Academic Programmes | Programme Requirements and Description of Courses | Admissions | Tuition Fees | Scholarships and Financial Aid | Course Registration | Examinations | Academic Standing and Grading Systems | Medals and Prizes

Nanyang Business School

Description of Courses


Master of Business Administration (MBA)


B6005    Financial Management

AUs: 3
The Internet era has forced financial managers to re-examine the way that corporations evaluate projects, finance them, as well as manage them. For example, conventional securities valuation models (such as price-earning ratio and dividend discount models) have not been successful in valuing high-technology companies. While the main emphasis is still on the essential elements of the financial management process, this course will, in addition, address the valuation, financing, and employee compensation issues associated with the Internet era. The major topics covered include the time value of money, financial statement analysis, working capital management, risk and return, security valuation, cost of capital, capital budgeting, capital structure, corporate financing and dividend policy.


B6007    Marketing Management

AUs: 3
The objectives of this course are to demonstrate the role of marketing in the company to explore the relationship of marketing to other functions and to show how effective marketing builds on a thorough understanding of consumer behavior to create value for customers. The course addresses the management challenge of designing and implementing the best combination of marketing variables to carry out a firm’s strategy in its target markets. The course seeks to develop skills in applying the analytic perspectives, decision tools, and concepts of marketing to such decisions as product offering (including the breadth of product line, life cycles of product), communication programs (advertising, sales promotion), distribution channels (role of distributors, retailers and other intermediaries), and pricing to capture the value created for the customer.


B6011    Financial Accounting

AUs: 3
The course focuses on key concepts and principles in financial accounting and how these concepts are applied in decision making and continue to be relevant even as organisations change in the way that they operate and compete. The foundations of accounting thought, the assumptions underlying the accounting process, the conventional measurement techniques, reporting procedures and relevant Statement of Accounting Standards are emphasized. Contemporary issues such as accounting for intangibles, measuring customer acquisition/loyalty and performance of dot.com start-ups will be covered.


B6013    Economic Analysis

AUs: 3
This course focuses on the application of economic principles to the conduct of business. Microeconomic applications include the workings of the market mechanism and the strategic interaction between firms. Macroeconomics discusses how interest rates, inflation, exchange rates and government policies affect the economic environment that firms operate in. Information and network economic principles highlight how different economic models may be needed for E-commerce and knowledge-based businesses. How will governments tax information goods? How will positive feedbacks affect economic growth? Will the knowledge-based economy require a new economic paradigm?


B6014    Technology & e-Business

AUs: 3
This course aims to build the foundations for understanding the digital economy and the power of new IT-driven organisational forms and marketplaces. It particularly focuses on the internet and the WWW as the key enablers of the online revolution that have dramatically altered the way companies create, share, and protect value. The course will have a strategy perspective in its look at the rise of new information-enabled enterprises and the power of electronic interactions in changing the rules of the game in virtually all contexts. From a managerial perspective, the course will outline the new competencies and skills required in the e-business environment. A third prong will be a technology perspective that explains and details the underlying IT infrastructure for electronic commerce.


B6015    Corporate and Business Strategy

AUs: 3
Pre-requisites:
B6005 Financial Management
B6007 Marketing Management
B6011 Financial Accounting and
B6013 Economic Analysis

This course stimulates participants to develop creative thinking skills required of CEOs as they develop strategies for their companies. The focus is on the development of strategic thinking through the application of strategy tools, principles and theories to analyse companies based on live data. It is taught from the viewpoint of the CEO and is essentially practice-orientated. Participants are also encouraged to apply tools taught elsewhere in the MBA Programme where relevant.


B6016    Managing Business Operations

AUs: 3
This course will address a broad-spectrum of issues related to the design, planning, control, and improvements of business operations for both manufacturing and service organisations. The focus is on providing a basic understanding of the operations management function. The coverage encompasses understanding the operations management function in different contexts, analysing typical decision problems in business operations, and enhancing linkages with other business functions. Topics covered include operations strategy, analysis and design of business processes, forecasting, inventory and supply chain management, quality management and decision tools for management including tools for understanding and managing uncertainty in business. A variety of pedagogical tools are employed and key tactical and strategic imperatives that concern managers are emphasized throughout the course.


B6017    Accounting for Decision Making and Control

AUs: 3
Pre-requisite:
B6011 Financial Accounting
The aim of this course is to introduce the design and use of management accounting information for planning, control and decision making within business organizations. The organizational architecture will be used as the organizing framework. The major topics covered in this course include product costing, activity-based costing and management, strategic cost management practices, transfer pricing issues, tools for decision making such as cost profit-volume (CVP) analysis, and performance evaluation, measurement and compensation issues. The course will conclude with a discussion on ethics and social responsibility within the decision making framework.


B6018    Leadership and Organisational Behaviour

AUs: 3
This course comprises two objectives. The first is to increase participants’ insights and understanding of the behaviour of people at work, and of organisations as complex systems. The second objective is to improve the capabilities of participants to give leadership through an understanding of the nature of leadership through building participant’s leadership skills, and through improving their meta-skills of self reflection. The aim is to develop greater self-awareness, a deeper understanding of the impact of their actions on others, hence building the capability of participants to lead and take effective action in complex organizational settings.


B6004    Statistical & Research Methods

AUs: 3
Pre-requisites:
After 1 trimester of studies for full-time participants
After 2 trimesters of studies for part-time participants

The course outlines the various research methods commonly used to address business questions. These methods include experimental and quasi-experimental research designs, survey research design and case study design. The course will include the use of online databases and statistical tools necessary for research.


B6054    Entrepreneurship

AUs: 3
The course is designed to cover both the theoretical aspects of the discipline as well as the practical aspects of "Entrepreneurs in Action". Topics include an examination of entrepreneurship as a discipline, venture creation and management, the development of enterprising culture and the continuing pursuit of opportunities.


B6055    Value-Based Innovation

AUs: 3
This course will focus on how organisations innovate and what managers can do to manage the process of innovation. We will examine issues of creativity, knowledge and skills, working environment and infrastructure required for innovation, study the tools that are needed to evaluate innovation, and explore the techniques required to manage innovations to increase the likelihood of commercial success and/or adoption.


B6065    Regional Study Seminars

AUs: 3
With the regionalisation of business, there is a need to train managers and entrepreneurs to understand the language, business environment and cultural practices of countries in the region. Basic business language skills in the commercial environment of the country under study are developed, using case studies in successful communications. Keys institutions are described including the financial, tax and corporate structures and how these influence economic and business policy and corporate-government relations. The customs and cultural practices unique to the social environment and which impinge significantly on business negotiations and trade or investment relations are also examined.


B6082    Seminar in Corporate & Crisis Communications

AUs: 3
This course traces the broad social, political and economic environment facing today’s corporate executives and develops the managerial processes necessary to effectively communicate within this environment. The special role of senior executives in leading and implementing communication strategy is examined and participants sharpen the personal skills necessary to effectively carry out executive level communication responsibilities.


B6083    The Business Environment in China

AUs: 3
This course will be conducted by a group of "China experts" with proven research and publications on contemporary China. Participants will be guided through topics such as the China-Taiwan Relationship, China's Defense Policy, Financial Markets and Financial Reform, Foreign Direct Investments, Joint Venture Management, Town and Village Enterprises, SOE Reform, Company Performance and Agency Problems, Foreign Trade and WTO membership and Hong Kong's One Country Two Systems in Practice. Participants will also apply the theories learned in other MBA courses to analyze current issues in China.


B6084    Global Risk Analysis

AUs: 3
Pre-requisite:
B6013 Economic Analysis
This course looks at the identification, assessment and management of global risk from the viewpoint of potential investors and MNCs. The areas covered include political risk, economic risk, commercial risk and reputation risk. The course is case study based and participants are expected to complete a group project.


B6088    Customer Value Management

AUs: 3
This course will enable participants to understand the complex and challenging process of creating and managing customer value, regardless of the industry they are in. Topics covered include service quality, service leadership, customer satisfaction & loyalty, customer value analysis, and service profit chain. The course necessarily adopts a multi-disciplinary approach, synthesizing conceptual frameworks from several areas, including, inter alia, service operations management, services marketing, consumer behavior, human resource management, leadership and strategic management. Participants in this course will gain a thorough understanding of these concepts and their application through case studies and project work.


B6089    Technopreneurship and Venture Creation

AUs: 3
We are living in the midst of a new revolution - the technology revolution. This revolution has an impact on all aspects of our life: health, education, administration, communication, business, recreation, and others. The main revolutionary forces are the increasing number of large and small innovative companies. These have created a demand for competent and well-educated entrepreneurs and managers with the ability to recognise opportunities and lead in the complex and challenging technology-based business environment. Another important characteristic of the technology revolution is its global facets. Success in technology requires today, more than ever, a broad international perspective. Innovation, talent and entrepreneurship know no boundaries but only well prepared entrepreneurs and managers will be able to lead successfully in the "global village". This course focuses on the major challenges and issues a technopreneur is likely to face in real life and reflects not only the latest thinking in specific areas but also the practical experience and lessons learned in the real business environment of today's high technology revolution.


B6090    Chinese Classics: Applications to Business and Marketing Practices

AUs: 3
With the increasing importance of China as an economic superpower, more and more multinational corporations are interested to understand the mindset of the Chinese strategist and on how to conduct business with China. With the entry of China into the WTO, the need to understand China becomes even more important and urgent. While learning from the west, more and more Chinese scholars and analysts have begun to study their own ancient classics. The reason – to see how these classics can be related to modern business practices. China is a civilization that has survived more than 5,000 years, much longer than the Catholic Church! Thus, there are bound to be immense wisdom embedded in many of its ancient classics. This course will focus on some of these well-known Chinese classics such as the 36 Stratagems of the Chinese, the Principles of Tao Zhu-gong, and Annals of the Three Kingdoms. In particular, the course seeks to broaden students’ creative and analytical thinking skills in relating Chinese philosophical concepts and thinking to modern day business and marketing practices.


B6091    Microeconomics of Competitiveness

AUs: 3
Pre-requisite:
B6013 Economic Analysis or permission of instructor
This course explores the determinants of competitiveness of firms, clusters, regions and countries. It uses the tools of microeconomics to examine how the strategies and operating practices of locally-based firms, the vitality of clusters, and the quality of the business environment ultimately determine the productivity of regions and nations. The course is concerned not only with government policy but also with the roles that firms, industry associations, universities, and other institutions play in international competition. It draws examples from both developed and developing countries to explore not only theory and policy, but also the organizational structures, institutional structures, and change processes required for sustained improvements in competitiveness. The case method requires extensive advance preparation by participants for each class, and a significant part of the course grade is based on class participation. The course also involves a major team project involving the competitive assessment of a particular country and cluster.


B6092    Sun Zi Bingfa: Applications to Business and Marketing Strategies

AUs: 3
Sun Zi Bingfa (also known as Sun Zi’s Art of War) is the most well-known Chinese military classic written more than 2000 years ago. Its value in influencing business warfare has never been disputed and it is must read text in all major military academies of the world. Of equal significance is its relevance to strategic thinking, business and marketing strategies and practices. This course seeks to relate the military philosophy of Sun Zi to the corporate world by providing new and different insights on topics like strategic leadership, teamwork and teambuilding, military and business intelligence, choosing battlegrounds and areas ignored by the enemy, strategy development and formulation, strategic controls, ethics, and management of human resources. It takes an oriental perspective in dealing with the various issues pertaining to strategy and seeks to broaden students’ creative and analytical thinking skills in relating and applying Chinese philosophical concepts to the modern world of business, with focus on strategic and marketing issues. With the increasing importance of China as an economic superpower and its entry into the WTO, more and more multinational corporations are interested to understand the mindset of the Chinese strategist. Sun Zi Bingfa provides a useful reference. This is because, to many Chinese businessmen and corporate strategists, the business world is likened to that of a battlefield.


B6093    Market Dynamics

AUs: 3
Pre-requisite:
B6013 Economic Analysis
This course will examine the following issues – what moves the market and why how to stay close to the market and feel its pulse make informal decisions about market movements and make an educated conjecture about evolving trends. This course is not about economics or how to determine theoretical price levels. Reuters or Bloomberg will be the main platforms for instruction.


B6094    Language Study

AUs: 3
Participants will be given a choice to study a language of their choice, subject to the availability of instructors.  They will be introduced to the language, learn basic grammar, and be acquainted with the essential vocabulary. 


B6125    Tax Management

AUs: 3
Pre-requisite :
B6011 Financ ial Accounting
The course is designed to provide participants with a broad understanding of the Singapore income tax system, international taxation and an awareness of the tax implications of business transactions.


B6131    Governance, Risk Management and Compliance

AUs: 3
To sustain value, corporations today recognize the need for active engagement in setting objectives and overseeing programs associated with governance, risk management and compliance. This shift in paradigm is driven by increasing stakeholder demands and performance expectations as well as growing public scrutiny after some spectacular corporate failures around the globe.

The purpose of this course is to provide participants with an overview of risks that can threaten the attainment of organizational objectives and the building of control frameworks to identify, understand and manage risks. These risks include strategic risks and process risks that relate to internal business processes adopted by the organization to meet its goals. The course examines the types of responses that organizations can implement to mitigate these risks. It covers internal controls relating to strategic management and business processes. The course also aims to enhance participants’ understanding and assessment of forward-looking governance and compliance programs, controlling compliance infrastructures, measuring and monitoring ongoing governance and compliance practices that are crucial in building a culture of doing the right thing.

This course adopts complementary strategic and agency perspectives of governance, risk management and compliance. The agency approach is designed to expose students to the conflicting roles and objectives of the parties that contribute to the corporation’s’ value-adding process.

Topics covered include – corporate governance, the nature, management, and control of risks and complementary strategic opportunities faced by corporations COSO and COBIT frameworks internal control processes role of evidence use of Control Self Assessment (CSA), Internal Control Questionnaires (ICQs), system and documentation flowcharts as decision tools, and compliance as a pivotal mechanism in ensuring the effectiveness of governance and risk management practices.


B6132    Accounting Recognition and Measurement

AUs: 3
Pre-requisite:
B6011 Financial Accounting
This course is designed to equip participants with a strong conceptual and technical knowledge in the recognition and measurement of the elements of financial statements. The course will start off with a discussion of the concept of income and the various capital maintenance concepts, followed by a discussion of the elements of financial statements, and conclude with a discussion on the gap in the GAAP.

For each element of financial statements, the conceptual issues relating to its recognition and measurement will first be discussed, followed by the related accounting standards. This course will also cover some of the more technical accounting standards like FRS 12 Accounting for taxes, FRS 17 Leases, and FRS 102 Share-based payments in the context of recognition and measurement of the elements.


B6133    Assurance, Attestation and Auditing

AUs: 3
Pre-requisite:
B6131 Governance, Risk Management and Compliance and
B6132 Accounting Recognition and Measu rement
This course aims to provide a broad understanding of the role of attestation and other assurance services in serving the needs of organizations and society in general, as well as a keen appreciation of the multi-faceted environment (e.g., economic, organizational, social, legal, regulatory, professional) in which these services are provided. It also aims to develop a sound appreciation of key auditing concepts and methodologies, as well as their application in various complex organizational settings. Through an active process of instructor-facilitated, problem-based learning activities and self-discovery, participants will acquire critical knowledge, skills and attitudes that an effective assurance professional should possess. Topics covered include the role of assurance in contracting and corporate governance types of assurance services and auditors auditor independence professional ethics auditors’ responsibility for fraud and illegal acts audit evidence materiality and audit risk business risk audit approach client acceptance and audit planning evaluation of business and process risks and controls audit sampling computer-assisted audit techniques auditing various business processes audit completion and reporting issues determinants of audit judgments.


B6134    Risk Reporting and Analysis

AUs: 3
Pre-requisite:
B6132 Accounting Recognition and Measurement
This course aims to provide a firm professional and conceptual grounding in issues pertaining to the reporting and analysis of a firm’s risks. The course focuses on the interaction between market forces and a firm’s business strategies on its risks and the relationship between accounting information and firm value. It emphasizes a rigorous knowledge of accounting standards and their application to practical problems as well as a firm understanding of the principles underlying accounting practices. In other words, participants should have a keen understanding of the underlying principles, assumptions and conditions pertaining to the application of accounting standards.

In view of the convergence of accounting standards worldwide, a global perspective will be adopted in this course. Although the main focus is on Financial Reporting Standards (the IASB model), participants will be exposed to US GAAP and the major differences between the IASB and the US reporting regimes. This course builds upon the pre-requisite courses and extends into more complex recognition, measurement and disclosure issues.

Topics covered include: accounting for business combinations, earnings per share, effects of changes in foreign exchange rates and accounting for financial instruments.


B6222    Corporate Finance

AUs: 3
Pre-requisite:
B6005 Financial Management
Builds upon the principles of financial management to analyse corporate financial problems. Topics include equity and debt financing, financial decisions and announcements, managing corporate growth, free cash flow, payout policy, financial structure policy, the market for corporate control, corporate risk management, international aspects of corporate finance and real options.


B6252    Financial Statement Analysis

AUs: 3
Pre-requisites:
B6005 Financial Management and
B6011 Financial Accounting
Focuses on the use of financial statement information in different settings. Topics include foundations of financial statement analysis analysis of inventories, long-lived assets, taxes, liabilities, off-balance-sheet finance, pension costs, inter-corporate investments, business combinations and multinational operations market response to financial information and use of financial information in valuation, forecasting and credit analysis.


B6255    Derivative Securities

AUs: 3
Pre-requisite :
B6250 Equities & Fixed Income Securities or B8270 Fixed Income Securities
Focuses on valuation of derivative securities such as forwards, futures, swaps and options, with computer applications for problems solving. The course will cover interest rate, currency, commodity and equity-related derivatives. Operational issues in derivative markets, basic uses of derivatives and basic concepts of financial engineering will also be introduced.


B6256    Investment Management

AUs: 3
Pre-requisite:
B6005 Financial Management
The course covers the overall portfolio management process, examines investments in the key asset classes (equities and bonds), and explores the use of derivatives (options and futures) to manage risk and enhance returns. A short introduction to how behavioral finance and technical analysis can be used in the investment process will also be provided.


B6257    Special Topics in Finance III: Global Financial Crisis - Current Issues in Finance and
Accounting

AUs: 3
Pre-requisites:
B6005 Financial Management and B6011 Financial Accounting
This course examines current issues in accounting and finance relating to the Global Financial Crisis. These issues will be examined from the perspective of external stakeholders such as investors and lenders, who use publicly available information in corporate filings to assess the performance and risk of firms.

Our approach of risk management focuses on the analysis of price risk, interest rate risk, foreign exchange risk, credit risk and liquidity risk.  We also examine the role of accounting information in predicting financial distress and corporate bankruptcy.

Next, we review financial instruments with the aim of obtaining a basic understanding of some commonly-used derivatives such as call options, put options, forward contracts and futures contracts.  The usage of financial instruments for both speculative and hedging purposes will be highlighted. 

Finally, we review some current issues pertinent to the Global Financial Crisis including the sub-prime mortgage crisis, credit default swaps, determinants of bank income smoothing and controversies associated with fair value accounting.


B6350    Managing Human Capital in the New Organization

AUs: 3
The course explores the challenges of building competitive advantage through effective human capital management in the organization of the 21st century. A multi-faceted approach is adopted reflecting the complexity of the environment and issues faced. Topics include: organizational perspectives and assumptions, organizational contexts and environments, systems thinking, organizational change and organizational learning, dynamics of organizational culture, assessing human capital investments linking corporate strategy and human capital management, and leveraging on emerging technologies.


B6351    Building the Human Capital Base

AUs: 3
The course focuses on developing, maintaining and improving workforce capability. Topics include: Talent and workforce planning in a dynamic environment recruitment in the e-era and global village selection strategies socialization, training and development, and building a positive human capital reputation for the organization.


B6360    Training and Development of Human Capital

AUs: 3
The course focus is two pronged. First, it will examine why firms train workers how should this be done the gross benefits of training making and evaluating training decisions and the design of training programmes. This will include topics such as economics, social and symbolic content of training, training needs analysis, training evaluation, elearning platforms and curriculum design. Second, it will focus on talent development, building the organisation’s capabilities and talent pool, and also promotions and career concerns.


B6436    Asian Foreign Investment Laws

AUs: 3
Introduces various legal systems in Asia and explores various forms of foreign investment transactions and legal ramifications. Topics include: the rules and challenges of foreign investment, negotiating a joint venture, the financial aspects as well as country issues like currency and taxation, intellectual property, labour and environmental constraints.


B6443    International Business Law

AUs: 3
Covers practical issues and legal principles relating to cross-border business transactions. Evaluates the impact of differing national laws as well as international rules and conventions on the major forms of international contracts and dispute resolution.


B6548    Strategic Enterprise Integration

AUs: 3
The intergrated enterprise comprises the basic foundation for EC. However the enabling technology of the integrated enterprise has continued to elude major IT vendors and systems integrators for the last several decades. Current-generation enterprise resource planning (ERP) software, however, has realised the promise of the seamles, flexible, extended, boundary-less enterprise. This course provides participants with a management-level introuduction to the technologies, methodology, and human aspects of planning and implementing such enterprise systems. Case studies bring out the more subtle aspects of deploying such complex advanced software in today's organisations and the economic impacts of such integration. The course also includes hands-on computer sessions to configure SAP R/3's FI module to a case company, create the basic master files, and to subsequently to process typical transactions against these files.


B6601    Supply Chain & Logistics Management

AUs: 3
Pre-requisite:
B6016 Managing Business Operations
This course will cover both strategic as well as operational issues in supply chain and logistics management. Topics covered include strategic principles in logistics management, supply chain and logistic system design, demand and inventory management, logistics customer service, logistics information systems, order processing, transportation management, warehousing and materials handling. Recent developments in supply chain management such as third party logistics, quick response/efficient consumer response, vendor managed inventory, the bull-whip effect, cross docking, etc will also be covered.


B6724    Managing Technology & Capital Transfers

AUs: 3
Deals with the complex strategic, financial, legal, public policy and organisational aspects of technology-based cooperative ventures. It focuses on the process of planning, organising, managing, controlling cross-borders transfer of technology and capital between private organisations.


B6726    Mergers & Acquisitions

AUs: 3
Pre-requisite:
B6005 Financial Management or B6011 Financial Accounting or permission of instructor
Provides an understanding of the strategic, cost, valuation, structure, financial, legal, accounting, negotiating and implementation issues associated with mergers and acquisitions. Issues in the development of well-defined, value creating mergers and acquisition strategy will be explored.


B6741    Managing People across Cultures

AUs: 3
This course will help participants understand the impact of culture on managing people in today’s global business environment. It seeks to develop the knowledge and skills needed to manage effectively in different cultural settings and to work effectively with people from other cultures.


B6746    Managing International Trade & Investment

AUs: 3
This course addresses both the macro and micro aspects of international trade and investment. The first part of the course includes multilateral trading and investment issues and institutions regional and sub-regional economic cooperation and trade and investment policies of national governments. The second part of the course has a micro orientation and aims to give students a deeper appreciation of the complex dynamic interactions involving the activities of Multinational Enterprises within the global economy. Historical perspective is provided to enable modern developments to be placed in context. The course will rely heavily on student participation. Role-play exercises and group projects will be used to bring issues to life for participants.


B6747    Global Marketing

AUs: 3
Pre-requisite:
B6007 Marketing Management
This is an advanced marketing course focusing on the development and implementation of international marketing strategy by firms. Coming into this course, participants should already have a basic understanding of marketing principles. The course has a strong “business development” perspective and will focus on major markets using case studies and other illustrations.


B6748    Cross-cultural Marketing - Differences between Eastern and Western Societies

AUs: 3
Pre -requisite:
B6007 Marketing Management (or concurrently)
Cultural dimensions as described by researchers like Hofsteede, Hall, Trompenaars et al. have impacts on the behaviour of societies and thus on their consumers. This course will create an understanding of how cultural dimensions influence marketing and its processes. The course questions and highlights the needs of differentiation with respect to products, prices, communication, branding, etc.  (“culture free versus culture bound”), the relevance of the cultural variable and society specific values for culturally adequate marketing strategies. Participants will be familiarised with options and restrictions arising from cultural factors in marketing. Emphasis will be put on the comparison of cultural differences in Asian and Western societies. Germany will be taken as an example to show how a specific western culture influences marketing elements. Differentiation needs in marketing of Eastern and Western societies will be worked out. Many examples will show differences in marketing and communication strategies.


B6833    Strategy Formulation

AUs: 3
The course examines the process of strategy formulation. Both formal and emergent approaches to strategy formulation as well as control issues are discussed. Particular approaches to formal planning covered in detail include environmental scanning and scenario planning.


B6834    Strategy Implementation

AUs: 3
In this course, we will look at the organizational dimensions of strategy, structure, culture and change and examine how these and other factors in relation to one another collectively affect an organization’s ability to execute effectively. In particular, the course will focus on organizational issues that arise when strategy is implemented. We will examine organization structure, coordination, information sharing, incentives and controls and discuss the choices available to management.

Through the analyses of several texts and case studies, we will investigate how management overseeing strategy implementation makes and executes decisions and creates the environment that facilitates the achievement of strategic objectives. Consequently, we will gain insights into why strategy execution is difficult to get right and often goes wrong.


B6835    Competitive Strategy

AUs: 3
Pre-requisite:
B6013 Economic Analysis
Participants study how firms allocate resources and make investments to maximize long-term returns in the face of competition. The course reviews aspects of industrial organisation and economic theories of organisation (transaction cost economics and agency theory).


B6836    Managing Organisational Change

AUs: 3
Pre-requisite:
B6018 Leadership and Organisational Behaviour
The aim of this course is to develop the participant’s skills in working as an internal change agent or management consultant. The major learning vehicle of this course will be a self-initiated change project in the participant’s own organisation or another organisation with whom the participant is familiar. Participants will gain an insight into the role of a consultant by working with a client in this organisation who is introducing change into some aspects of the organisation’s functioning. This is a real project, therefore each participant will have to gain acceptance by the client, diagnose what is required and plan an implementation strategy taking into account possible resistance to change.


B6837    Seminar in Strategic Management

AUs: 3
The seminar provides a forum to discuss relevant academic research and emerging managerial practice. Topics will be selected to leverage the expertise of leading scholars and practitioners available in the region.


B6838    Games and Business Strategy

AUs: 3
Pre-requisite:
B6013 Economic Analysis
Game theory provides managers a structured and coherent approach to making better strategic decisions in an environment where conduct of competitors is often uncertain. This course uses cases to provide both the conceptual foundations of game theory and applications to business. Some cases provide a dynamic view of strategy by examining competitive interaction between firms over almost a decade during which, firms are faced with decisions relating to pricing, signaling, capacity expansion, commitment, reputation, and entry deterrence. Other topics include patent races, wars of attrition and auctions.


B6926    Product and Pricing Management

AUs: 3
Pre-requisite:
B6007 Marketin g Management (or concurrently)
The primary focus of course is on development processes of product and pricing decisions. It provides a comprehensive analytical coverage of the research needed as input to the decisions, and the contributions of marketing management and behavioral sciences to the development process. The topics include, role of new products in marketing, product policy concepts, product life cycle, product positioning, product portfolio, and new product development testing, management and launch. The course also provides a systematic presentation of the factors to be considered when setting price, and shows how pricing alternative are developed. New and analytical approaches for solving pricing decisions are elaborated.


B6939    Integrated Marketing Communications

AUs: 3
Pre-requisite:
B6007 Marketing Management (or concurrently)
The course is designed to familiarize participants with the key issues, theories and tools associated with marketing communication decisions, especially those involving paid media. Specifically, it aims to provide analytical skills useful for the planning, implementation and evaluation of advertising communication. It looks into individual ads and evaluates the effectiveness of the devices and stratagems used. It also addresses the role of advertising in relation to other marketing communication activities. The course will provide a conceptual understanding of the social environment within which marketing communications are implemented. The course is relevant for those interested in developing communication strategies that build brands and solve business problems.


B6942    Marketing Research: Design & Analysis

AUs: 3
Pre-requisite:
B6007 Marketing Management (or concurrently)
The objective of the course is to provide a rigorous experience in marketing research. The course is aimed at the manager, who is the ultimate user of the research and is responsible for determining the major scope and direction of research activities. Techniques of data collection, evaluation of alternative sources of information, and methods of evaluating data and presenting the results are covered. The course should help managers recognize the role of systematic information gathering and analyzing in making marketing decisions. The main objective is to highlight the role of systematic information gathering in providing sound decision guidance and to develop an appreciation for the potential contributions and limitations of market research data.


B8053    Seminar in Management 1 : Organisational Enrichment *

AUs: 1.5
This half-course evaluates the impact of economic, political, social or environmental developments on business in general, and the corporation in particular. It also examines the actions that the firm/manager should take to secure and maintain competitive advantage.


B8054    Seminar in Management 2 *

AUs: 1.5
This half-course examines contemporary management issues that confront every middle to senior level manager. Participants will be presented with a framework within which these issues can be discussed and analysed. The issues will be illustrated through the extensive use of case studies.


B8055    Sustainability Management *

AUs: 1.5
The course is structured around three topical areas: (1) Analysis and description of the sustainability challenge, with a particular emphasis on climate change.  Key elements and dynamics of international carbon markets as a key mitigation approach will be discussed, as well as economic opportunities to monetize on carbon sequestration and other eco-system services; (2) Responses and opportunities in the private sector.  This section will review business opportunities and challenges in the ‘cleantech’ space and its state of development globally and in Asia.  Participants will be introduced with a corporate framework to assess sustainability-related value creation opportunities for businesses (‘Sustainability Wheel’); and (3) Policy Responses to address common public goods issues.  In this part of the course, participants will reflect on tax and regulatory solution approaches as well as on basic concepts of game theory and systems analysis.


B8056    New Venture Practicum *

AUs: 1.5
This course will provide a platform for students to take their entrepreneurship ideas to the market by preparing them for business competitions where they can get exposure to sources of funding, critiques that help refine their plans, and overall expose them to the entire ecosystem of new venture creation.  During the course, the students will follow a series of activities that will include initial ideation, refinement and revision of ideas, primary data collection, solution proposal and validation, creating proof-of-concept, interacting with industry mentors, and then ultimately the writing and presentation of the final business plan.


B8081    Managing in Asia: Issues & Ethics *

AUs: 1.5
This is a practical course aimed at enhancing the managerial skills and understanding needed to deal with challenges arising from the unique environment in which Asian business operates. It will examine the social, economic and political environment facing business in the region and will focus pragmatically on how Asian companies manage their relationships with governments and other important stakeholders. We will also look at how they manage issues such as ethics, social responsibility, reputation, and corporate governance.


B8083    Managing in Transitional Economies *

AUs: 1.5
This course examines the increasingly important issue of managing operations in transitional economies (TEs), with the focus on the East Asian TEs. Course content includes business operations within TEs planning, organisation and control managing business-level relationships and managing the government-business nexus.


B8085    Leadership in Organisations *

AUs: 1.5
The course deals with how effective leaders set direction, align critical constituencies and create a meaningful value system. Topics include motivation, interpersonal and group dynamics, leadership and influence, power and politics, organizational culture, and organisational change.


B8086    Developing Effective Communications Skills: An Executive Approach *

AUs: 1.5
Tomorrow's leaders require a command of communications skills to properly represent their organizations to their many stakeholders. These skills can be learned and this seminar is designed to teach the techniques used by effective executive communicators. Students will work intensively under guidance in the campus studio to apply the techniques on-camera, in simulated TV interviews and speaking engagements.


B8088    Management Consulting *

AUs: 1.5
This course gives participants an introduction to the field of management consulting. It will focus on the issues which confront change agents and consultants, both internal and external to an organisation, as organisations change and adapt to new business environments. The topics covered will include an understanding of the nature of organisational change in the new economy, the consulting process, frameworks for understanding consulting style, and the skills required of effective consultants. The emphasis will on the management of the client relationship through the change process.


B8089    Managerial Decision-Making: Biases and Cures *

AUs: 1.5
This course is designed to provide an understanding of the nature and sources of decision biases, and of ways to improve decision quality. The course highlights some of the systematic biases and errors that managers commit. In-class demonstrations will enable participants to have first-hand experiences of these biases, and how to overcome them.


B8090    Communications Management *

AUs: 1.5
This course focuses on oral and written communications that managers use to get work done in organizations. Participants in this class respond to cases, complete interpersonal/intergroup scenarios, give individual and team presentations, run meetings, and write a variety of messages using diverse media replicating communications that managers must produce to perform their organizational responsibilities. Participants learn linguistic and rhetorical alternatives for structuring and delivering content, analytical tools for assessing message effectiveness, and frameworks that facilitate decisions involving information timing, media selection, and targeting multiple constituencies. Participants also collect evaluative data on their own communication effectiveness using a survey instrument to gather information from external associates as well as through videotape review of in-class performances and evaluations from the instructors and fellow participants.


B8091    Power and Empowerment in Organisations *

AUs: 1.5
This course is designed to accomplish the following objectives: To help participants become more effective in exercising influence. To develop their understanding of power and empowerment as managerial tools for getting things done through others. To examine the organisational and managerial issues associated with power and empowerment with particular emphasis on applying concepts and issues to real-world situations. Some organisations emphasize traditional approaches based on hierarchical power, other organisations emphasize group-based approaches based on horizontal power, and still other organisations use a combination of hierarchical and horizontal power. In this class we examine contingency factors (individual and situational characteristics) that influence the use and suitability of various approaches to power. More important, we apply these ideas to contemporary organisations with an emphasis on analysis, critical thinking, and personal relevance.


B8093    Management Presentations *

AUs: 1.5
This course focuses on delivery and content in formal and semi-formal oral presentations. Participants will learn the difference between persuasion and transformation/inspiration. Participants will learn the use of linguistic and rhetorical strategies and how these are drawn into the service of image impression management techniques such as self and organizational promotion and exemplification. Cross-cultural issues are also addressed since the effectiveness of rhetorical strategies depends on social and cultural norms. In particular, the course will consider what constitutes vision and charisma (the major components of transformational behaviour and communication) and how these manifest in Singaporean leadership and accompanying communication.


B8095    Life Sciences: A Business Perspective *

AUs: 1.5
This course gives participants an understanding of the emerging life sciences industry, and its huge potential for new wealth and jobs creation. It will explain in layman terms the basic sciences behind the technological innovations which are driving the growth of this industry. It will survey the main bio-regions of the world, and study the dynamics of research, innovation and production. Participants will discuss the life sciences initiative in Singapore in depth, and assess our challenges as well as our chances of success in this new field.


B8096    An Essential Toolkit for Managers: Key Frameworks *

AUs: 1.5
Pre-requisites:
B6005 Financial Management
B6007 Marketing Management
B6013 Economic Analysis
B6016 Managing Business Operations
B6011 Financial Accounting (and/or B6017 Accounting for Decision Making and Control) Or Permission of Instructor
Properly assessing and then capitalizing on real world business opportunities can often be complex and bewildering to many managers, entrepreneurs and consultants, especially given the time and information constraints. The deployment and application of the appropriate management tools can provide valuable insights and a sound basis for decision making in an efficient, timely way.

Continually, business people need to evaluate new projects or business opportunities, or expansion of their current business into new areas or into new markets. Often, they fall short in conducting proper assessments due to a lack of knowledge of and/or the ability to apply analytical tools and rely heavily on word-of-mouth recommendations from their personal network. The result is typically foregoing opportunities due to lack of clarity or making decisions that are less robust.

The purpose of the course is to provide the analytical, problem-solving skills and practical sense of applying key management frameworks to the business world. While it is a prerequisite for participants to know some of the frameworks, this course takes them beyond just knowing about them and having heard about them, to deeply understanding their applications in business, and to using them confidently in their future business pursuits.


B8098    Personal Development in the Global Workplace *

AUs: 1.5
Personal development is becoming a recognized area of management practice. It no longer is a specialization within psychology or organizational management; it is a subject in its own right with specific research areas involving identity, lifestyle and career decision-making, human capital strategy, autonomous learning and competency development, self-awareness, self-assessment and self-confidence.  This course allows students to use themselves as the subject of critical thinking, since a large percentage of MBA students change their career orientation during their studies. The opportunity to work with other MBA students in an educational process allows students to appreciate diversity and to build their own career strategies.


B8099   Corporate Social Responsibility *

AUs: 1.5
The course covers both the environmental and social concerns as well as stakeholder expectations.  Responsible business has perhaps never been more relevant and executives are expected to understand and integrate sustainability into decision making and strategy.


B8253    Portfolio Management *

AUs: 1.5
Pre-requisites:
B8269 Equity Securities and B8270 Fixed Income Securities (or B6250 Equities & Fixed Income Securities)
Builds on the fundamentals of investment theory and in the valuation of equity, fixed income, and derivative securities. Topics include portfolio management policies, capital market expectations, asset allocation, portfolio construction and revision, equity and fixed-income portfolio management strategies, portfolio protection and portfolio performance measurement and evaluation.


B8256    Credit Risk Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Credit risk management has become perhaps the key risk management issue as we move further into the new millennium. The course explores both the traditional and new approaches to credit risk management. Topics covered under the traditional approach include classic credit risk analysis, Altman’s Z-score, consumer finance models, and credit risk-rating systems. Issues examined under the new approach include: KMV model, CreditMetrics, CreditPortfolio View, CreditRisk+, reduced-form model, modern loan portfolio management, structured finance transactions, and credit derivatives.


B8260    Treasury Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Focuses on the practical aspects of treasury management in corporations and financial institutions. The course will cover trading strategies in foreign exchange, money market instruments and derivative products and risk management controls in treasury operations in corporations and financial institutions. Practical trading sessions will be conducted in our Simulated Trading Room.


B8261    Market Risk Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Topics covered include: Definition of risks and value at risk (VaR) Approaches to measure VaR (variance-covariance, historical simulation, Monte Carlo simulation, and stressing testing) Implementing VaR (fixed income, FX, commodities, and equity) Managing risk with VaR Risk-adjusted performance measurement Regulators and risk management.


B8262    International Finance *

AUs: 1.5
Pre-requisite :
B6005 Financial Management
This course introduces the participant to the environment of international finance and multinational financial management. The topics covered include the foreign exchange risk management international parity conditions currency forecasting international financial markets foreign direct investment political and country risk analysis currency futures and options.


B8263    Multinational Financial Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
This course, which is a continuation of Financial Management and International Finance, deals with financial management practices in an international context i.e. from the perspective of the multinational corporation and its foreign subsidiaries. The topics covered include the application of capital budgeting to foreign projects, capital structure policies for the multinational corporation and its foreign subsidiaries, international financing and international stock exchange listing, international portfolio management and risk management of foreign projects and portfolios. As this is an advanced level course, you will be expected to participate in cases and journal articles presentation.


B8264    Asset-Liability Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
The increase in interest rate volatility has created a demand for better tools, techniques and strategies for interest rate risk management. This course provides an analytical framework to measure and manage interest rate risk. Participants will also play a computer simulation game in Asset-Liability Management. Topics include: sources of interest rate risks measures of interest rate risks: gap, duration gap and simulation valuation of non-maturity products prepayment modeling interest rate risk management tools: FRA, interest rate futures, interest rate swaps and interest rate options capital adequacy and capital allocation liquidity management ALM systems.


B8265    Financial Modeling *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Microsoft Excel is one of the mostly widely used software in the industry. This mini course provides the participants with a hands-on opportunity to implement financial models using Excel. All sessions will be conducted in the computer lab. Topics include: sensitivity analysis optimization regression analysis portfolio models duration and convexity option pricing models and value-at-risk.


B8267    Special Topics in Finance I *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
The aim of this course is to cover specific topics in banking and finance. Examples may include advanced topics in the various fields such as investments, corporate finance, international finance, risk management and financial institutions. Practical issues of concern to the banking and finance industry may also be included. The content of this course may change from time to time.


B8268    Special Topics in Finance II *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
This course will cover some of the most current topics in the finance area. It provides a forum to discuss relevant research and emerging practice in the field. Topics will be selected to leverage on the expertise of leading scholars and practitioners in the region.


B8269    Equity Securities *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Every asset, financial as well as real, has a value.  Valuation is at the heart of every investment decision, whether that decision is to buy, sell, or hold.   The ultimate objective of this course is to value any publicly traded firm, small or large, domestic or foreign, healthy or troubled.   The subject gets into the details of valuing entire business and the common stock of the business.  Topics include Discounted Cash Flow Valuation and Relative Valuation.  The former concerns discounting future cash flows at a proper cost of capital.  The latter emphasizes how to define, describe, analysze and apply any valuation multiple (for example, PE, Value/EBITDA and Price/Book Value).


B8270    Fixed Income Securities *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
Fixed-income securities include bonds that promise a fixed income stream and by extension all securities whose valuation and hedging are related to interest rates. Quantitative tools are especially important for understanding fixed-income securities: Their cash flows are contractually specified which makes it relatively easy to quantify the payouts, yet the subtleties of interest rate movements and credit risk ensure that quantitative analysis is useful. This course is focused on the concepts and tools that are useful to managers who want to use these securities, whether for investing, hedging, market-making, or speculating.


B8271    Practical Introduction to International Wealth Management *

AUs: 1.5
Pre-requisite:
B6005 Financial Management
The objective of this course is to build a basic understanding of the wealth management practices with the students; equip the students with hard skills and soft skills to better understand the wealth manager's environment of work; and enhance the students' knowledge in the industry through case studies and simulation experiences. The topics covered are: wealth management and private banking; asset management; wealth planning and family offices.


B8434    Management of Intellectual Property Rights *

AUs: 1.5
Focuses on how business can make practical use of technology and intellectual property to gain strategic competitive advantages. The course will show how the fruits of R&D efforts and business creations can be guarded against misappropriation through IP devices and yet be commercially exploited.


B8441    Company Law *

AUs: 1.5
The course trains students to explore Company Law through the lens of business whether in creating, financing, operating, rescuing or liquidating business enterprises. It includes a consideration of the law of business organizations such as sole traders and partnerships (including limited partnerships and limited liability partnerships), and a comprehensive study of company legislation. It would deal with aspects of formation and management of companies. It also includes, among others, an investigation of the issues involved in contracting with a company, corporate finance issues, directors’ duties, corporate governance, insider trading, protection of minorities, corporate rescues, reconstruction and winding up.


B8442    Management of Legal Obligations in Business *

AUs: 1.5
Focuses on practical and legal considerations and strategies associated with the contracting process and discusses relevant issues pertaining to specific types of contracts such as sales and employment contracts. Includes coverage of non-contractual obligations such as tort and business crimes as well.


B8445    Negotiation *

AUs: 1.5
The ability to negotiate skilfully and effectively is an important advantage in business. This seminar aims to increase participants’ awareness about the negotiation process and enhance their negotiating skills so as to enable them to reach agreement and/or resolve disputes more effectively. A wide range of tools are employed, including lectures on negotiation theory and process, live and videotaped demos of basic negotiation skills, experiential learning through role-playing and simulation exercises, interactive CD-Rom negotiation skills training, written self-review as well as peer and instructor review. Negotiation exercises are drawn from a variety of contexts - personal and legal, local and international, bilateral and multilateral.


B8446    Creative Thinking & Problem Solving *

AUs: 1.5
To succeed in the knowledge age, we need to be creative and innovative. The winning manager is one who solves problems creatively. This course is designed to help managers develop the thinking processes necessary for creative problem solving. By engaging in exercises and demonstrations, participants learn creative techniques to overcome mental blocks, generate novel and workable solutions, and extend their creative abilities.


B8563    Business Process Management *

AUs: 1.5
Pre-requisite:
B6014 Technology & e-Business/Electronic Commerce and IT (or concurrently) or relevant experience
Process innovation aims to achieve order-of-magnitude improvements in business performance: lower cycle times, better quality, enhanced customer service, and lower costs. Participants will be equipped with core reengineering concepts and related techniques to model, analyze and redesign business processes. Specifically, we will take a closer look at customer-interfacing, operational, support, knowledge, and network processes. Corresponding implementation and change management issues will also be addressed. Seminar illustrations and discussions will center around process transformation in the context of e-Commerce.


B8565    Advanced Topics in IT and e-Business I *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management
This course will cover some of the most cutting-edge topics in E-Commerce. Currently, the new emerging technological areas in E-Commerce include mobile commerce, XML and WAP. The exact topics that will comprise the course will vary with every offering. The specialized areas that will be covered could also include business issues such as Customer Relationship Management (CRM), B2B models, Networks and E-Markets, or B2C Portals.


B8566    Advanced Topics in IT and e-Business II *

AUs: 1.5
Pre-requisite:
B6016 Managing Business Operations
This course will cover some of the most current topics in the E-Commerce area. It provides a forum to discuss the relevant research and emerging practice in the field. Topics will be selected to leverage on the expertise of leading scholars and practitioners in the region.


B8624    Quality Management *

AUs: 1.5
This course focuses on quality management concepts, methodologies and practices of services and manufacturing industries. Topics like organisational and cultural aspects of quality management associated with implementing quality systems, communicating the quality message, team building, training and learning will be addressed.


B8628    Project and Vendor Management *

AUs: 1.5
This course provides a comprehensive treatment of the key planning and control aspects of project management that are common to many different areas of applications. Emphasis will be placed on modern techniques and tools. The managerial implications of the increasingly popular project-based organisations will be examined with contemporary cases.


B8631    Strategic Technology Management *

AUs: 1.5
This course examines the roles and dynamics of technology at the societal and firm levels. The impact of technology on businesses and strategic choices of firms will be emphasised. A common framework that helps to describe and analyse technologies of different kinds will be introduced and applied.


B8636    Emerging Technologies in Business *

AUs: 1.5
This course examines emerging technologies to provide an understanding of their status and evolution with respect to business. The course specifically addresses how IT and other technologies can be exploited to enable e-Business and other technology initiatives. Special attention is paid to critical issues such as security, efficient transaction processing, inter-operability across diverse hardware/software platforms and cutting-edge technologies with very significant business potential and implications. The issue of technology evaluation is given special attention so that both technology vendors and users can make informed choices in matching market offerings to organisational needs.


B8637    Advanced Topics in Technology and Operations *

AUs: 1.5
This course covers hot topics in the IT and Operations Management area. The content may thus change dramatically for one run to the next. Essentially, the course provides a means for visiting professors, researchers and practitioners to share state-o- the-art ideas, findings and experience on a specific topic of considerable interest. In the past, topics such as Customer Relationship Management, Mobile Commerce, Technology Valuation and XML have been offered under this general course.


B8645    Managing Outsourced IT Projects *

AUs: 1.5
The course delves into the vendor evaluation and selection process and the formalization of the award to the selected vendor through a negotiated contract. It then progresses into the arrangement and structure for the successful realization of the outsourced services.

The topics covered will include soft issues relevant to the conduct of a project and focuses on addressing conflicts between the organization and its contractor; vendor change and transition.


B8721    Global Business Environment *

AUs: 1.5
This course is intended primarily for participants who have not previously studied international business (IB). The course introduces the broader IB environment through a series of traditional case studies and mini-lectures. The purpose is to provide a context and background for the other functional IB and strategic management modules. There is no written examination, and formal assessment is through a series of web-based group projects. Given the location of this programme, the focus will be on the global business environment from an Asian perspective. The areas covered include: the economies of Southeast Asia; the growth of regionalisation; the cultural aspects of IB; the international economic and financial environment; the natural environment and the competitive environment.


B8722    Global Business Applications *

AUs: 1.5
This course is taught by practitioners and academic specialists in the field of international business. The course emphasis is on the way international business is changing, and the pedagogical approach is a mixture of presentations, discussions and mini lectures. The module covers the international aspects of resource management, organisational structure, and market presence, though the topic emphasis will change each session to keep up with the latest ideas and developments in the field. There is no written examination and formal assessment is through individual and group projects.


B8723    East Asian Cultures and Management Practices *

AUs: 1.5
The course looks at the history and culture of East Asia and how this has affected the economic and management philosophies of this region.  It will primarily focus on China, but also cover Japan and Korea, which had ancient cultural ties to China.   These East Asian countries have traditionally been influenced by Confucianism and Taosim, which is reflected in their personal and social cultural values and as well as their business ethics and governance.  At the same time, they have developed in different directions because of cultural and historical factors as well as foreign influence. Among the topics covered will be a brief survey of the history of China, Japan and Korea; the basic precepts of Confucianism and Taoism; the practice of guanxi and corporate governance in East Asia; and the management styles of Chinese, Japanese and Korean corporations.


B8724    Indian Business Law *

AUs: 1.5
The course would deal with specific aspects of doing business such as establishing legal entities, making foreign investments, raising finances through public offerings, mergers and acquisitions and several aspects associated with business laws such as employment and taxation.

While the course is not intended to involve an exhaustive study of all applicable laws and regulations, it would highlight key legal considerations for business transactions in India and allow for deliberation on topical, contemporary issues with real-world examples. 


B8945    Seminar in Marketing *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
There is a specialized body of knowledge which keeps on evolving and which is very important and relevant for marketing professionals. There are professors who have advanced knowledge in specialized areas. The objective of this course is to familiarize the participants with the specialized knowledge of such professors. The School also gets many distinguished professors from top overseas universities, who shall conduct such seminars in the areas of their excellence. Therefore, the course may vary from time to time and shall be announced accordingly, depending on the availability of such professors.


B8947    Strategic Brand Management *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management
The objectives of the course are to help participants better understand how a favorable corporate and brand image is created and managed over a period of time, the role of brand equity and its challenges from private labels. Key learning includes brand identity prisms, how to develop and interpret perceptual maps, and the role of the consumer in forming brand equity. Several real-life brand examples which were successful or unsuccessful shall be demonstrated. Branding is expensive and time-consuming, and it can make or break a product and therefore strategies in managing the brand are highlighted. Also, increasingly companies are assessing the value of its brand and the impact which it makes, which shall be elaborated.


B8948    Business to Business Marketing *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
The business market consists of all the organisations that acquire goods and services used in the production of other products or services. The course objectives are to familiarise the participants with the different decision-making processes by which formal organisations establish the need for purchased products and services and identify, evaluate, and choose among alternative suppliers. Compared to consumer markets, business markets have generally fewer and larger buyers, a closer customer-supplier relationship, and more geographically concentrated buyers. There is the concept of buying center and various stages in the buying process, which should be understood. Also, suppliers must be prepared to adapt their offers to the special needs and procedures found in the business markets.


B8950    Advanced Topics in Marketing *

AUs: 1.5
Pre-requisite:
B6007 Marketing Manag ement (or concurrently)
Marketing is a very dynamic and evolving course. There are many topics, which are critical to the success of marketers and businesspersons, but yet they may not be substantive enough to be structured as a regular full course. The importance and significance of such topics in the business world however is very valuable and cannot be understated. Such advanced topics have niche professors who develop specific competencies in these areas. Therefore, the objective of this course is to familiarise the participants with detailed knowledge of some advanced marketing topics, which may vary over time, depending on current marketing trends.


B8951    Effective Sales Management *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrent ly)
In a competitive world, there is no point in having a great product if it cannot be sold! The goal is to examine the elements of an effective sales management as a key component of the total marketing effort. The course is concerned with how to manage sales rather than how to sell, with the objective of maximizing the efficiency and effectiveness of the firm’s revenue generation and market share. Course objective includes understanding the sales process, sales organization structure, sales demand estimation, territory design, sales quotas and issues in recruiting, selecting, training, motivating and compensating salespeople. The course will familiarize with recent research in sales management that underlies the theories and concepts, which can be applied to practical situations.


B8952    Marketing Channels Strategies *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
This course refers to one of the 4 Cs called convenience, which was earlier neglected. In the new economy, it is not easy to keep ahead of competitors only based on product superiority. Companies that consciously build strong distribution channels shall have a distinctive advantage. The course will provide analytical skills necessary for strategic design and effective management of distribution channels. The goal of the course is to also understand the power and conflict in company-channel relationships, which are critical for survival and success. The course will elaborate the various criteria of channel selection and channel motivation for optimum revenue generation and market share. It shall emphasize that the channel strategy is for the long term and cannot be cut and pasted.


B8953    Understanding Consumer Behaviour *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
Marketing begins and ends with the customer, from determining customer needs and developing high quality products and services to providing customer satisfaction. Therefore, how do consumers of all kinds decide what products and services they want, need and desire. This course takes a managerial perspective, focusing on understanding and serving consumer needs to create satisfied and loyal customers. The course will develop basic frameworks on consumer behaviour principles and then apply these to a number of specific content domains, including cultural and national differences. A major theme of the course is the diversity of consumer behaviour across cultures, nations and subcultures. The course is relevant to anyone interested in the interplay between consumer behaviour and business practices.


B8954    Services Marketing *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
Service sector of economy is going through rapid growth, diversity and change. The course examines the development and management of services within a growing and changing marketplace. Among the challenges addressed are the development of global service marketing strategies, the process for the development of new services, the role of the climate and culture within the organization, strategies for customer retention, quality management and measurement in a service organization, and insights into service demand and the structure of the service firm. The course will also include various tools for service marketers, which includes adding value to core products with supplementary services, understanding costs and developing pricing strategies, communicating and promoting services.


B8955    Retailing Strategies *

AUs: 1.5
Pre-requisite:
B6007 Marketing Management (or concurrently)
Retail managers today must make complex decisions about, among other things, selecting the appropriate target market and locations, determining what merchandise and service to offer, training and motivating sales employees, and deciding how to price products and present merchandise. The objective of this course is to enrich participants’ understanding of probably the most challenging and competitive form of business – retailing. To survive and prosper in the retail jungle, retailers must build a path based on well-developed strategic plans and use state-of-art information and distribution systems to implement them. Thus, participants are exposed to well-established retail strategic frameworks and relevant research encompassing various areas of retailing. An applied perspective is adopted whereby participants are encouraged to apply concepts and perspectives learned in the course.

* half course


AS6000 The International History of Asia
(by S. Rajaratnam School of International Studies)

AUs: 3
This course provides an overview of the international history of East and Southeast Asia. It focuses on the themes of cooperation, order, and conflict in the region. Topics to be covered include regional security issues, inter-state tensions, and the foreign policies of the major players in East and Southeast Asia.


AS6002 Language Study
(by S. Rajaratnam School of International Studies)

AUs: 3
Candidates will be given the opportunity to study an Asian language of their choice. They will be introduced to the language, learn basic grammar, and be acquainted with the essential vocabulary. The School offers Bahasa Melayu, Japanese, and Mandarin Chinese. Subject to instructor availability, the total number of languages offered for study in a given year is subject to change. Students intending to read this course will also be required to read a language that they have little prior knowledge of.


AS6004 Political Change and Political Development in East Asia
(by S. Rajaratnam School of International Studies)

AUs: 3
This course aims to familiarise students with the key debates and concepts on political change and development. It examines two of the core issue areas of comparative politics that deal with the relationship between socio-economic and political change, and how best to analyse and theorise about political change and development. The course will also analyse some of the major debates on political transitions, particularly between the key schools of transitology and consolidology, and examine the interplay of a number of factors, including: institutional change, civil society, social movements, rule of law, and international factors, in so far as they help to (re)define statesociety relations and explain the dynamics of political change taking place in East Asia.


AS6005 Religion and Identity in Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
Religion continues to play a vital role in the social, cultural, and political developments in Asia. This course will provide students with overviews of the broader religious developments in the region. Cases where religious affiliation has served as important identity markers and sources of conflict (and, where possible, of collaboration) will be examined. Various perspectives– developmental, structural, post-structural, postcolonial and feminist – on politicised religion, globalisation, conflict, and identity will be explored. The course will focus on how groups, communities, and nations use religious traditions in multiple ways, for instance, as means of expression, gaining recognition, channelling resources, legitimizing conflicts, and as sources for identity.


AS6007 Government & Politics of Southeast Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course will examine the dynamics of the domestic politics of Southeast Asia. Within the framework of Comparative Politics, this course focuses on the political actors, institutions, and processes that define the characteristics of political systems in the region. It will explore and analyze the challenges that states face along several themes which include, among others: political development and legitimacy democratization and globalization the role of elites and civil societies ethnic and religious conflicts and the politics of identity. While the course adopts a comparative country study approach, the objectives however go beyond knowing about the Southeast Asian countries. More importantly, it aims to enable students to think conceptually and comparatively about differing political systems and processes, and to critically analyze common problems, issues, and trends that cut across the dynamics of governance and politics of Southeast Asia.


AS6008 Contemporary Maritime Security in Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course will address the dynamics of maritime security in Asia with a particular focus on issues of concern in Southeast Asia, including the safety and security of shipping using the vital waterways in the region. Shipping and seaborne trade continue to grow and the marine environment of the region is under increased threat from higher levels of land-based marine pollution, increased shipping traffic, degradation of marine habitats, and over-fishing. Meanwhile, naval budgets in the region are increasing and there is a risk of maritime strategies becoming competitive rather than cooperative. Law and order problems at sea are becoming more serious with piracy and armed attacks against ships, people smuggling, and drug smuggling, as well as the threat of maritime terrorism. Countering this illegal activity is handicapped by the lack of maritime boundaries in many parts of the region and conflicting claims to sovereignty over offshore islands. All these issues place a premium on the need for cooperation and regime building to address them. This need will be an important theme of the course.


AS6009 China and Ethnic Chinese in Southeast Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
Ethnic Chinese or ‘Chinese overseas’ constitute a significant minority outside China but they do not form a homogenous group. Nevertheless they have played an important economic role in their residing countries. This graduate course examines China’s changing policies towards ethnic Chinese, with special reference to those in Southeast Asia where most of them live. It also addresses Southeast Asian government policies towards this ethnic group and ethnic Chinese responses to these policies. Problems and prospects relating to the group in an era of globalization also make up part of the course.


AS6010 State and Politics in Modern Indonesia
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course evaluates the main currents in Indonesia’s domestic politics since its independence in 1945. It evaluates the institutions, processes and practices of Indonesian politics. It begins with a basic analysis of pre-colonial and Dutch colonial history, the experiences of Japanese occupation, revolution, and the independence period divided into the sub-periods of Parliamentary Democracy, Guided Democracy, the New Order, and the current Reform era. The course identifies the major actors in the political system, the nature of their interaction and the sources of their power. It seeks to answer some of the more complex questions in the study of Indonesian politics: Is Indonesia a democracy? Who rules Indonesia: the politicians, the bureaucrats or the military? What are the causes of political corruption and money politics? Other themes include the impact of electoral reforms; civil-military relations; the politics of patronage; the resurgence of Islam; issues of national integration; and the role of the government in the economy. Whilst highlighting the more distinctive aspects of Indonesian politics, the broader comparative perspective is not ignored, with references to democratic theory, pluralist, elitist, and corporatist models of interest groups, electoral theory and other concepts. Contemporary policy problems are examined, including military, environmental and administrative reforms and decentralization.


AS6011 State, Society, and Politics in Malaysia
(by S. Rajaratnam School Of International Studies)

AUs: 3
The course examines the successes and failures of Malaysian State, Society and Politics. The “State” is the vestibule of political power and includes all those institutions of government and political governance. “Society” represents all those other activities arising out of business and civil society that are not directly related to the “State”. In this course, “politics” refers to the distribution of power across private and public domains. Malaysia’s constitutionally-enshrined system of federal government exhibits unitary state characteristics rather than a federalist tone involving greater political devolution. The course also includes the role and function of the Malaysian Armed Forces and the Malaysian Special Forces. The course emphasizes an understanding of the shifting “Triangle of Power” that has evolved dramatically since the introduction of the NEP (1970). Students are encouraged to explore and consult as many historical and contemporary works on Malaysian politics well beyond those listed in the readings. State, Society and Politics in Malaysia includes all political, economic, and social activities across all Malaysian states in the Semenanjung, and the Eastern Malaysian states of Sabah and Sarawak and has been designed for the newcomer to Malaysian politics.


AS6013 State, Society, and Politics in China
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course is intended to be an in-depth examination of the key aspects of contemporary Chinese political economy. There will be four major parts in the course. First, we will have a quick survey of the political and economic legacies left by Mao. Second, we will look at the origins of China’s reform and opening up policy, and the political dynamics of the incremental reform approach. Special attention will be paid to the question why and how China adopted and implemented its gradualist reform program. In the third part, we will focus on the results and consequences of the reform, including such topics as the changes in center-local relations, state-society relations, income gap and regional imbalance, rural political economy, and social instability and social welfare. In the last section, we will try to understand the Chinese society in a broader context of globalization, the ideological and institutional evolutions of the CCP, and China’s political reforms. The ultimate purpose of the course is to encourage students to understand and analyze contemporary China by grasping the complex interactions of cultural, historical, societal, political, economical, as well as global forces.


AS6014 The United States and Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
It has been said that the United States presence in Asia has been a major stabilizing influence. This seminar probes the establishment of this U.S. presence in the region, and its impact on Asia since World War II. The following questions direct the inquiry: What motivated, and continues to motivate, Washington’s involvement in Asia? What was/is the nature of that involvement? Have U.S. interventions been productive or counterproductive? What do they tell us about U.S. power and how it has been wielded in Asia?


AS6015 Non-Traditional Security Issues in Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
Non-Traditional Security (NTS) issues are challenges to the survival and well-being of peoples and states that arise primarily from non-military sources. These challenges include climate and environmental change, resource scarcity, infectious diseases, natural disasters, irregular migration, food shortages, people smuggling, drug trafficking, and transnational crime. These dangers are often transnational in scope. They typically defy unilateral solutions. And they customarily demand the attention of multiple agencies and states. This seminar investigates the idea and scope of non-traditional security, the key trends and developments in NTS, and the multifaceted strategies that have been implemented to address NTS issues in Asia. It will also provoke thinking on future trends in NTS and consider new strategies to deal with the challenges posed by new developments in NTS.


AS6016 Selected Topics in Asian Studies
(by S. Rajaratnam School Of International Studies)

AUs: 3
This seminar will furnish candidates with the opportunity to comprehensively examine a selected theme, trend, or event in the field of Asian studies.


IP6000 Theories and Issues in International Political Economy (IPE)
(by S. Rajaratnam School Of International Studies)

AUs: 3
This graduate course is designed to give students an introduction to key theoretical and empirical concepts in the study of international political economy (IPE). IPE sits at the intersection of politics and markets. Many political scientists study political decisions divorced from the economic context. Similarly, economists frequently study the mechanisms of the market as though the economy works without manipulation by political actors. Yet these two areas should not be regarded separately. This course will study the interaction between production, distribution and the use of wealth with politically organized rules and institutions in the global environment. This interaction will be studied at two levels-theoretical and practical. At the theoretical level, four primary approaches to IPE, including liberalism, mercantilism, Marxism and critical approaches will be examined. These theories will help structure students’ comprehension of real-world examples. The course will also examine substantive issue areas like trade, monetary and fiscal policy, foreign investment, globalization, development, foreign aid, and international cooperation. An economics background is not a prerequisite for this course.


IP6001 Economics for International Political Economy
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course covers selected basic theories and approaches in economics with a special focus on macroeconomics, including trade, finance and exchange rate economics that will assist students in understanding the issues and problems that are central in International Political Economy. The course will also explore the ideas and concepts that have informed economics through the years, such as for instance, Keynesianism. In addition, it will address, where relevant, the institutional arrangements that are central in any open economy, such as the gold standard and currency boards for exchange rate management. The course thus aims to provide students with a macro level understanding of how an open market economy with its trade, foreign exchange and asset markets work, the economic linkages these markets create, and the implications of such linkages for macroeconomic policy, especially international trade, international finance and exchange rate policies. The course will therefore help students make sense of the many contemporary economic frictions between states that stem from their diverse approaches to macroeconomic policy, including trade and exchange rate policy, as well as the debates among policymakers, economists and politicians over the ‘best’ or ‘right’ policy that states should adopt. An economics background is not a prerequisite for this course.


IP6002 Regional Integration in the World Economy
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course focuses on political regionalism and regional economic integration as a classic case of the union of the political economy of international relations and international economics. Regionalism and regional economic integration are hardly new, as evidenced by the transformation of the European Coal and Steel Community into the European Union, driven as much by economics as the socio-politics of Europe. What has evolved as the “new regionalism” since the mid-1980s appeared triggered by frustration with the General Agreement on Tariffs and Trade (GATT) and its Uruguay Round. Despite GATT’s makeover into the World Trade Organisation (WTO), the regional impulse gathered momentum with the formation of the North American Free Trade Agreement (NAFTA) by 1993. New regionalism may be as much a reflection of disappointing multilateralism as the reality of a potent brew of new globalization, new information communication technology and the knowledge based economy – mixed with politics and security concerns - that have raised issues and challenges over and beyond traditional cross border activities under internationalization. The main objective of this course is to explain the emergence of the new regionalism within the theoretical context of international relations and international economics and politics as well as its role and relationship to the multilateral WTO system. The empirics of regionalism and regionalization in major regional and bilateral schemes observed in the world economy will be surveyed and evaluated. Whether and how such regional and bilateral trading arrangements have value in and of themselves, and their implications for multilateralism, will be considered. The course is multidisciplinary, covering how economics, politics, security, technology and law motivate and affect regional and bilateral trading arrangements. Case-studies in Asia Pacific and East Asia will be highlighted.


IP6004 An Introduction to International Law
(by S. Rajaratnam School Of International Studies)

AUs: 3
This is a foundation course in public international law, or what has been classically known as the law of nations. The course introduces the student to the nature, processes and institutions of the international legal system, as well as the major legal principles governing relations between states, states and international organizations and also between individuals and the international community. In the course of our studies, we will consider the relationship between international and domestic law and the role of law in promoting world public order. The student will learn to appreciate the interaction between law and international politics, how norms are created, why they are obeyed, and how these rules govern behaviour among international actors.


IP6005 Selected Topics in International Political Economy - The Political Economy of Economic Development and Integration in Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course will focus on identifying the factors which contributed to the "Asian Economic Miracle" and the host of issues confronting the new post-crisis Asia. It will draw upon existing academic literature and policy papers, among others, from the ADB, the World Bank and the IMF as there is no single text book which can be used for the purpose. The course will have a strong policy focus and enable students to develop an understanding of emerging issues facing a new post-crisis Asia such as evolution of production and supply chains and free trade agreements, efforts to develop local currency bond markets, promote policy dialogues, and establishing regional financing mechanisms.


IP6006 The Political Economy of Development
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines different paths that states can take enroute to development. It begins with a review of liberal recommendations that have formed the bedrock of Western objectives for development. It considers the role played by three key institutions—the International Monetary Fund (IMF), the World Bank, and the World Trade Organization (WTO). It will then explore possible alterations in these institutions that might improve the prospects for growth in the least developed states. The final section of the course reviews critical approaches to development, including Marxism/Leninism, the legacy of colonialism, and world systems theory. Throughout the course, both theoretical and practical aspects of economic growth, will be considered.


IP6008 A Globalizing China in the World Economy
(by S. Rajaratnam School Of International Studies)

AUs: 3
Since the inauguration of the “Open Door” policy in 1979, China’s linkages with the world economy have multiplied extensively. China’s accessions to the World Bank, IMF and Asian Development Bank in the 1980s, the APEC in the 1990s and the WTO in the early 21st century were milestones in its long journey to broaden its engagement with the world economy. Likewise, over the past 25 years, Beijing has opened its markets and enterprises progressively wider to FDI, trade and international capital markets. More recently, Beijing is grooming its promising indigenous enterprises to cross beyond China’s borders and compete with non-Chinese MNCs in the global market. The UNCTAD has predicted that China’s outward FDI would explode in the next few decades to match, or even surpass, that of Japan’s in the 1980s and 1990s. Already, China is re-shaping the global economic landscape by helping Japan mount an export-led economic recovery, financing a greater portion of the US current account deficit, holding down global inflation and interest rates through its cheap exports, and reviving growth of resource-rich and commodity-based economies through its insatiable demand for raw materials. With rising economic clout, China is set to join an expanded G-7 grouping within this decade. This course charts the evolving pattern of China’s participation in the world economy and draws out the implications of China’s increasing weight in the international investment, trade and monetary communities.


IP6009 Monitoring, Forecasting and Managing Country Risk and Economic Crisis
(by S. Rajaratnam School Of International Studies)

AUs: 3
Since the Asian Financial Crisis in 1997-98, several similar but smaller-scale crises have erupted in some developing economies like Brazil, Argentina, Russia, and so on. These events have spurred multilateral institutions (e.g. World Bank, IMF), MNCs, international investment banks and national governments to develop more rigorous early-warning systems to anticipate such economic crises in countries where they have invested in or lent to. Failure to monitor these kinds of crises would entail extremely high costs for international investors and lenders. Recognizing this, country risk monitoring and forecasting have become more sophisticated and elevated management functions in these international and national organizations. This course aims to introduce students to the concepts, theories and methodologies of country risk assessment and crisis prediction. It takes a holistic approach, combining the tools of political, economic and financial risk analyses from both the qualitative and quantitative perspectives. The course will incorporate real life, retrospective crises as case studies to help students gain an in-depth understanding of the ingredients that lead to the successes and failures of country risk monitoring and forecasting.


IP6014 International Human Rights Law
(by S. Rajaratnam School Of International Studies)

AUs: 3
This human rights course deals with competing ideas about the appropriate relationship between individual and the state and the role of law in regulating that relationship. In particular, we will explore the extent to which human rights are an indispensable and universally-desirable aspect of legal regulation. Starting with an historical overview of the development of international human rights law, the course will consider key international human rights documents and conventions and asks if there are reasons to believe that either the idea of human rights or the content attributed to some human rights cannot be justified as appropriate for all societies in all contexts? Selected cases and scenarios from international human rights law – such as group rights (women, children, indigenous persons) and particular rights (education, language, health) – provide the concrete focus for exploring the broader theme.


IP6015 Quantitative Methods in the Study of International Politics
(by S. Rajaratnam School Of International Studies)

AUs: 3
The class offers an introduction to quantitative methods commonly used in many scholarly journals of international studies so that students will become educated readers and practitioners of these techniques. The course focuses on quantitative methods commonly used for constructing theories and for empirical testing. With regard to theory construction, students will receive an introduction to mathematical methods such as maximization, optimization, and game theory. The material is presented in the context of applications and examples that illustrate the relevance of the methods for understanding and analyzing social phenomena. The empirical testing portion – the main emphasis of the class — will introduce students to the use of statistical techniques for testing their theories. Students will become familiar with SPSS, a commonly used, and easy to use, statistical software program.


IP6016 Energy Security
(by S. Rajaratnam School Of International Studies)

AUs: 3
Energy is a private good but a fungible commodity while security is a public good. When two distinct goods are combined, the underlying characteristics of the composite good are multifaceted. Though the concept of energy security is not well known, energy security could be simply an assurance of energy supply that can be depended upon both in times of abundance as well as in times of scarcity. As recent international affairs such as China’s deepening relationship with African nations, a cooperation between the UN and India on nuclear technology or Iran’s initiation to build pipelines to India via Pakistan have shown, efforts to secure energy resources are believed to have shaped relations within and across energy-deficient and energy abundant countries. Hence, energy security is not only a security issue but an economic issue. This course aims to understand the multi-faceted characteristics of energy security ranging from the inherent economic aspect of energy security to strategic and geopolitical nature of energy security. As a way of the understanding, it studies various aspects of energy, security and energy security in the four broadly defined frameworks– economic, political economic, geopolitical, and legal and regulatory context. First, it reviews the economics of energy security, mainly the consequences of import dependence and instability of energy markets. Second, it examines the political economy of energy security, especially interrelations between crude power and oil-importing and -exporting countries. Third, it explores how geopolitics of international relations influences and shapes coalition, cooperation or unilateral action for energy security. Fourth, it analyzes the aspects of energy security in legal and regulatory frameworks in local, regional and international context. Apart from the multi-faceted characteristics of energy security, it also discusses particular issues in energy security such as the different perceptions of energy security between developed and developing countries, a different time dimension of energy security, the risk perception of energy security, the role of government, and the nature of the threat. Throughout this course, students are required to read recommended books, reports, and scholastic papers among others and present and discuss what they found from the readings, and write an analytical paper on energy security.


 IR6001 International Relations Theory: A Critical Introduction (Foundation)
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course introduces students to the advanced study of international relations through an understanding of competing analytical and normative frameworks, including realist, liberal, constructivist and “critical” perspectives. These perspectives are used as templates for analyzing major developments and transformations in international relations. Students are exposed to the interplay between material and ideational forces: power, interest, ideas, identity, discourse, socialization, and resistance, in explaining continuity and change in international relations. Conceptual and policy debates surrounding several key sources and mechanisms of stability and change, including balance of power, interdependence and globalization, democratic transitions, and international institutions, are examined.


IR6003 Critical Security Studies
(by S. Rajaratnam School Of International Studies)

AUs: 3
Today, the field of security studies - the successor, according to some, to strategic studies - is in flux. The traditional dominance of a state-centric notion of security has now given way to a rich contestation of ideas regarding what security is or ought to be. Many argue that it is in this respect that security studies can be viewed as possessing a “critical” dimension. More broadly, the critical security studies enterprise is not simply about debating the state. For our purposes, to think of security in critical terms is (as Merleau-Ponty might say) “to never consent to be completely at ease with what seems evident” about the political world that security intellectuals, managers and practitioners so confidently affirm. This course examines prevailing claims about the “nature,” meanings and practices of security as understood by those in the business of defining, expounding, teaching, exercising and pontificating on matters of security in its various dimensions. The participants, processes and practices involved in that “business” are themselves of interest to us, or at least they should be.


IR6005 International Relations of South Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course will survey the international politics of South Asia since 1947. It will look at the historical emergence of the states of India and Pakistan in 1947 the policies of the major powers towards the region and factors in intra-regional conflict during the Cold War developments since the end of the Cold War the contemporary significance of South Asia in the context of international relations the interplay of domestic politics, ideologies, regional conflicts and international rivalries in the international relations of South Asia the quality of regional co-operation and the problems of regional order in South Asia.


IR6006 The Study of Institutions
(by S. Rajaratnam School Of International Studies)

AUs: 3
The primary purpose of this course is to provide students with an understanding of the major theoretical perspectives on the study of international institutions and of the evolving role of international institutions in international relations. The latter involves examining the impact of international institutions on policy making and implementation as well as analyzing their limits and the problems they face in contemporary international politics. A secondary objective of this course is to explain how competing understandings of, and approaches to, institution building and regionalism apply to Southeast Asia and the wider Asia-Pacific region. Consequently, this course provides an understanding of the conceptual and theoretical debates on international institutions and regionalism, the historical evolution of multilateralism, the factors affecting its principles and practice in the post-Cold War era, and the strengths and weaknesses of contemporary international institutions. Apart from global institutions such as the United Nations and the World Trade Organization, regional institutions in Europe and Asia are examined.


IR6007 Selected Topics in International Relations - Islam and the West
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines the changing relations between the‘ domain of Islam’ and ‘the West’, more specifically the United States, against the backdrop of the events of September 11, 2001, and its aftermath. It does so in both historical and contemporary terms. Its inquiry focuses more specifically on three main issues: the nature of Islam and its relations with the West in history, the rise of the United States to globalism since World War II and its role in the Muslim domain, and the problems with the diverging US and Muslim approaches in dealing with the phenomenon of international terrorism.


IR6008 U.S. Foreign Policy
(by S. Rajaratnam School Of International Studies)

AUs: 3
The United States occupies the primary position in today’s‘ unipolar’ world. The aim of this course is to examine critically American foreign policy from the historical and theoretical perspectives in order to understand the origins, nature, and consequences of the ascendancy of the United States. The course has three broad components: (1) an historical survey of U.S. foreign policy from its founding to the present, with an emphasis on the Cold War period; (2) an introduction to the field of foreign policy analysis, focusing on the multi-level processes by which decision-makers formulate and implement their policy goals in the U.S. system; and (3) case studies. The course will equip and require students to evaluate the prospects for the exercise of American power and the role of the U.S. in international society in the contemporary post-Cold War, “post-9/11” era.


IR6009 The History and International Politics of the Cold War (1945-1989)
(by S. Rajaratnam School Of International Studies)

AUs: 3
An understanding of the history and politics of the Cold War is critical to the study of contemporary international relations and strategic security issues. This course examines the recent history of relations between states after the Second World War, and the development of the international system since 1945. It includes such topics as the origins of the Cold War; the evolution of the Cold War between the superpowers; decolonization and selfdetermination in the developing world; regional conflicts in the Middle East and Asia; integration in Western Europe; detente and the end of the Cold War; and the evolution of Cold War international institutions.


IR6010 Human Security
(by S. Rajaratnam School Of International Studies)

AUs: 3
While human security has become a buzzword in the international community, it remains till today a widely debated concept. Human security has meant different things to different people. Notwithstanding this conceptual quagmire, the discourses on human security have continued to resonate well in and outside the Asia-Pacific. In addressing the questions, “security for whom, from what and by what means?” the concept of human security has emerged to challenge the conventional notions of military security. This course will explore the broad dimensions of human security—its various meanings, its scope, its coherence and policy relevance. It aims, inter alia, to provide a better understanding of the nature of human security conditions that beset individuals and communities and to pose questions with regard to state-society relations, principles of inter-state conduct and responsibility, and possible instruments for global governance.


IR6011 Foreign Policy and Security Issues in Southeast Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
The objective of this course is to analyze and understand the internal and external factors which shape strategic perceptions and the conduct of foreign and defence policies in the Southeast Asian region. The course will adopt both historical-structural as well as thematic approaches to help identify key sets of forces internal and external to the state that shape the foreign policies of Southeast Asian countries and the security environment of the region. At the end of the course, participants should develop a deeper understanding of the security challenges facing post- Cold War Southeast Asia as well as the on-going Asia-Pacific security discourse.


IR6013 Asian Security Order
(by S. Rajaratnam School Of International Studies)

AUs: 3
Of late, the security outlook for of Asia has been the subject of major debate. Realists offer a pessimistic outlook, viewing the post-Cold War region as one rife with conflicts and sliding into heightened anarchy. Some realists postulate intensified competition between the US and China based on the logic of power transition and offensive realism. Others see regional stability to be critically contingent on the maintenance of a balance among the major powers. Liberal institutionalists and social constructivists have challenged this pessimism, and identified a number of emerging trends, such as economic interdependence, regional integration, and socialization, that could engender greater regional stability. Moreover, the rise of China has led to arguments about the region revising in some form a Confucian regional order under Chinese suzerainty. The aim of this seminar course is to offer an advanced theoretical and analytic perspective on alternative conceptions of and pathways to regional order in Asia. The course examines the key drivers of regional security, identified from the major theoretical perspective on international relations, including realism, liberalism and constructivism.


IR6014 Managing Nationalism
(by S. Rajaratnam School Of International Studies)

AUs: 3
National, cultural, religious and ethnic identities form an important and inescapable element of modern-day politics. This course addresses the issues of nationalism and multiculturalism in contemporary societies by examining the key concepts and theories as well as the specific problems and cases relevant to the understanding and practice of nationalism and multiculturalism. The course deals with the following topics: (1) theoretical understandings of identity; (2) understanding nationalism; (3) benefits and problems of nationalism; (4) understanding difference and the multicultural; (5) multiculturalism and the management of difference; (6) national resilience and the future of nationalism and multiculturalism. In each case, the course offers a critical examination of the existing theoretical literature together with empirical examples, case studies and problems.


IR6015 Japanese Foreign Policy
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course focuses on contemporary issues to do with Japanese diplomacy, and explores their implications for global international relations in general, and Asian regionalism in particular. Critical views and theoretical diversity are sought: the course addresses issues from several different perspectives, without supporting any policy or promoting a particular theory. Students are encouraged to develop their own views. The aim of the course is to enhance the students’ knowledge of Japanese diplomacy and to build up their analytical skills – to provide them with tools useful for analyzing diplomacy and international relations. The issues explored include: What are the implications of Japan’s“ normal” defense policies vis-‡-vis Asia? Can China and Japan cooperate to preserve regional peace? Can ASEAN benefit from its relations with Japan? How does Tokyo develop its foreign policies? How does history affect policymaking in Tokyo and the country’s relations with Asia? What were the key determinants of Japan’s economic successes after WWII? Who is the key player in the East Asian community – ASEAN, China, India or Japan?


IR6019 The Politics of Risk
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course introduces students to contemporary debates about risk. A critical understanding of risk suggests its meaning and application to be dependent upon historical context. Accordingly, considerable time will be devoted to being clear as to what the key social and political drivers are today. Specific case-studies will explore the tension between risk analysis, management and communication, and perceptions of threat shaped by broader global and cultural forces.


IR6020 European Union and Contemporary European Security
(by S. Rajaratnam School Of International Studies)

AUs: 3
Key purpose of this course is to understand the important developments in the European security environment since 1989, and to analyze the role of the European Union in shaping the new security order in Europe. Traditionally, the Union institutions fostered security among EU member states by facilitating transactions in areas such as trade and communications. Its success is seen in the creation of a zone of peace and stability in Europe based on mutual trust. With the end of the Cold War, the new dynamics in global security have had a significant impact on the meaning and nature of security. The course will examine these important trends in Europe such as the widening of the concept of security and the shift from balance of power politics to cooperative security and the theoretical discourse that underpin these developments. It will also explore the political, institutional and legal developments that shape post-Cold War Europe, and focus in depth on the role of the European Union (EU). The Common Foreign and Security Policy and the "birth" of the European Security and Defence Policy will be examined in greater detail, and how the role of the EU as a security actor relates to other organizations such as the OSCE and NATO in the security architecture of Europe will also be discussed.


IR6021 Islam and the West
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines the relations between the 'west' and the Muslim world. To provide a backdrop to contemporary interactions between the 'domains of Islam' and the 'west', the course will begin with a historical review of the relations between Islam and Christianity and Judaism as well as the myriad types of interactions between the Muslim world and the west. The course will then move on to critically analyze specific case studies and issues which epitomize the relations between the Muslim world and the west in the contemporary period. The course adopts a critical approach towards analyzing these relations and not only problematizes the categories 'Islam' and 'west' but also calls into question popular perceptions of a clash between the two. With regards to this, the course will emphasize the non-monolithic nature of Islam and demonstrate how the meanings attached to Islamic concepts such as jihad and dar-ul-Islam, which are seen by many as key determinants in defining the political relations between Muslims and non-Muslims, have themselves been shaped - and continue to be shaped - by intellectual and political engagements with the non-Muslim world. Developing from this, the course will be attentive to the socio-political factors that have given rise to clashes between the west and the Muslim world. The course will, however, also examine the role of ideology in shaping the relations between the Muslim world and the west. Specifically, it will examine the emergence of Islamic fundamentalism, extremism and terrorism as players in the international political landscape. It should be noted that when speaking of the impact of the west on the Muslim world, the course will primarily - though not solely - engage with the impact of the emergence of the United States as the global superpower. The course will also analyze the symbolic importance of Palestine and the war in Iraq in shaping perceptions about Islam and the west as well as providing sources of collective grievance in the Muslim world. Finally, the course attempts to provide an assessment of the impact of the west in the contemporary Muslim world primarily with regard to the development of, or lack of, democratic governance in the Muslim world.


S6003 Management of Defence Technology
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course provides an appreciation of the important strategic relationships between management, technology and defence. The study of these relationships within a strategic studies programme can be justified on the basis that effective management of military-related industrial and technological resources represents an integral component of contemporary global power structures. Seminar topics include: historical antecedents of defence and technological innovation the economics of defence defence industrialisation processes the Revolution in Military Affairs parallel revolutions in defence management defence science and technology strategy technology transfer and sharing defence globalisation China's military-industrial complex Japan's defence-industrial 'model' Singaporean defence-development policy and progress.


S6005 The Analysis of Defence/Security Policies
(by S. Rajaratnam School Of International Studies)

AUs: 3
What forces or factors are most important in shaping the defence and security policies of states? How have they changed over time? The course seeks to answer these questions via a critical examination of some of the key works in strategic and security studies. The analytical focus will be on: (a) how these factors (such as strategic culture, threat perception, military doctrines, historical schemas, etc) are conceptualised and operationalised; (b) the implied mechanism or process of causation; and (c) the security outcomes they explain.


S6007 Professional Skills Enrichment
(by S. Rajaratnam School Of International Studies)

AUs: 3
This is a non-examinable course. It is divided into three parts:

(a) Analyzing International Politics: Concepts and Methods - A graduate level introduction to method and theory in the study of international politics. What constitutes a valid claim in the social and political sciences? How different or similar are the latter to the natural sciences? How is progress in the social sciences judged? What are some of the most exciting theories debated, and methods used, by international relations specialists today? These are the main questions addressed by this team-taught module. Each week, a faculty member will introduce a method/ methodological issue (MI) and a conceptual/theoretical issue (CI) relevant to the analysis of international relations. All MSc and Ph.D students will be required to take and pass this module.

(b) A series of workshops, talks, lectures, films and documentaries that aim to provide a forum for discussion and debate of major contemporary developments in international security. The theme is The Emerging Global Order: Security and Defence Issues in the Post-Cold War Era.

(c) A series of workshops on critical skill sets including handling media interviews and developing negotiation skills.


S6011 Globalization, Security, and the State
(by S. Rajaratnam School Of International Studies)

AUs: 3
Globalization is the new buzzword. Since the end of the Cold War, the pace of global integration appears to be quickening. What is globalization, and why is it important? Is globalization really a new phenomenon? Is it irreversible? This course addresses these questions and explores others raised by the greater internationalization and interdependence of international politics. Its focus is on a few key issues at the heart of the globalization debate as it relates to security (broadly defined). We begin first by assessing the continued relevance of the statecentric political-military focus of security studies. The rest of the course examines issues such as: the trans-nationalization of security threats, such as the proliferation of weapons of mass destruction, terrorism, crime, environmental degradation, migration, and public health issues; and the continued relevance of international organizations. We will focus on the substance of these issues but also think about them in broad theoretical terms. The goal is for students to develop the analytical and theoretical skills necessary for thinking critically about the concept of security in an age defined by porous borders, heterogeneous allegiances, and interconnected economies.


S6014 The Evolution of Strategic Thought
(by S. Rajaratnam School Of International Studies)

AUs: 3
This advanced-level course is designed to provide students with the opportunity to analyze the ideas of key strategic thinkers on the nature and conduct of non-nuclear warfare. The course examines important ways of theorizing war as a phenomenon and addresses the various methods of studying it and applying the insights. The major portion of the course analyzes major theories of warfare, drawing attention to the historical, political, ideological, moral, economic and technological factors that shaped their formulation. In the process the course also provides students extensive opportunities for evaluating the continuing validity of these theories. The course finally examines the ways in which strategic theory helps both students and practitioners of policy determine the optimal use of military power in an increasingly complex post-Cold War, “postmodern” environment exemplified by the 11 September 2001 terrorist attacks.


S6015 Government & Politics of Northeast Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
The purpose of this course is to examine the past, present and future of various "countries" in Northeast Asia in terms of political and socioeconomic changes. Emphasis shall be given to the differing path of modernization and development previously or presently chosen by Japan, China, and the so-called Newly Industralized Economies (NIEs) of Korea and Taiwan. This course will focus on the political systems and development "models" of China, Taiwan, Korea and Japan, although students will be able to choose their own topics of specialization for the research paper, course to approval by the instructor. The course will also examine in some detail the rise of nationalism and communism in Northeast Asia, inter-Korean and cross-Taiwan Straits issues, social problems and human rights concerns, and the response of United States foreign, trade and security policies to developments in China and elsewhere in Northeast Asia.


S6016 The Study of War
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines the phenomenon of war, from the processes of making strategy to the actual conduct of the military operations that comprise war. It looks at the preconditions to strategy - in particular the facets of geography, strategic culture and armaments - as well as the concepts that underpin particular state strategies. Finally, through a series of case studies, the course will propose a typology of wars in the 20th Century, and examine how wars have been transformed since.


S6017 Selected Topics in Strategic Studies - Theoretical and Practice Approaches to the Future
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course is designed to provide an overview and introduction to the emerging interdisciplinary field of Futures Studies, or Strategic Foresight, as it is known in some quarters. Futures Studies is not about predicting the future; it is not and never intended to be a predictive science. Rather, Futures Studies is about developing systematic approaches to better understand possibilities and ideas about the future, and in so doing, enable individuals and organizations to anticipate, shape and-indeed, create-what would be their "preferred futures".

This course thus seeks to engage students in a trans-disciplinary dialogue and inquiry about the future. In particular, it aims to imbue and impart students with knowledge of: (i) the roots and historical trajectory of Futures Studies; (ii) the diverse array of Futures methodologies, frameworks and techniques; (iii) the possible convergence, integration and synergies of these tools; and (iv)the practical application of these tools. The last objective ties in excellently with the Risk Assessment and Horizon Scanning (RAHS) initiative of the Singapore Government whereby students will have a rare and unique opportunity to gain exposure to invaluable industrial experience: collaborate with the National Security Coordination Centre (under the Prime Minister's Office) in using the newly developed RAHS system to test and operationalize ideas and theories relating to the future.

Applied Futures Studies is a thriving enterprise in which there is an increasing demand for futures-oriented professionals in the industry; already, it is flourishing in Europe (especially Finland) and parts of East Asia (South Korea and Taiwan). Most organizations would certainly appreciate individuals with the ability to think a few steps ahead of the curve and display systematic foresight. In similar vein, this graduate level course-amongst the first in the region-will allow students to stay ahead of the market curve and gain insights and skill-sets that will be relevant to prospective employers.


S6019 Terrorism, Intelligence and Homeland Security
(by S. Rajaratnam School Of International Studies)

AUs: 3
The course seeks to provide students of counter terrorism a clear conceptual framework for understanding the national response to the threat of terrorism to the internal security of a state. It intends to examine the state response to both the “old” and “new” terrorism. The course will examine the changing nature of the state and the threats faced by the state in the post-cold war and post-9/11 world. The key questions of the course: How do different states view the concept of homeland security? Does terrorism pose a threat to state sovereignty? The course will also offer a practical look at protecting critical functions of the state and private sector.


S6020 Chinese Security and Foreign Policy
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course is intended to be a comprehensive and in-depth survey of China’s foreign and security policy in the post-Cold War era, with a particular emphasis on the rise of China and its implications for the East Asia region and the future world order. We will first look at the historical legacies of the PRC’s foreign relations and theoretical approaches to the study of China’s foreign and security policy. The next part will focus on China’s major bilateral relations. We will examine the state of China’s relations with major international powers and the forces that are shaping the interactions between China and other major international actors. The third part explores some of the most important issues of concern to scholars and the international community, including the foreign and security policy making in China, China’s use of force, the Taiwan problem and other potential conflicts concerning territory, and non-traditional security issues such as China’s energy policy. The last session sums up the course in a bid to help students develop deeper and more balanced views on China’s rise and future development of China’s foreign and security.


S6024 Problems in Combating Insurgency and Terrorism
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines the nexus of terrorism and counterterrorism. It is intended to acquaint students with the dynamics, policy options, and challenges involved in countering terrorism by doing so to establish a solid foundation upon which further expertise can be built. The course considers a wide range of questions in order to provide students with a deeper understanding of the how terrorism can best be fought. Among the questions it examines are: What is terrorism? How has terrorism changed and evolved over time and what are the contemporary implications of these changes? What accounts for the success or failure of government counterterrorist efforts? What are the essential components of an effective counterterrorist strategy? Specifically, the course will assess and analyze the application of various government terrorism countermeasures and the challenges governments face in crafting a response to this threat. An added feature of the class is the viewing of videos to enhance student understanding of terrorism and how to counter it by hearing directly from the terrorists themselves and those charged with fighting them. To that end, the class will view and discuss such landmark films as“ The Battle of Algiers” as well as such award-winning documentaries as “Death on The Rock”; “One Day in September”; and, “Operation Thunderbolt: Raid on Entebbe,” among others.

This course also examines the nexus of Insurgency because countering it involves a solid knowledge of its nature, its organization and of its various techniques. It will deal with the genealogy of “small wars” from the origins to our days and especially on how guerilla warfare has become revolutionary warfare and the evolution of irregular conflicts until the present insurrection in Iraq. What accounts for the success or failure of this type of warfare? The course will assess and analyze the application of various States countermeasures to deal with this type of threats, which combines guerilla, sabotage, the use of terrorism and of psychological warfare.


S6025 India’s Foreign and Security Policy
(by S. Rajaratnam School Of International Studies)

AUs: 3
The course introduces the ideological and geopolitical drivers of India’s foreign and security policy. The first part delves into the sources of India’s conduct by focusing on the ancient origins of its strategic culture and the enduring legacy of the British security structures. The second part analyses the evolution of India’s policies in the three concentric circles that surround it— the immediate neighbourhood, the extended neighbourhood and the Indian Ocean, and the global system. The final section focuses on the new policy challenges to India as a rising power. The emphasis will be on understanding the India’s difficult transition from a weak third world state to a potential great power that can shape the regional and international system.


S6026 National Security Intelligence
(by S. Rajaratnam School Of International Studies)

AUs: 3
Intelligence is critical to ensuring national security, especially with asymmetric threats making up most of the new challenges. Knowledge, rather than power, is the only weapon that can prevail in a complex and uncertain environment awash with asymmetric threats, some known, many currently unknown. Terrorism, transnational organized crime and pandemics all fit into these threat criteria. If an intelligence community is to produce effective intelligence in this environment, then it must take and maintain the moral high ground.

This advanced level course is designed to provide students with insights into how national security intelligence requirement are changing in a complex international environment. The main themes examined in the course will be (1) national security and its changing environment, (2) strategic warning and strategic surprise, (3) faint signals and early warning, (4) intelligences successes, failures and opportunities, (5) risk and threat assessment and (6) rethinking national security intelligence for a complex international environment. The course will enable student to understand how intelligence is used in supporting the expanding national security role and how the intelligence function must rapidly adapt to prevail in the face of emerging threats.


 S6027 Technology and Strategic Policy
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course aims to provide students with an appreciation on how the development of science and technology shape security policies and affect international relations.

As the world progress from the industrial era to the information age, the spectrum of threats has also broadened to encompass both conventional warfare as well as non-traditional security issues such as natural disasters, pandemics, and economic stability. The solution to alleviate or mitigate these contemporary threats often lies in the acquisition of technology. Hence, propelled by technological advancements, nations at the forefront of technology is likely to attain significant advantages over their counterparts. However, nations need to strategize and select appropriate technology policies that would position themselves favorably in this new era. The topical security themes of warfare, economies, climate change, energy scarcity, as well as human security would assess how relevant technology can affect the strategic policies of nations.

S6028 Countering Religiously-Motivated Terrorism in Southeast Asia: Issues and Challenges
(by S. Rajaratnam School Of International Studies)

AUs: 3
This course examines the diverse explanations that purportedly shed light on the global phenomenon of religious radicalization, often resulting in terrorist violence, with particular reference to Southeast Asia. Employing insights from a range of perspectives including traditional terrorism studies; Islamic philosophy; Southeast Asian area studies; social and cross-cultural psychology, the course seeks to illuminate the roots, as well as various modalities of countering, the religiously-motivated terrorism phenomenon in general, but especially with special reference to the Southeast Asian region.


S6029 Nuclear Politics in Asia
(by S. Rajaratnam School Of International Studies)

AUs: 3
Asia is the location of several existing and potential nuclear powers. This course is designed to develop an advanced understanding of the politics of nuclear weapons in East, South and West Asia within a comparative framework. Drawing on the experiences of the Cold War era and more recent nuclear relationships in Northeast and South Asia, it develops the student's capabilities to anticipate the future of nuclear politics across Asia. Strategic politics is usually studied from the standpoint of the apparently distinct disciplines of strategic studies and international relations theory. Here, the relationship between the two is treated as integral in order to encourage a more holistic and critical understanding of nuclear politics. The course examines central issues about why states want nuclear weapons (motivations); how nuclear-armed states think (concepts and doctrines); how they interact (crises and cooperation; the termination of rivalries); efforts to manage nuclear weapons (arms control, nonproliferation); and the impact of non-state actors (nuclear/radiological terrorism).


S6030 Special Forces
(by S. Rajaratnam School Of International Studies)

AUs: 3
Since time immemorial, elite units have played a significant part in political strategy, diplomacy, and strategic decision-making. The modern use of elite units are marked by their use of military science and military technology. Elite units have developed significant combat experience since World War I. However, by the end of World War II, elite units in Allied Forces were on the economic chopping block. Even the US Navy Seals had units that were disbanded. However, the advent of the Cold War from 1955 to 1989 saw a resurgence of the commissioning, training and development of elite special forces. Elite unit training and tactics were revised away from single-terrain/weather type functions to multi-terrain/all weather elite units. The catchphrase was "anywhere, anytime". The end of the Cold War - around 1989/1990 - resulted in another downsizing endeavour by political leaders in North America, Asia, Latin America and Europe. Large scale downsizing was not limited to elite units but was an across the board policy for all unit types. Clarke and Subic, two of the largest overseas US military bases were closed. The role and special functions of elite units had to adapt to a rapidly globalizing world. This meant that commanders of these elite units whether they were in Germany, France, Czech Republic, Sri Lanka, Egypt or Japan had to refocus their efforts to the expectations imposed by a rapidly globalizing world. Global media would play a significant role in exposing the secret, black operations conducted by Special Forces worldwide. By the time of the 1997 Asian financial crisis it became clear that the majority of Special Force units were facing deep cuts in their budgets. Increasing costs of military technology meant that traditional services were now fighting harder to keep their share of the budgetary pie. Across the world, Special Force units were quickly being reinvented as Counterterrorist agencies in addition to becoming Peacekeeping troops in Asia and Africa. These units were being literally cannibalized for their weapons while older generations of SF commanders who had served as recently as the first Gulf War were being retired from active duty. The performance of these SF units did not justify the outcome of their missions in the Middle East regardless of whether they were from the SAS or Delta Force. However, in an ironic twist of late modern history, September 11, 2001 happened. The new found security consciousness among Americans and their political leaders meant very good news for SF units. The military privatization initiated during the Reagan administration would now take full swing during the George W. Bush presidency. SF units had finally discovered their universal mission. Counterterrorism was again in vogue. With the United Statesthrowing its Superpower weight behind the use of SF against the Global War on Terrorism (GWOT), other countries soon took heed and sought closer international cooperation against the terrorists of the New Terrorism. The stars that shine on the epaulets of Special Forces commanders have never been brighter. This course examines the value, tactics and functions of Special Forces and their related communities. The course will cover Asian, European, American and other SF units with a focus on their doctrine, tactics, logistics, roles and functions.


S6031 Globalisation, Maritime Security and Naval Development in the Asia Pacific
(by S. Rajaratnam School Of International Studies)

AUs: 3
The course begins with a review and discussion of the central concepts of classic maritime strategic theory and explores the way in which recent legal, political and technological developments have altered and developed those concepts. With this as a background, students will then analyse the maritime dimension of globalisation, and its effects on the role and nature of contemporary navies. Two competing models of naval development will be developed. The first will be a system based collaborative model in which navies cooperate in defence of the trading system. The second will be a potentially more conflictual model in which navies serve narrower and perhaps more traditional state purposes. These models will then be applied to the Asia-Pacific area by means of a close comparative examination of interactive naval development in the United States, the PRC, India and Japan. Students will be encouraged to come to their own conclusions about the impact of this developments for the future of globalisation and of international relations in the Asia-Pacific area. The course will be taught by a series of informal lectures, student discussions and workshops. Wherever possible, we will include contributions from experts from outside the University.


CC6101    China’s Role in the Global Economy
(by School of Humanities and Social Sciences)

AUs: 3
What are the implications of China's emergence as a major player in the global economy? This course investigates China's integration into the international economic order and its challenges for the rest of the world. It analyzes changing bilateral economic relations between China and the United States, the European Union, Japan, and the ASEAN countries. In addition, it examines how China's participation in regional trade agreements and multilateral agencies such as the World Trade Organisation has opened up opportunities for trade, investment, and international cooperation. The impact of China's increased global competitiveness on other economies is also discussed.


CC6102    Economic Policy in China
(by School of Humanities and Social Sciences)

AUs: 3
This course analyzes macro-economic policies such as fiscal policy and monetary policy. It also examines economic policies related to social development, rural development, the revitalization of the old industrial bases in northeast China and the development of the western regions. Attention is given to key state construction projects and state support for areas such as environmental protection, re-employment, and social welfare.


CC6103    International Trade and China: Strategies and Issues (by School of Humanities and Social Sciences)
(by School of Humanities and Social Sciences)

AUs: 3
China's significant performance in international trade is manifested in the rapid growth of its foreign trade volume and its share in the global market. This course reviews the historical development of China's open-door policy and international trade strategy. It examines the relationship between China's international trade and domestic economic reform. In particular, it investigates the role of Foreign Direct Investments, regional trade agreements, and the World Trade Organisation in shaping China's economic landscape. It also analyzes the problems of China's international trade strategy as well as the trade conflicts between China and its major trading partners.


CC6105    The Dynamics of Investment in Greater China
(by School of Humanities and Social Sciences)

AUs: 3
This course introduces the process of analyzing, evaluating, and managing various kinds of financial instruments in the emerging markets of China, Taiwan, Hong Kong and Macau. It analyzes China's regional economies, industry, finance and banking, and the latest development in trade, and the Chinese governments' changing policies regarding foreign investment and multi-national corporations.


CC6106    Changing Government-Business Relations in China
(by School of Humanities and Social Sciences)

AUs: 3
What is the role of the Chinese government in regulating and promoting business? How do the state and business interact in a mixed economy? This course investigates the extent to which the government plays a role, with emphasis on aspect such as the following: ideological change, the role of the bureaucracy and bureaucrats the use of personal networks the functioning of state-owned enterprises government-private sector relations the role of labour unions state control over foreign trade, and law enforcement.


CC6190    Special Topics in Economy and Business
(by School of Humanities and Social Sciences)

AUs: 3
This course provides analytical and in-depth study of selected topics in contemporary Chinese economy and business.


CC6203    International Law and China
(by School of Humanities and Social Sciences)

AUs: 3
This course discusses the role of international law and legal institutions that have shaped and will continue to shape China. It examines selected aspects of law and institutions and evaluates their impact on current problems such as secession, regulation of the use of force, pre-emptive action, human rights and humanitarian interventions, and the role of multinational and multilateral organisations such as the United Nations and the World Trade Organisation, as well as the problems of reconciling national law and international law.


CC6290    Special Topics in Politics and International Relations
(by School of Humanities and Social Sciences)

AUs: 3
This course provides analytical and in-depth study of selected topics in contemporary Chinese politics and international relations.


A6322    Media & Marketing
(by Wee Kim Wee School of Communication & Information)

AUs: 3
The objective of this course is to introduce measurement/ reporting methods for mass media audiences, to learn to apply tools for strategic marketing/media planning and to increase awareness about the conduct of business in global marketing environments. Through a series of case studies, students are exposed to marketing and communications executives who conduct business regionally and across regions, and who represent many fields related to marketing communication, e.g. executives from multi-national and regional companies, broadcast media, production companies, print media, advertising firms and public relations firms.


A6326    Campaign Design, Implementation & Evaluation
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Public campaigns aimed at changing attitudes and behaviour or creating awareness are the focus of this course. It examines the different stages of designing and implementing campaigns. It also introduces students to different evaluation methodologies and to research approaches to campaign development. Case studies of government and corporate campaigns are used to analyse the theory and practice of public campaigns.


A6337    Strategic Advertising Management
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Practical concerns and scope of advertising management and relevant theoretical perspectives and principles. Some of the topics include media planning, decision-making, message strategy, branding, creative approaches, account-servicing, and agency-client relationships.


K6201    Foundations of Knowledge Management
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Data, information, knowledge, intelligence, and wisdom continuum. Forms and sources of knowledge. Knowledge market: the players, dynamics, and pathologies. Theories and principles of knowledge management. Perspectives of knowledge management. Steps in the knowledge management process. Organisational enablers for sharing and managing knowledge: management, information and technology.


K6202    Knowledge Management Applications and Practices
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Approaches to implementing knowledge management. Application examples with focus on people-process-technology issues: enterprise knowledge portals, communities of practice, after action reviews, benchmarking and best practices, organisational learning, and incentive programmes. Success stories and lessons learnt from industry. Roles, responsibilities and competencies of KM professionals.


Group ‘A’ KM Functional Electives


K6211    Information and Knowledge Assets
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Internal and external knowledge sources important for organisational effectiveness. Knowledge assets in organisations. Using the I-Space model to map organisational knowledge assets. Social learning cycle. Understanding the knowledge worker: Schumpeterian and Newtonian learning, Career Anchors, Gardner’s Theory of Multiple Intelligences, Sternberg’s Balance Theory of Wisdom. Social network analysis: Measures of centrality, Measures of cohesion.


K6212    Knowledge Management Strategies
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Defining and developing knowledge strategies. Determining the value of knowledge and innovation. Organisational knowledge creation strategies. Managing knowledge flows in alliances, subsidiaries, M&A and outsourcing contexts. Effective management of knowledge assets – creating a knowledge index or expertise locator, conducting a knowledge audit, good practices repositories. Knowledge fusion strategies. Issues and challenges for knowledge economies and enterprises. Micro and macro KM case studies.


K6213    Knowledge Management Technologies
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Frameworks for study of KM tools. Assessing organisational and technological readiness. Developing a KM infrastructure and architecture. Selection and evaluation of KM tools including content management, business intelligence, search engines, intelligent agents, mind mapping and idea processors, taxonomy builders, enterprise knowledge portals, collaboration and learning systems. Trends and future directions of KM technologies.


Group ‘B’ KM Functional Electives


K6221    Business Intelligence
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Business intelligence in the corporate environment: application, systems and processes. Characteristics of competitor, competitive and social intelligence. Business intelligence and growth opportunities: political, economic and social environments. Business intelligence strategies and systems. Business intelligence in various contexts: product, customer and supplier. Internet and Web-based intelligence. Ethical issues related to business intelligence


K6222    Human Capital Management
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Characteristics of the knowledge-intensive, people-rich organisation in a knowledge-based economy. Roles and dynamics of organisational culture. Organisational strategy and human capital management. Human capital needs and requirements planning. Recruitment and selection. Compensation management and performance measurements. Rewards, incentives and motivation. Measuring human capital goals. People and capability development. Global issues in human capital management.


K6223    Intellectual Capital
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Fundamentals of intellectual capital. Intellectual capital measurement framework. Major knowledge assets valuation approaches: income, market and cost. Intellectual capital measurement models including Skandia’s IC navigator and Intangible Asset Monitor. Parameters for managing intellectual capital. Managing knowledge workers and intellectual capital in organisations. Intellectual property protection and exploitation. Disclosure and corporate governance.


K6224    Internet Technologies & Applications
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Use of Internet-based applications for KM: Weblogs, wikis, unified messaging, content management systems, portals. Web-based architectures: design, security and management. Internet standards and E-business components: XML, SOAP, WSDL, UDDI. Web application development techniques: client and server-side programming. Web design and usability.


K6225    Knowledge Discovery & Data Mining
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Principles and concepts of knowledge discovery and data mining. The knowledge discovery process. Data preparation. Techniques and methods for extracting information and knowledge from large amounts of data. Statistical methods. Machine learning techniques: decision tree induction, nearest neighbour categorization, Bayesian learning, neural networks, association rules, and clustering. Text and Web mining for unstructured data. Data mining for KM applications.


K6226    Knowledge Management Measurement
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Role of performance measurement in KM. KM performance measures: financial, customer, internal processes, innovation and growth. Measurement frameworks: Balance Scorecard, Intangible Assets Monitor, Business Excellence Model. Development and deployment of KM measures. Key indicators and practices of successful KM organisations: Skandia’s Business Navigator, IC index, American Productivity and Quality Center (APQC) guidelines.


K6227    Knowledge Management Processes in Organisations
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Fundamentals of KM processes: knowledge creation, transfer and reuse. Personal psychological disposition towards knowledge-sharing. Integrated perspective of individual motivation. Capturing tacit knowledge. Team composition and knowledge creation. Barriers to intra-firm knowledge transfer. Using game theory to model KM processes. Managing conflicts and negotiation. Influence of power and politics on KM processes.


K6228    Knowledge Organisation
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Knowledge organisation systems, services, and structures. Intellectual foundations in knowledge structures. Features and procedures used in knowledge organisation schemes: classification and categorisation systems, thesauri, taxonomies, and ontologies. Using knowledge organisation tools for content organisation and management: websites, intranets, portals, document management systems, and other web-based services.


K6229    Knowledge Policies in Organisations
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Knowledge Fusion and Mobilisation framework for developing knowledge policies. Issues and challenges of knowledge policies: intellectual property, privacy, security and trans-border flows. Impacts of knowledge policies: sociological, cultural, economic, legislative. Perspectives of knowledge policies in national, regional and international context. Roles of government, private sector, civil society in developing and legislating knowledge policies.


K6230    Knowledge Repositories
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Survey of knowledge repositories: intranets, document management systems, content management systems, data warehousing. Design and development of repositories: identification, selection, acquisition, processing, search and retrieval. Issues of repository management: access control, versioning, retention policies. Leveraging repositories for knowledge sharing and reuse.


K6231    Knowledge Sources and Retrieval
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Organisational information needs assessment. Information search process: concept identification, query formulation, retrieval and evaluation. Advanced search techniques: use of nested Boolean and other operators, thesaurus descriptors, and query refinement. Identifying and searching knowledge sources: company information, prospectus, annual reports, company directories, intellectual property, market intelligence reports, and government documents.


K6232    Managing Knowledge Management Projects
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Genre of KM projects. Primer on KM project management. Project management cycle. Championing and leading KM projects. Dynamics of KM project teams. KM project scheduling and resource management techniques. KM project implementation and issues. Cost and quality management. KM project communication and measurement. Critical success factors for KM projects. Exemplars of KM projects.


K6299    Critical Inquiry in Knowledge Management
(by Wee Kim Wee School of Communication & Information)

AUs: 3
Role of critical thinking, evaluation and research in information and knowledge work; steps in carrying out a research project: problem identification, theoretical framework, methodological design, data collection and analysis; developing a research proposal; communicating research results; assessment and use of results of research studies; critique and review of research studies; ethical concerns and issues associated with research.


MH6305    Advanced Hospitality Operations Management
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 3
Operations management is the study of how things work.  This course will explore how operations management can be used to help a hospitality company compete, particularly those in the Asian and Singapore hospitality markets, with focus on the service processes of a selected hotel.


MH6629   IT and E-Commerce for Hospitality Marketing
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 3
This course seeks to equip participants with an appreciation of how IT and, more specifically, E-Commerce are not just strategic but also critical resources for marketing and related activities in the hospitality industry. Course participants will learn how to identify, plan and apply E-Commerce and other relevant technologies in the hospitality business for effective and successful marketing and operations. The course focuses on concepts and applications rather than on specific techniques or technologies. The emphasis is on the development of enabling frameworks and conceptual models to achieve the objectives mentioned.

The course is targeted at business executives with responsibilities for marketing and operations in the hospitality industry. The course deploys case studies and research articles from the hospitality industry and other relevant sectors to clarify fundamentals, new developments, emerging issues and best practices. The course is structured to enable participants to also learn from each other and share experiences, views, information and resources related to the course. A common theme which is emphasized throughout the course is the need for today’s business executives to be proactive in the successful exploitation of IT and E-Commerce not just in marketing but also in business as a whole.


MH6712    Human Resources Management
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 3
In covering the strategies that enable companies to attract, develop, and retain high-quality employees, attention will be given to selection, compensation, performance appraisal, and career management. In each of these areas, the focus is on the return on the human-resource investment.

MH6744   Competitive Strategies for the Hospitality Industry
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 3
Strategic management considers the total enterprise, the industry and the competitive environment in which firms operate. This integrative capstone course focuses on how firms formulate, implement and evaluate corporate business strategies. The goal is for you to develop a mastery of the tools used to perform analyses of industry and competitors and to develop skill at evaluating and implementing strategies to sustain a firm's competitive advantage while generating superior value for customers.  


MH6761    Managerial Communications
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 3
The chief goal of this course is to help you become a competent, confident, and versatile communicator. You will learn how to prepare clear and powerful messages—reports, oral presentations, letters, and memos—and how to approach problems analytically, so you can make thoughtful communication choices.


MH8440    Sales for Entrepreneurs *
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 1.5
An intensive study of the personal selling variable to encourage the use of intuition, judgment, logic, problem solving methodology, and other tools as part of the overall sales mix.  To improve your ability to sell yourself, your ideas, and a product/service through a firm foundation in professional selling skills--including persuasive presentations, customer orientation, adaptive selling, and relationship marketing--as demanded by the marketplace.


MH8625    Securitization and Structured Financial Products *
(by Cornell-Nanyang Institute of Hospitality Management)

AUs: 1.5
Pre-requisite:
B6005 Financial Management
This course deals with the structure and analysis of securitized financial products with an emphasis on residential and commercial mortgage-backed securities (MBS). The course is intended for those who wish to acquire a working knowledge of the analysis of such securities (e.g., collateralized mortgage, obligations, commercial MBS, auto loans, and credit card–backed securities) and an understanding of the securitization process, including developments in the Asian securitization markets. The course’s subject matter necessitates a highly analytic and quantitative approach, and students are required to have a strong background in finance and economics. Students who have questions about preparation or background should contact the instructor.

* half course


NTU-Waseda Double MBA


B6005    Financial Management

AUs: 3
The Internet era has forced financial managers to re-examine the way that corporations evaluate projects, finance them, as well as manage them. For example, conventional securities valuation models (such as price-earning ratio and dividend discount models) have not been successful in valuing high-technology companies. While the main emphasis is still on the essential elements of the financial management process, this course will, in addition, address the valuation, financing, and employee compensation issues associated with the Internet era. The major topics covered include the time value of money, financial statement analysis, working capital management, risk and return, security valuation, cost of capital, capital budgeting, capital structure, corporate financing and dividend policy.


B6007    Marketing Management

AUs: 3
The objectives of this course are to demonstrate the role of marketing in the company to explore the relationship of marketing to other functions and to show how effective marketing builds on a thorough understanding of consumer behavior to create value for customers. The course addresses the management challenge of designing and implementing the best combination of marketing variables to carry out a firm’s strategy in its target markets. The course seeks to develop skills in applying the analytic perspectives, decision tools, and concepts of marketing to such decisions as product offering (including the breadth of product line, life cycles of product), communication programs (advertising, sales promotion), distribution channels (role of distributors, retailers and other intermediaries), and pricing to capture the value created for the customer.


B6011    Financial Accounting

AUs: 3
The course focuses on key concepts and principles in financial accounting and how these concepts are applied in decision making and continue to be relevant even as organisations change in the way that they operate and compete. The foundations of accounting thought, the assumptions underlying the accounting process, the conventional measurement techniques, reporting procedures and relevant Statement of Accounting Standards are emphasized. Contemporary issues such as accounting for intangibles, measuring customer acquisition/loyalty and performance of dot.com start-ups will be covered.


B6013    Economic Analysis

AUs: 3
This course focuses on the application of economic principles to the conduct of business. Microeconomic applications include the workings of the market mechanism and the strategic interaction between firms. Macroeconomics discusses how interest rates, inflation, exchange rates and government policies affect the economic environment that firms operate in. Information and network economic principles highlight how different economic models may be needed for E-commerce and knowledge-based businesses. How will governments tax information goods? How will positive feedbacks affect economic growth? Will the knowledge-based economy require a new economic paradigm?


B6015    Corporate and Business Strategy

AUs: 3
Pre-requisites:
B6005 Financial Management
B6007 Marketing Management
B6011 F inancial Accounting and
B6013 Economic Analysis
This course stimulates participants to develop creative thinking skills required of CEOs as they develop strategies for their companies. The focus is on the development of strategic thinking through the application of strategy tools, principles and theories to analyse companies based on live data. It is taught from the viewpoint of the CEO and is essentially practice-orientated. Participants are also encouraged to apply tools taught elsewhere in the MBA Programme where relevant.


B6016    Managing Business Operations

AUs: 3
This course will address a broad-spectrum of issues related to the design, planning, control, and improvements of business operations for both manufacturing and service organisations. The focus is on providing a basic understanding of the operations management function. The coverage encompasses understanding the operations management function in different contexts, analysing typical decision problems in business operations, and enhancing linkages with other business functions. Topics covered include operations strategy, analysis and design of business processes, forecasting, inventory and supply chain management, quality management and decision tools for management including tools for understanding and managing uncertainty in business. A variety of pedagogical tools are employed and key tactical and strategic imperatives that concern managers are emphasized throughout the course.


B6017    Accounting for Decision Making and Control

AUs: 3
Pre-requisite:
B6011 Financial Accounting
The aim of this course is to introduce the design and use of management accounting information for planning, control and decision making within business organizations. The organizational architecture will be used as the organizing framework. The major topics covered in this course include product costing, activity-based costing and management, strategic cost management practices, transfer pricing issues, tools for decision making such as cost profit-volume (CVP) analysis, and performance evaluation, measurement and compensation issues. The course will conclude with a discussion on ethics and social responsibility within the decision making framework.


B6018    Leadership and Organisational Behaviour

AUs: 3
This course comprises two objectives. The first is to increase participants’ insights and understanding of the behaviour of people at work, and of organisations as complex systems. The second objective is to improve the capabilities of participants to give leadership through an understanding of the nature of leadership through building participant’s leadership skills, and through improving their meta-skills of self reflection. The aim is to develop greater self-awareness, a deeper understanding of the impact of their actions on others, hence building the capability of participants to lead and take effective action in complex organizational settings.


W8001    Best Practices in Human Capital Management

AUs: 2
Japanese companies have a reputation for high quality and productivity. In this course, students will learn the best practices of Human Capital Management in Japanese companies. In addition, they will learn how to apply these practices in their home organizations.


W8003    Global Business Management in Manufacturing

AUs: 2
This course is intended to provide students with the capabilities to plan and develop overseas manufacturing/distribution projects as well as to evaluate their performance to make appropriate decisions according to major environmental changes. Issues such as production know-how transfer are covered. The course will specifically focus on cases of automotive manufacturers and suppliers, and provide a thorough understanding of this industry.


W8005    Venture Capital Investment in High-tech Industries

AUs: 2
The importance of the roles and activities associated with venture capital/venture capitalist, in contributing to the "success" of firms has been widely recognized. In Asian countries, a similar trend is likely to emerge in the future. The aim of this course is to provide detailed knowledge of venture capital investment and its implications to the behaviors of corporate managers with focus on high-tech industry.


W8006    Technology Strategy and Management

AUs: 2
The purpose of this course is to provide a holistic perspective on the role of technology in corporate strategy and management of the firm. The course provides practical tools for development of technology strategy and evaluation of technology.


W8011    Problem Solving from General Manager's Perspective

AUs: 2
The objective of this course is to enhance the understanding of pitfalls faced by organizational leaders when tresolving sophisticated and complex managerial issues. The course is based on the premise that unstructured problem identification and unconstrained alternative generation capability is the missing link. Managers must understand various biases that hide the true problem. The course is positioned as an advanced integrative course that ties together the key concepts covered in all the core MBA modules.


W8012    IT Strategy and IT Applications

AUs: 2
The objective of this course is to provide students with expertise on utilizing information in corporate management and to apply IT solutions in manufacturing business. The course also focuses on change management in IT, and the latest trends in Information Technology and Strategy.


W8013    Investment Analysis in Manufacturing Industries

AUs: 2
This course explores systematic methods for evaluating investment proposals in manufacturing. It provides students the opportunity to learn several analytical tools for investment analysis.


W8014    Technology Marketing

AUs: 2
In the knowledge society of the 21st century, innovation is occurring at an exponentially increasing speed. This is true especially in the high-technology industry, making marketing competence a key factor for success. Marketing is the organizational function that integrates organizational activities to create, deliver and communicate customer value. Accordingly, it is the responsibility of persons at all levels and in all divisions of an organization. The purpose of this course is to provide students with an understanding of 1) the important issues related to marketing high-technology products, 2) marketing strategy development and implementation, 3) product innovation and development, 4) R&D alliance, 5) marketing organization management, 6) channel management, and 7) customer relationship management.


W8015    Strategic Service Management for Technology Companies

AUs: 2
The course focuses on the strategic service management issues of the technology companies, so that they could adopt more 'market-in' thinking process in order to find better business model which will bring more revenue from the existing customer relationships.


W8016    Japanese Management and Innovation

AUs: 2
This course has two aspects - one is what we can learn from Japan through studying Japanese business itself; and the other is how to do business successfully in Japan. The topics include Japanese Economy overview, Japanese Marketing, Japanese Distribution, Japanese Financial Market & Corporate governance, Japanese organization, Japanese culture, Global strategy of Japanese companies and Entry strategy into Japan. Both traditional and latest view on Japanese Management will be discussed. Classes will consist of interactive lectures, participants’ presentations, case studies, videos and workgroups as well as guest speakers where appropriate.


W8095    Life Sciences: A Business Perspective

AUs: 2
This course gives participants an understanding of the emerging life sciences industry, and its huge potential for new wealth and jobs creation. It will explain in layman terms the basic sciences behind the technological innovations which are driving the growth of this industry. It will survey the main bio-regions of the world, and study the dynamics of research, innovation and production. Participants will discuss the life sciences initiative in Singapore in depth, and assess our challenges as well as our chances of success in this new field.


B6055    Value-Based Innovation

AUs: 3
This course will focus on how organisations innovate and what managers can do to manage the process of innovation. We will examine issues of creativity, knowledge and skills, working environment and infrastructure required for innovation, study the tools that are needed to evaluate innovation, and explore the techniques required to manage innovations to increase the likelihood of commercial success and/or adoption.


B6601    Supply Chain & Logistics Management

AUs: 3
Pre-requisite:
B6016 Managing Business Operations
This course will cover both strategic and operational issues in supply chain and logistics management. Topics covered include strategic principles in logistics management, supply chain and logistics system design, logistics customer service, logistics information systems, order processing, and warehousing and material handling. Recent developments in supply chain management such as third party logistics, vendor managed inventory, and collaborative supply chain management will also be discussed.


Master of Science (Financial Engineering)


FE6516 Stochastic Calculus for Finance

AUs: 3
Prerequisites:
Stochastic Modelling in Asset Pricing
Semester: NIL
This course extends the concepts covered in the Stochastic Modelling in Asset Pricing module to the continuous state-space, continuous time scenario, Black-Scholes option pricing model to multi-asset models, change of numeraire, and a selection of the following topics: exotic options, stochastic volatility models, interest rate term structure (Vasicek, CIR and HJM).


FE8506 Calculus and Linear Algebra

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course covers mathematical tools and concepts for solving problems in financial engineering. It will also help to satisfy some of the prerequisites for subsequent courses in financial mathematics and quantitative analyses of financial data.


FE8507 Stochastic Modelling in Asset Pricing

AUs: 1.5
Prerequisites:
Calculus & Linear Algebra, Probability and Statistics
Semester: NIL
This course covers the mathematical foundations of multi-period asset pricing. 


FE8510 Optimisation in Finance (E)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
Starting with a brief introduction to mathematical programming, this course will cover applications of optimisation techniques to financial problems.


FE8511 Probability and Statistics

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course covers the essential concepts and methods in probability theory and statistical inference, using statistical computer software and real-life data.


FE8512 Linear Financial Models

AUs: 1.5
Prerequisites:
Probability and Statistics
Semester: NIL
This course covers both underlying theory and practical techniques of linear statistical models.


FE8513 Financial Time Series Analysis

AUs: 1.5
Prerequisites:
Probability and Statistics, Linear Financial Models or approval by instructors
Semester: NIL
This course covers the data analytic aspects related to Financial Time Series.


FE8514 Advanced Statistical Modelling (E)

AUs: 1.5
Prerequisites:
Probability and Statistics, Calculus & Linear Algebra
Semester: NIL
This course builds upon the materials covered in Linear Financial Models and Financial Time Series Analysis.


FE8515 Simulation Methods for Option Pricing (CMU)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course initially presents standard topics in simulation including random variable generation, variance reduction methods and statistical analysis of simulation output.


FE8705 Object Oriented Programming I

AUs: 1.5
Prerequisites: NIL
Semester: NIL
Introduction to programming concepts, syntax, algorithms, data structure and programmes design.


FE8706 Object Oriented Programming II

AUs: 1.5
Prerequisites:
Object Oriented Programming I or basic familiarity with programming languages such as C and/or C++
Semester: NIL
Common data structure and algorithmic design and analysis techniques – searching and sorting.


FE8707 Web Computing (E)

AUs: 1.5
Prerequisites:
Object Oriented Programming I, Object Programming II
Semester: NIL
The objective of this course is to provide the necessary working knowledge on Java and to develop Internet applications based on Java platform.


FE8708 Artificial Intelligence Techniques in Finance

AUs: 1.5
Prerequisites:
Object Oriented Programming I, Object Oriented Programming II
Semester: NIL
This course covers the theory and practice of artificial neural networks, fuzzy systems and evolutionary algorithms.


FE8709 Credit Risk – Measurement and Management (E)

AUs: 1.5
Prerequisites:
Stochastic Calculus for Finance, Derivative Securities, Interest Rate Derivatives, Linear Financial Models, Financial Time Series Analysis
Semester: NIL
The course will cover measurement and management of credit risk as well as the valuation of credit derivatives in addition to the valuation of securities associated with default risk.


FE8809 Financial Engineering Project (CMU)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course will focus on portfolio construction and product structuring. Specific applications will vary from year to year.


FE8810 Corporate Finance

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course covers the essential elements of the corporate financial management process.


FE8811 Asset Pricing Theory

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course develops the consumption-based asset-pricing model and lays the foundations for the understanding of special pricing models such as CAPM, ICAPM, and APT.


FE8812 Bond Portfolio Management

AUs: 1.5
Prerequisites:
Asset Pricing Theory
Semester: NIL
This course covers concepts and techniques for managing fixed income portfolios.


FE8813 Equity Portfolio Management

AUs: 1.5
Prerequisites:
Asset Pricing Theory
Semester: NIL
While soundly anchored within the bounds of Modern Portfolio Theory and Asset Pricing Theory, this course aims to provide an in-depth but practical understanding of the equity management process, from stock, industry and market evaluation through to portfolio selection techniques and the on-going management functions and evaluation.


FE8814 Derivative Securities

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course covers the use and pricing of derivatives - from the basic features of forwards and options to dynamic trading and hedging strategies.


FE8815 Interest Rate Derivatives

AUs: 1.5
Prerequisites:
Stochastic Modeling in Asset Pricing, Stochastic Calculus for Finance, Bond Portfolio Management
Semester: NIL
This course covers: 1) Various exchange-traded and over the counter interest rate derivative products. 2) The estimation of parameters of the interest rate models using historical data. 3) Computer programming to compute the values of the derivatives. 4) Hedging interest rate risk using interest rate derivatives. 5) Financial engineered interest rate derivatives.


FE8816 Financial Risk Management

AUs: 1.5
Prerequisites:
Calculus and Linear Algebra, Linear Financial Models, Derivatives Securities, Financial Times Series Analysis, Stochastic Calculus for Finance
Semester: NIL
The course provides a comprehensive presentation of the measurement and management of market and credit risk.


FE8818 Financial Accounting (E)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
The objective of this course is to provide a sound understanding of the various items in published financial statements.


FE8819 Exotic Options and Structured Products (E)

AUs: 1.5
Prerequisites:
Derivative Securities, Calculus and Linear Algebra, Stochastic Modeling in Asset Pricing, Stochastic Calculus for Finance
Semester: NIL
This course covers the applications and the associated risks of financial options that have non-standard features, and the use of financial instruments to restructure an existing financial profile into one having more desirable properties.


FE8820 Studies in Financial Engineering (CMU)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course focuses on the use of financial engineering and derivative securities in solving practical business problems.


FE8821 Term Structure: Theory and Practice (CMU)

AUs: 1.5
Prerequisites: NIL
Semester: NIL
Advanced models of the term structure. Implementation of term structure models.


FE8822 Numerical Methods for Financial Instrument Pricing

AUs: 1.5
Prerequisites:
Calculus and Linear Algebra, Stochastic Calculus for Finance, Object Oriented Programming
Semester: NIL
This course assembles the latest numerical finite difference methods (FDM) for solving PDEs found in financial engineering.


FE8825 Advanced Topic in Financial Engineering – Energy Derivatives

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course introduces students to the manner by which energy corporations manage their business risk exposures, and the derivative securities which can be utilized for this purpose.


FE8826 Seminars on Special Topics

AUs: 1.5
Prerequisites: NIL
Semester: NIL
This course aims to give students the opportunity to learn from industry experts on the current/prevailing market conditions and how the theoretical directly impacts reality.


Master of Management in Hospitality (MMH)


Competitive Strategies for the Hospitality Industry

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 3
Strategic management considers the total enterprise, the industry, and the competitive environment in which firms operate. This integrative capstone course focuses on how firms formulate, implement, and evaluate corporate and business strategies. The goal is for you to develop a mastery of the tools used to perform analysis of the industry and competitors and to develop skill at evaluating and implementing strategies to sustain a firm’s competitive advantage while generating superior value for customers.


Corporate Finance

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 1
This course builds on the prerequisites courses in financial accounting and financial reporting. Topics include applications of discounting techniques, evaluation of capital expenditures, estimating cost of capital, bond and stock valuation, portfolio theory, asset-pricing models, and capital-structure decisions. The course emphasizes valuation skills as a means to bring together the cost of capital, financing, and operating issues faced by a firm.

You will come to understand the financial impact of managerial decisions, know how to differentiate decisions that increase the value of a firm, and know how to properly evaluate investment, financing, and payout decisions. You also will know standard techniques of financial analysis, such as discounted cash-flow valuation, capital budgeting, risk analysis, and estimating the cost of debt and equity.


Marketing Management for Services

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 1
This course on the fundamental concepts of marketing management - and the techniques, analysis, and frameworks for solving marketing-management problems - explores theories and conceptual frameworks that draw on customer, competitor, and core-capability analysis in marketing planning and implementation. You develop decision-making capabilities in product/service development, pricing, advertising and promotions, and distribution policies. The capstone of the course will be team development of a marketing plan for a new hospitality business. The marketing plan will be presented to a team of successful hospitality executives for discussion and feedback.


Human Resources Management

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 3
In covering the strategies that enable companies to attract, develop, and retain high-quality employees, attention will be given to selection, compensation, performance appraisal, and career management. In each of these areas, the focus is on the return on the human resource investment.


Managerial Accounting

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 1
This introduction to managerial accounting, which is the use of accounting information for decision-making and control, covers cost behavior, cost classification, cost-volume-profit analysis, product costing, budgeting, variance analysis, cost estimation, cost allocations, customer-profitability analysis, managerial control systems, and performance measurement.


Managerial Communication

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 3
Managers use communication strategies that involve written and oral messages to solve problems and accomplish professional goals within the workplace. The chief goal of this course is to help you become a competent, confident, and versatile communicator. You will prepare clear and powerful messages-reports, oral presentations, letters, and memos-and to approach problems analytically, so you can make thoughtful communication choices, some of which will be situation-specific.


Operations Management

AUs: 3
Prerequisites:
Knowledge Courses in Financial Management, Financial Statements, Statistical Decision - Making
Semester 1
Operations management, based on principles of scientific management, concerns itself with how work is done. This course gives you the skills and understanding necessary for decision-making using quantitative and qualitative data. You will use computer spreadsheet software extensively for “number-crunching” analysis and learn to communicate the results of your analysis in a clear manner. The course gives you a “tool kit” of sophisticated Excel models for solving service-operations problems.


Organizational Behavior

AUs: 3
Prerequisites:
Knowledge courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 2
This course teaches you, how individuals, groups, and organizations interact within a complex, globalised service environment. You will develop your interpersonal skills and gain a greater awareness of how your personal style influences your leadership and decision-making. You will learn to motivate others, negotiate ethical decisions, manage teams, and lead organizations through change.


Properties Development and Planning

AUs: 3
Prerequisites:
Knowledge courses in Financial Management, Financial Statements, Statistical Decision-Making
Semester 2
In this overview of hospitality project development and planning from the perspective of an owner and manager, you will learn about the role of the development team, feasibility studies, space programming, and construction management, and about functional and design criteria for hotels and restaurants. Teams will prepare program documentation for a new hotel or restaurant or one undergoing major repositioning.


Information Systems Management

AUs: 3
Prerequisites:
Knowledge courses in Financial Management, Financial Statements, and Statistical Decision-Making
Semester 3
Information technologies-based information systems are important to almost all organizations. They are a primary means for ensuring efficient operations and effective decision-making, and they offer the potential to increase a firm’s competitiveness when appropriately planned and used. You will become comfortable with all aspects of information systems decision-making, including systems analysis and design, systems selection and purchasing, and the risks in IT investments. And you will become familiar with the systems found in hospitality operations. The course is not overly technical, but you are expected to be comfortable researching and discussing information technologies.

Concentration Electives:

Prerequisites:
Knowledge Courses in Financial Management Financial Statements, Statistical Decision-Making
Semester 1, 2 and 3
Concentrations are designed around coursework and come with multiple opportunities to connect with people whose careers are in the area of your concentration. Elective courses will be selected from a wide range of offerings at Cornell University and Nanyang Technological University.


MSc (Finance) Program


Course Descriptions


FF6001    Foundations for Finance

This is an introductory course in finance. The main objective is to help participants build a strong foundation in sound financial principles. The major topics covered include the time value of money, financial statement analysis, working capital management, risk and return, security valuation, cost of capital, capital budgeting, capital structure, corporate financing and dividend policy.


FF6002    Economic Analysis

This course focuses on the application of economic principles to the financial markets. Microeconomic applications include the workings of the market mechanism and the strategic interaction between firms. Macroeconomics discusses how interest rates, inflation, exchange rates and government policies affect the economic environment and the financial markets.


FF6003    Financial Statement Analysis

This course focuses on the use of financial statement information in different settings. Topics include foundations of financial statement analysis; analysis of inventories, long-lived assets, taxes, liabilities, off­ balance-sheet finance, pension costs, inter corporate investments, business combinations and multinational operations; market response to financial information and use of financial information in valuation, forecasting and credit analysis.


FF6004    Statistical Analysis

This course provides the participants with statistical skills to analyze complex finance problems. Regression and time-series analyses will be the main topics.


FF6005    Equity Investments

This course focuses primarily, on the principles and valuation techniques in equities analysis, including an overview of the investment environment and basic portfolio management. It includes discussions of economic, stock market, industry and company analyses for equities.


FF6006    Fixed Income Investments

The objective of this course is to provide an in-depth understanding of fixed income security markets and their analyses. These securities include treasury securities, corporate and international bonds, and structured securities. Their risk-return characteristics will be explained in terms of price yield relationship, yield and return measures, and price volatility measures. Various techniques for the valuation, trading, and risk control of these securities will be illustrated to details in association with yield curve analysis.


FF6007    Derivative Investments

This course focuses on the valuation of derivative securities such as forwards, futures, swaps and options. Topics include interest rate, currency, commodity and equity-related derivatives. Operational issues in derivative markets, uses of derivatives and concepts of financial engineering will also be discussed in this course.


FF6008    Fund Management

This course builds on the fundamentals of investment theory and in the valuation of equity, fixed income, and derivative securities. Topics include portfolio management policies, capital market expectations; asset allocation, portfolio construction and revision, equity and fixed-income portfolio management strategies, portfolio protection and portfolio performance measurement and evaluation.


FF6110    Corporate Finance

This course builds upon the principles of financial management to analyze corporate financial problems. Topics include equity and debt financing, financial decisions and announcements, managing corporate growth, free cash flow, payout policy, financial structure policy, the market far corporate control, corporate risk management, international aspects of corporate finance, real options, and behavioral finance.


FF6111    Treasury Management in Financial Institutions

This course focuses on the practical aspects of treasury management in financial institutions. It savers trading strategies in foreign exchange, money market instruments and derivative products, and risk management controls in treasury operations in financial institutions. This course includes practical trading sessions.


FF6112    Structured Products

In this course, participants will learn about structured products such as asset-backed securities, option­embedded bonds, credit-linked notes, credit derivatives and other innovative financial instruments. An understanding of the pricing and the risk & return of these financial instruments are essential in investment management and meeting market demand for such instruments.


FF6113    Mergers and Acquisition

This course provides an understanding of the strategic, cast, valuation, structure, financial, legal, accounting, negotiation, and implementation issues associated with mergers and acquisitions. Issues in the development of well-defined, value creating mergers and acquisition strategy will be explored.


FF6114    Client Relationship Management and Ethics

This course focuses on the ethical and customer relationship aspects of investment management. Issues covered include corporate governance, ethical standards, investor psychology, practical aspects of treasury management in corporations and financial institutions.


FF6115    Special Topics in Finance

Topics may include risk management, quantitative asset management, hedge funds, private-equity, venture capital, real estate and alternative investments, etc.


Executive Education Programme - Nanyang EMBA (Chinese)


Description of Courses


EM6102 Financial Accounting and Analysis

Course type: core
AUs: 3
Prerequisites: Nil
The course introduces key concepts, standards and practices of financial reporting and develops skills for using accounting with other information to serve the needs of business decision-making.


EM6103 Global Economic Environment

Course type: core
AUs: 3
Prerequisites: Nil
The course outlines the importance of the larger external economic environment in which business decisions are made. It will examine factors that determine national income and productivity, aggregate demand and supply, inflation and unemployment, interest and exchange rate, and long-term economic growth.


EM6105 Organisation Theory & Control

Course type: core
AUs: 3
Prerequisites: Nil
In this course, students will learn theories and frameworks for analyzing the behavior of individuals, groups and organisation itself. Emphasis is placed on making decisions and developing action plans that enable managers to provide effective leadership of people in organisations.


EM6107 Economics of the Firm

Course type: core
AUs: 3
Prerequisites: Nil
It covers the basic theory of microeconomics and addresses how to apply the theory strategically to management in markets where a firm has market power. Topics include sophisticated pricing policies, transfer pricing, competitive analysis, cooperation strategies, uncertainty, asymmetric information and externalities.

EM6108 Corporate Financial Management

Course type: core
AUs: 3
Prerequisites: Nil
The course studies the decision-making processes pertaining to the acquisition of financial resources from external markets and the effective utilization and control of these resources within a business organisation.


EM6109 Marketing Analysis and Decision Making

Course type: core
AUs: 3
Prerequisites: Nil
The course examines the fundamental issues that influence marketing decisions, such as buyer behavior, competition, pricing, advertising, distribution and selling methods.


EM6101 Foundations of Management

Course type: elective
AUs: 3
Prerequisites: Nil
This seminar-based integrative course will lay down the foundation for the whole curriculum. The course will start with an in-depth discussion on the evolution of management thoughts and paradigms. At the end of the course, students will be equipped with a concrete framework of modern management, which provides the critical linkage with all functional subjects in the curriculum (Non-examinable).


EM6104 Managerial Data Analysis

Course type: elective
AUs: 3
Prerequisites: Nil
This course provides an introduction to statistics and probability as techniques for collecting, summarizing and interpreting data and for coping with uncertainty in the management decision-making process.


EM6110 Strategic Management & Business Design

Course type: elective
AUs: 3
Prerequisites: Nil
Students will learn about top management’s job of formulating strategy for the enterprise, including the shaping of mission objective, product-market choice and organisational character as well as the allocation of resources and coordination of conflicting stakeholder interest. Particular attention is placed on the role of the general manager in articulating organsational objectives, formulating and implementing organisational strategies, motivating and managing strategic changes.


EM6201 Human Capital and Management

Course type: elective
AUs: 3
Prerequisites: Nil
This course examines how intra- and extra-organisational factors influence the utilization of human capitals, and how organisations’ responses to these factors determine their effectiveness.


EM6202 Capital Markets and Corporate Finance

Course type: elective
AUs: 3
Prerequisites: Nil
Corporate finance focuses on the interactions between financial structures and the value of the underlying real assets. After introducing capital budgeting and valuation methods, the course focuses on the process of capital structure decisions. Some topics covered include venture capital financing, private placements, public offerings, international security issues, recapitalizations, mergers and acquisitions.


EM6203 Innovation & New Business Development

Course type: elective
AUs: 3
Prerequisites: Nil
This course deals with the convergence of creativity, entrepreneurship and innovation in organisations. It will show that innovation is a complex process that needs cultivation as much as management. Topics include individual creativity, sensing opportunities, organising for and benefiting from innovation.


EM6204 Information Technology Management

Course type: elective
AUs: 3
Prerequisites: Nil
This course focuses on how to manage information resources and technology. Students will gain exposure to various information technologies, examine their applications, explore the competitive advantages associated with the information technology, and address organisational and managerial implications.


EM6205 Operations Management

Course type: elective
AUs: 3
Prerequisites: Nil
The course examines some of the basic principles managing the production of goods or services and studies some useful tools. It focuses on the efficient and effective deployment of capital, material, information, technology and human resources. It aims to provide an integrative approach on functional areas such as product and process development, quality management, capacity and inventory planning, supply chain management, technology and managing change.


EM6207 International Business

Course type: elective
AUs: 3
Prerequisites: Nil
The course examines the basis for international trade, the nature of global enterprises, current economic issues and how firms deal with complex, evolving issues and competition in the world’s market.


EM6208 Leadership & Ethics

Course type: elective
AUs: 3
Prerequisites: Nil
Both leadership and management are required to create organisational direction, set strategy and achieve goals. This course focuses on concepts, experience and skills for leading organisational development and change, and for developing leadership within the organisation. We will also look at how issues, such as ethics, social responsibility, reputation, and corporate governance are managed.


EM6209 Legal Environment of Business

Course type: elective
AUs: 3
Prerequisites: Nil
This course examines topics that illustrate key social, ethical, economic and political considerations that create legal environment as they affect business. Particular attention is given to contractual relationships, statutes governing the sale and purchase of goods, rights and duties imposed on debtor-creditor relationships, external legal constraints imposed on business by actual and potential tort liabilities, government regulations, and various means and procedures for resolving legal disputes in business matters.


EM6211 Analysis of Global Capital Markets

Course type: elective
AUs: 3Prerequisities: Nil
This module will equip participants with the ability to decipher capital market dynamics and the evolving interaction of risk and returns. It covers stocks, bonds, commodities, foreign exchange, and other financial products. Participants will appreciate the determinants that move the market and learn the skills to feel market pulse s and interpret evolving trends to make informed decision s .


EM6301 Advanced Topics in Management

Course type: elective
AUs: 3
Prerequisites: Nil
This unique course is designed to provide a comprehensive coverage on the most recent developments in management. Some of the topics include effective organisational innovation, creation and management of organisational knowledge and intangible assets, sustainable global strategic alliances and partnership, performance benchmarking, online business models and e-marketing, global outsourcing, etc.


EM6302 Managing in Asia

Course type: elective
AUs: 3
Prerequisites: Nil
This is a practical course aimed at enhancing the managerial skills and understanding needed to deal with challenges arising from the unique environment in which Asian business operates. It will examine the social, economic and political environment facing business in the region and will focus pragmatically on how Asian companies manage their relationships with governments and other important stakeholders. We will also look at how they manage issues such as ethics, social responsibility, reputation and corporate governance.


EM6303 Advanced Topics in New Economy & Globalisation

Course type: elective
AUs: 3
Prerequisites: Nil
The purpose of this course is to keep the participants updated on the new economy, which has been driven by the innovation and globalisation. It will be particularly relevant for senior executives to be kept informed of the new opportunities and challenges.


EM6304 Advanced Topics in Chinese Economy

Course type: elective
AUs: 3
Prerequisites: Nil
This course aims to keep the program participants updated on the rapid changes in the Chinese economy, covering issues (but not limited to), such as, changes in macroeconomic environment, deregulation and liberalization, investment incentives, legal environment and others.


EM6305 Industrial Policies and Singapore’s Management Experiences

Course type: elective
AUs: 3
Prerequisites: Nil
The objective of this course is to provide future general managers with an understanding of major public policy influences on industrial performance at the national and international levels. Additional topics in Singapore’s management experiences, such as government-link companies, foreign direct investment, industrial transformation, productivity movement and international competitiveness will be covered.


EM8201 Data Mining for Business

Course type: elective
AUs: 1.5
Prerequisites: Nil
Data Mining is a multidisciplinary field which cover s databases, artificial intelligence, machine learning, statistics, knowledge acquisition, information retrieval, high-performance computing, and data visualization. T his course will introduce methods for data management and preprocessing, concept description, association and classification rule mining, and data cluster analysis.


EM8202 Innovation and Design for Sustainability

Course type: elective
AUs: 1.5
Prerequisites: Nil
This course will discuss innovation and design in the context of sustainable development. It addresses the impacts of product, process, or system development to the living environment. Sustainable solutions and the methods of evaluating options to these issues are then explored.


EM8203 Corporate Social Responsibility

Course type: elective
AUs: 1.5
Prerequisites: Nil
This course is designed to engage students in a discussion of Corporate Social Responsibility through a series of interactive learning activities and case studies. Examples of activities could be social engagement at some very poor regions. Importance of CSR, strategies, and best practices will be discussed and examined.


EM8204 Corporate Governance

Course type: elective
AUs: 1.5
Prerequisites: Nil
This course discusses and analyses corporate governance concepts and mechanisms from a holistic perspective. It enables the participants to gain a unique insight into a highly complex subject at the intersection of economics, finance, culture, law and politics. The course will also look at CG from both theoretical as well as practical perspectives. Corporate governance across countries will also be compared.


EM8205 Crisis Management

Course type: elective
AUs: 1.5
Prerequisites: Nil
This course helps participants to develop plans to pre-empt crisis and to minimize the negative impacts of crisis and assist recovery. Crisis may occur as a result of external factors such as the development of a new product by a competitor or changes in legislation, or internal factors such as a product failure or faulty decision making, and often involve the need to make quick decisions in the face of uncertainty or incomplete information.


EM8206 Cross Cultural Management

Course type: elective
AUs: 1.5
Prerequisites: Nil
Cultural dimensions have impacts on the behavior of societies as well as businesses. This course will develop an understanding of how cultural dimensions influence strategy setting, marketing, client relationship management, and employee relationship management, etc.


EM8210 E-Business and the Network Economy

Course type: elective
AUs: 1.5
Prerequisites: Nil
This course aims to assist students in gaining a clear understanding of Internet and e-business. Attention is placed on applying various e-business strategy models, exploring and adopting emerging e-business technologies, and developing project execution and planning expertise in a digital economic environment.


EM8211 Managerial Accounting and Control

Course type: elective
AUs: 1.5
Prerequisites: Nil
The course examines in detail the relationship between strategic plans and internal operations of the firm. It will focus on firms’ internal accounting information systems and their use in corporate decision-making, planning and control, and performance evaluation.


EM8212 Managerial Negotiations and Conflict Resolution

Course type: elective
AUs: 1.5
Prerequisites: Nil
The theory and processes of negotiation and conflict resolution as practiced in various managerial settings will be discussed. Students develop their managerial negotiation skills through cases and exercises in diverse scenarios.


Master of Business Administration (Nanyang Fellows)


NF6002 Corporate Finance & Policy

AUs: 3
The objective of this course is to increase understanding of the essential elements in the strategic financial management process and to build proficiency in the application of these elements to real world problems. The course covers the following broad topics: functions and operations of the financial markets, valuation, portfolio theory, asset pricing, market efficiency, capital budgeting, capital structure and dividend policy, derivative assets, international finance, and other issues in corporate finance. Emphasis will be on applying these financial tools to derive optimal decision strategies.


NF6010 Accounting Analysis for Leaders

AUs: 3
This course focuses on the nature and scope of using accounting information for economic decision making. The emphases are on the nature of accounting information, the uses and the limitations. While the focus of the course is on the users’ perspective, it is essential that the user understands the building blocks of accounting, the process by which the information is generated and the incentives underlying the preparation of the accounting information. A proper understanding of the accounting process would enable the user to ask the appropriate questions when looking at the accounting information and understand the limitations of the information.  

Once the accounting process is understood, we will move on to explain how accounting information can be used for short-term decision making, longer-run capital budgeting decisions, and strategic analysis. Accounting is studied within the context of the organization and its competitive environment. The accounting system needs to reflect and support the strategy of the organization. The performance evaluation of the organization must include an assessment of its ability to achieve its strategy. We will discuss various performance evaluation and control mechanisms used in organizations, including compensation systems and strategic performance measures.


NF6013 Contemporary Economic Analysis & Public Policy

AUs: 3
This is a seminar course where students will write a term paper, present and defend it.  The objective of the course is to expose students to current and contemporary economic problems, issues and policies.  The issues cover Singapore’s development experience.  It includes the role of government in the economy, budgetary and exchange rate management, human resource utilisation and development, investment, entrepreneurship and growth, savings and growth, monetary and exchange-rate policies, currency crisis and international competitiveness and productivity.  Throughout the course, a global perspective will be emphasised.  There is, however, some focus on the development and underdevelopment of East Asia.


NF6014 Marketing in the Global Environment  

AUs: 3
Rapid and dynamic changes in the business landscape as evidenced by such factors as digitilisation, globalisation and futurisation have rendered the role of marketing even more critical for any sustainable business. The purpose of this course is to provide an in-depth understanding of the principles and practice of marketing in a global environment.  The scope that is covered include an introduction and overview of  marketing; analysing the global marketing environment; targeting marketing opportunities from a local, regional and global perspective, formulating marketing strategies and managing the marketing effort.  The course emphasises not only an understanding of the relevant theoretical principles and concepts, but also on the application aspects in relation to the real world.


NF6018 Corporate Mergers and Acquisitions

AUs: 3
Mergers and acquisitions (M&A) and corporate restructuring activities will feature widely in the economies of Asia over the next several decades in line with the dynamic economic and financial growth of the region. This course will explain the reasons and motivations for M&A and corporate restructuring activities, including related transactions and leveraged buyouts. It will examine the strategic considerations in planning and implementing M&A and corporate restructuring activities in either friendly or hostile environments and explore alternative methods of financing. It will also create awareness of the pertinent legal issues and the necessary financial reporting aspects that need to be dealt with in M&A exercises. A substantial part of the course will focus on both the strategic and financial analysis of corporate restructuring decisions.


NF6020 Global Corporate Strategy: A Strategy Innovation & Business Redesign Approach

AUs: 3
This course aims to provide a balanced view of the organisation and its interaction with its environment. It focuses on the role of a general manager, the various skills needed to integrate and co-ordinate business functions in managing the organisation's resources and in developing distinctive competencies and advantages. Students will receive an update on the latest tools (e.g. BPR, EVA, Balanced Scorecard, Scenario Planning, TQM, Learning Organisation) used in transforming organisations and examine their value in the context of strategy formulation and implementation. The concept of profit patterns & value migration will be introduced to help students understand how to conduct Business Redesign.


NF6026 Human Capital Management

AUs: 3
This course adopts a general management perspective on managing people in organisations, focusing on the strategic management of the organization’s human capital rather than a functional human resource management perspective. It sees human capital management as an approach to the fundamental management issue of improving business and organizational performance through an effective people management philosophy and practice which is anchored on the importance of alignment between organization’s strategy and its human resource (HR) systems and practices. The aim of the course is to understand the value added by employees and to provide tools to gain insights on the organization’s people strategy and its impact on the bottom line. It will examine how HR programs, such as talent acquisition, development and retention, and performance management, affect and shape the strategy implementation process.  It will also explore current issues in human capital measurements and evaluation as well as the role of HR in human capital management. The aim is to analyse and evaluate how people policies and practices help create value for the organization and when they become barriers to value creation. Key topics include: People as source of organization’s capital and assets; workers as human capital investors; linking human capital to corporate strategy; managing talent - acquisition, development and retention; overview of major human resource systems & processes including performance management; the evaluation and measurement of human capital value add, and the collection and reporting of human capital information.


NF6027 Strategic Leadership

AUs: 3
The Nanyang Fellows Strategic Leadership course is specifically designed for senior leaders and executives who are ready for an in-depth study of what leadership means for them. How do you lead? How does your leadership style affect others and organizational outcomes? How would you evaluate the impact of your leadership style? How would you develop your leadership style as you take on new leadership challenges? What are the key insights gained from corporate leaders that will shape you thinking on the essence of leadership? What is required for effective leadership in the future? Participants will get to explore and examine these key questions in an intellectually stimulating, methodologically rigorous, and practice-oriented framework on strategic leadership. This course attempts to broaden and deepen participants’ understanding of strategic leadership and organizational behavior. Core strategic leadership challenges such as leading teams, motivating and rewarding desired behavior, using power and influence effectively, selecting the appropriate leadership style to motivate others to perform, designing organizations to fit with strategic objectives, and leveraging organizational culture will be addressed in this course. Participants will obtain individual strategic leadership profiles that will help them identify their strengths and areas of further development.


NF6028 Strategy for the Future: Crisis, Contingency & Scenario Planning

AUs: 3
The present environment is characterized by volatility, uncertainty, complexity and ambiguity. Changes are brought about by political forces, economic cycles, social and cultural adaptation, technological innovations and natural phenomenon.  The need to sustain global environment and the impact of activities by Special Interest Groups (SIGs) also shape the strategies for organizations.  Successes are achieved on key success factors and appropriate strategies and these may change over time.  Often, a dual strategy is proposed, one for the current situation and one for the future.

This course will cover:

The central theme of this course is to strive for sustainability and continuity of business through adaptation of the relevant business models through forward environmental scanning and analysis, and building a corporate radar screen to track the developments and changes in the environment.


NF6029 Business & Public Policies

AUs: 3
The objective of the course is to enable Fellows to understand how Governments, Public Policies and regulation have a very significant impact on the economy and thus on the way Business is conducted in a specific economic context.  The course will examine the differences as well as similarities between business and public policy management. It will cover the key macro- and micro- economic concepts that guide and shape public policy choice.  The Singapore economy will be examined in detail but comparisons with the economic policies in other major economies will be made to understand the causes and reasons for the differences in approach and outcomes.  The scope will include the challenges and difficulties of undertaking economic reforms especially in respect of market opening, deregulation and re-focusing of the economic role of government, liberalization and privatization, the importance of competition in the market place, market failures and the key role of regulation to ensure competition takes place even in oligopolistic markets.   The emphasis of the course as a whole is on a practice based approach with the stress on how decisions and choices of public economic policies are made amidst the practical constraints of time, insufficient timely, detailed data and public acceptance.  Insights would be drawn from Behavioural Economics and cognitive and complexity theories.  The course will deal with both the content and process of public policy making.


NF8024 Managing in Asia: Sun Zi’s Art of War & Application to Business

AUs: 1.5
With the increasing importance of China as an economic superpower, more and more multinational corporations are interested to understand the mindset of the Chinese strategist, and on how to conduct business with China.  With the entry of China into the WTO, the need to understand China becomes even more important and urgent.  On the other hand, it is also important to note that other than learning modern business concepts and principles from the West, more and more Chinese scholars and analysts have begun to study their own ancient classics.  The reason – to see how these classics can be related to modern business practices.  China is a civilization that has survived more than 5,000 years, much longer than the Catholic Church!  Thus, there are bound to be immense wisdom embedded in many of its ancient classics.  This course attempts to see how one of the most well-known Chinese classics, Sun Zi Art of War, can be applied to business practices.  In addition, the course also seeks to broaden students’ creative and analytical thinking skills in relating Chinese philosophical concepts to business.


NF8502 Legal Aspects of International Business

AUs: 1.5
This course will focus on major legal issues that affect cross-border business relationships. The topics to be covered include issues concerning: comparative legal systems in Asia with particular reference to company law; international trade law and the WTO; legal issues in foreign direct investment and infrastructure projects; and cross-border dispute resolution.


NF8511 Corporate Governance & Financial Markets

AUs : 1.5
Corporate Governance has been found to be a critical determinant in the performance of business firms: when the interests of entrepreneurs and managers, as well as other stakeholders (creditors, employees, customers, suppliers and the community at-large) and the owners of equity capital (shareholders) are in conflict, the firm performs below its potential and is not able to serve any of its stakeholders well. 

Accordingly, the focus of the course is on the analysis of the relationships among these parties, with a view of improving CG and along with it enterprise performance which means attaining the firms full potential, given its endowment with human-, physical-, and financial capital taking into account the legal and ethical restraints in a world of environmental concerns, threatening technology gaps and cultural sensitivities. 

In view of the globalization of markets for capital, technology, products and talent, clear views on how corporations are and should be governed and which principles are to guide such governance become very important for executives as well as those involved in shaping public policy. During the course we will look at CG from both theoretical as well as practical perspectives.


NF8512 East Asian Cultures & Management Philosophies

AUs: 1.5
The course looks at the history and culture of East Asia and how this has affected the economic and management philosophies of this region.  It will primarily focus on China, but also cover Japan and Korea, which had ancient cultural ties to China.   These East Asian countries have traditionally been influenced by Confucianism and Taoism, which is reflected in their personal and social cultural values and as well as their business ethics and governance.  At the same time, they have developed in different directions because of cultural and historical factors as well as foreign influence.  Among the topics covered will be a brief survey of the history of China, Japan and Korea; the basic precepts of Confucianism and Taoism; the practice of guanxi and corporate governance in East Asia; and the management styles of Chinese, Japanese and Korean corporations.