Managing Business Strategy
  • Financial Management
  • Marketing Management
  • Managing Human Capital
  • Managerial Accounting
  • Managing Operations
  • Leading Organisation

Plus the choice of 1 Specialised Module

  • Generic
  • Marketing
  • Finance
  • Business Consulting
  • Human Capital Management
  • Supply Chain Management
  • Tourism Management
  • Project Management
  • E Marketing
  • Corporate Finance
  • Business Consulting and Venture Creation
  • Contemporary Issues in HCM
  • Strategic Supply Chain Management
  • International Tourism Management

Level 5 Undergraduate – Degree

Programme Outcomes

On completion of the programme students will be able to:

  • Demonstrate understanding of management theories, current issues of management, the development of conceptual frameworks to guide their application within organizations operating in an increasingly global and competitive environment.
  • Acquire a strong foundation in key functional areas of business management to enable them to succeed as effective managers in an increasingly complex and dynamic environment.
  • Exhibit a coherent body of knowledge on economic, ethical, environmental, legal, political, sociological and technological factors together with their effects at local,national and international levels upon the strategy, behaviour and management of
  • Demonstrate command of a range of competencies relevant to cross-border management, including inter-cultural awareness and understanding.
  • Acquire and use a range of concepts, tools and techniques for problem solving and decision-making for analyzing complex and inter-related business scenarios.
  • Demonstrate and apply critical skills enabling the investigation and evaluation of valid and relevant management issues and practices.

Value of French Degree

The French Business Schools dominate top positions in the international Business School  ranking in the European continent. The French Higher Education in Management is par excellence and the French research and academic developments in Management are recognised among the best in the world.

The following are world class French Business School:

  • Insead
  • HEC School of Management, Paris
  • Grenoble Graduate School of Management
  • ESCP=EAP European School of Management

Programme Structure

Year 1 consisting of 8 Common Core Modules of 7.5 ECTS each

  • Principles of Management
  • Business Economics
  • Principles of Marketing
  • Business Accounting
  • Quantitative Methods for Business
  • Business English
  • Information Systems for Business
  • Developing Learning Effectiveness

Year 2 consisting of 6 Common Core and 2 Electives Modules of 7.5 ECTS each

  • Managerial Accounting
  • Marketing Management
  • Operations Management
  • Intercultural Management
  • International Business Environment
  • People and Organisation

Plus 3 Electives chosen from the following 3 Modules

  • International Marketing
  • International Economic and Trade
  • Managing People

Year 3: 6 Common Core Modules each of 7.5 ECTS

  • Business Intelligence
  • International Strategic Management
  • Business Planning
  • Global Supply Chain Management
  • Comparative & International Management
  • International Marketing Communication

Based on choice of specialisation choose 2 designated Elective modules

  • Business Development
  • Marketing
  • Finance
  • Tourism Management
  • Generic (Choose any 2 from at least 2 pathways)
  • Doing Business in Europe
  • Business to Business Marketing
  • International Finance
  • International Tourism Marketing
  • Elective 1
  • International Human Resource Management
  • Internet Marketing
  • Business Finance and Decisions
  • International Tourism Development
  • Elective 2
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