MNO1001 Management and Organisation
This module addresses the essence of what managers do. To understand this, we begin by focusing on the two basic building blocks in organisations; the individual and the group. The broader environment in which managers and organisations are in will also be addressed. Lectures, case studies and experiential learning are used as tools for learning when appropriate. This module will have greater emphasis on interactions with the external environment, with particular emphasis on cross cultural, cross national and cross institutional environment issues. Also, greater recognition of the complexity of international management, management and organisation challenges in multinational organisations, and more attention will be given to broad corporate social responsibility issues.
Leadership Core Modules
MNO2007 Leadership and Ethics
In this module we explore the age-old question of the relationship between ethics and leadership. We begin by examining the theoretical underpinnings of leadership and ethics. We then move to consider how ethics and leadership are intertwined, especially in work organizations. Organizations are strong situations which exert considerable influence on leaders’ perceptions, interpretations, judgements, decisions and behaviours. We consider how leaders can enhance ethical awareness, make decisions with ethics in mind, organize for ethical behaviour and face ethical challenges at the organizational level.
This course aims to provide an introduction to the venture creation process. The course provides an overview of the major elements of entrepreneurial activity including identifying and evaluating business opportunities, planning and start-up strategies, marketing strategies for new ventures, leadership and team building as well as issues related to financing the new venture and developing exit strategies. The course provides theoretical knowledge and practical skills. The students will read the basic literature on entrepreneurship and engage in the start-up process of a venture
MNO2302 Human Resource Management
This module introduces students to the fundamentals of human resource management (HRM), and it provides a foundation for more advanced modules that focus on specific aspects of HRM. It aims to provide students with general understanding of the core areas of HRM, including HR planning, job analysis, recruitment and selection, performance management, training and development, compensation, employee relations, and HRM in an international context. These issues will all be addressed from the perspective of general managers, HRM specialists, and individual employees. Students will be challenged to consider the implications of integrated HR systems, as well as specific HRM policies and implementation procedures, for individual and organisational performance. They will also consider the practical implications of the changing nature of work and the employment relationship.
MNO3301 Organisation Behaviour
This course deals with the study of human behaviour in organisations: how people influence organisational events and how events within the organisation influence people's behaviour. Organisational behaviour is a field that draws ideas from psychology, social psychology, sociology, anthropology, political science, and management and applies them to the organisation. The field of organisational behaviour covers a wide range of topics: organisational culture, motivation, decision making, communication, work stress and so on. In the end, the field of organisational behaviour asks two questions: (1) why do people behave as they do within organisations? (2) How can we use this information to improve the effectiveness of the organisation?
MNO3303 Organisational Effectiveness
This course aims to introduce students to the field of organisational theory - which applies concepts from various disciplines such as management studies, sociology, psychology, political sciences and economics to study organisations. The course is designed to encourage students to actively and critically use these concepts to make sense, diagnose, manage and respond to the emerging organisational needs and problems. The course covers topics such as organisational goals, strategy and effectiveness; dimensions of organisational structure; organisational design and environments; technology and organisational change; and organisational decision-making. The emphasis of this course is on the practical value of organisation theory for students as future members and managers of organisations. Developing an understanding of how organisations (should) operate is effectively critical so that students will able to fulfil their roles as future managers.
MNO3311 Managing Diversity in S.E. Asia
The objective of this module is to demonstrate the complexity of culture and its significance for the conduct of business. It develops cultural knowledge, sensitivity and skills necessary for working in the diverse cultural environments of the S.E. Asia countries. After completing this module, students should be able to understand the impact of culture on management practices in S.E. Asia.
MNO3312 Organisational Communication
This course introduces an integrative perspective of organisational communication that focuses on the role of information and communication in organisational processes. The module emphasises theoretical issues as well as practical analysis. It explores the ways to establish proper networks, and examines approaches for effective internal and external communication in the context of today’s changing social patterns, the increasing diversity of the workforce, the proliferation of new communications technologies, and the challenges of global integration and competition. Students will discuss the basic relationships among communication, information and organisation; and will examine the pervasive adoptive organisational functions of communication in modern organisations
*MNO3313 Topics in Management and Human Capital
The topic(s) addressed in this module will involve specialised issues that are worthy of more in-depth treatment than what is provided in the other modules. The specific topics may range from current theoretical debates to the strategies and tactics that are utilised by leading organisations to resolve practical problems. The primary mode of instruction will feature discussion of research articles, case studies and/or projects involving practical applications.
MNO3313J Topics in Management and Human Capital: Employee and organisational Misbehaviours
This module examines deviant behaviours at the workplace, corporate misconduct and organizational ethics. Both the employee and organization will be the focus of our analysis. Topics examined include the role of personality and situation in explaining employee and organizational deviance, employee theft, deceit, lying and whistle-blowing among others.
MNO3313K Topics in Management and Human Capital: Managing China Venture
This module aims to expose students to the emerging role China plays in the global political/ economic scene and the market opportunities China offers to business investors worldwide. Recent plans on China’s economic restructuring and regional integration to boost domestic consumption will be reviewed. The module also discusses critical challenges corporate leaders face in managing a China venture. These include business decisions on the modes of entry, choice of suppliers and venture partners; as well as management actions on product quality control, access to target market segments, creation of distribution network, containment of costs, talent acquisition and retention and the like.
MNO3314 Social and Ethical Issues in Management
This module will develop students’ abilities to recognise and think critically about difficult ethical and social dilemmas in organisational life and about managerial and corporate behaviour. Some examples of topics that will be covered are: workforce diversity, employee rights, cultural differences in moral standards and the social and natural environment in which organisations operate. Several different theoretical perspectives will be adopted, including values and culture, decision-making and philosophical and normative frameworks. Students will learn through debates, analysis of articles and cases, role-plays and other interactive methods.
MNO3315 Legal Issues in Employee Management
With rising awareness and salaries, there are more and more legal disputes between employers and employees. This course introduces the boundaries of what an employer or employee can legally do and not do. This course would be relevant to students who intend to specialise in human resource management or who intend to set up their own businesses. Of course, if a legal dispute arises, legal advice may be sought. However, this may be too late. By knowing the basics of employment law managers would be able a proactive approach and avoid legal problems from arising in the first place. This course will also be of general relevance as in all likelihood students would be employees some day and it would be wise for them to be aware of their rights and liabilities as an employee.
MNO3316 Managing an International Workforce
An organisation’s ability to succeed in international business activities depends, to a great extent, on its ability to develop and effectively manage its international human resources. Students in this module will consider how improvements in the selection, orientation and training and compensation of employees who are on international assignments can result in improvements in the employees’ performance, and an enhancement of the organisation’s international capabilities. Besides considering how international assignments – to and from the parent company – can contribute to coordination and organisational learning, students will also consider the opportunities that are available to the host country personnel of foreign MNCs.
MNO3317 Advanced Leadership
Students will be exposed to leadership decisions at the advanced level. Senior and top executives typically have to create and deal with a leadership environment and culture at the organizational level that is consistent and supportive of organizational mission and strategy. The challenges facing these executives at the institutional level is quite different from those actually practicing leadership skills at the operational level. Students will learn the skills needed to do the following:
- Creating Leadership Vision and Strategic Directions
- Shaping Leadership Culture and Values
- Designing and Leading a Leadership Learning Organization
- Leading Leaders in Change Situations
(This is an independent study module – for students who wish to build on Leadership and Ethics for a more in-depth study.)
MNO3318 Creativity and Innovation Management
This module explores the facilitation of innovation from various perspectives:
- Organizational culture
- Organizational structure
- Psychology and characteristics of people
MNO3319 Power and Influence in Organisations
This module is organized around three major themes:
- What are power and influence? How are they acquired?
- How are power and influence exercised in and by organizations?
- How can power be abused or used? How can leaders exercise power responsibly? How do organizational policy, structure, systems and behaviour affect the use of power?
Students will learn and explore using simulations, role-play and cases. Power and influence have their theoretical roots in various disciplines. Hence, this module will apply perspectives from Philosophy, Political Science, Psychology and Sociology, in addition to Organization & Management Science
MNO3320 Managing Change
All of us have experienced change in our lives. Change is often regarded with mixed feelings of excitement, fear and uncertainty. As a business graduate there will be instances in which you will be a participant and observer in organisational change. At other times, you will have the opportunity and responsibility of managing planned changes in organisations. This course aims to prepare you for such opportunities. This course is organised around these major questions: Why is organisational change so difficult? How can I lead and manage change in organisations? What tools and processes can I use to manage change? When and how should these tools be used and what are the strengths and drawbacks of each? Why do some change efforts fail? Why do some others succeed?
MNO3321 Training and Development
This module aims to prepare students for the challenging task of training and developing effective employees to help organisations realise their missions and visions. Students will be given the role of an internal or external training consultant and tasked to conduct simulated consulting projects to put theories and concepts into action. Learning by doing will be the theme of this module. The course will uncover the practical value of T&D (training and development) methods and learning theories/concepts to promote continuous learning in organisations. Students are expected to be knowledgeable about the field of human resource development (HRD) and the systematic approach to employee T&D efforts by the end of the module.
MNO3322 Negotiation and Bargaining
The course will highlight the components of an effective negotiation and teach students to analyse their own behaviour in negotiations. The course will be largely experiential, providing students with the opportunity to develop their skills by participating in negotiations and integrating their experiences with the principles presented in the assigned readings and course discussions. This course is designed to foster learning through doing, and to explore your own talents, skills, and shortcomings as a negotiator. The negotiation exercises will provide you with an opportunity to attempt strategies and tactics in a low-risk environment, to learn about yourself and how you respond in specific negotiation situations. If you discover a tendency that you think needs correction, this is the place to try something new. The course is sequenced so that cumulative knowledge can be applied and practiced.
MNO3323 Management of Employee Relations
This course aims to train students to effectively handle employee relations in Singapore. It will address various environmental and structural constraints managers face when dealing with employees in Singapore. It delves into such topics as the history, key institutions, and the tripartism philosophy adopted in Singapore, as well as several key legislations and their applications. Because of its strong orientation towards real-world practices, students will find this course useful when looking for employment or actually managing employees in the future. Students are expected to keep themselves updated with regard to the current trends in employee relations, as well as to demonstrate their ability to apply concepts and skills learned from the course.
MNO3329 Independent Study Module in Management & Human Capital
Independent Study Modules (ISMs) are for students with the requisite background to work closely with an instructor on a well-defined project in the respective specialization areas. Students will be exposed to individual-based research and report-writing while tackling a business issue under the guidance of the instructor.
MNO3330 Social Entrepreneurship
Social entrepreneurship presents an alternative approach to community development. It advocates the adoption of innovative solutions (often incorporating market mechanisms) to address social problems. This module discusses the concepts associated with social entrepreneurship, and examines the practices and challenges of social entrepreneurship in the Asian context. Topics to be covered include identification of social problems; marginalization and the poverty cycle; varied conceptualizations of social entrepreneurship and innovation; different types of social enterprises; sustainable social enterprises as an effective means of community development; developing a social enterprise business plan; establishing a social enterprise; scaling up a social enterprise; social impact measurement.
MNO3331 Business with a Social Conscience
Business is of the community and by the community. What effect can and should business have on the communities in which it operates? This module is designed around four inter-related themes/questions.
What is a business for?
What is a social conscience and why does it matter in business?
Having a conscience is not enough
New forms of business
MNO4311 Organisations and their Environments
This course introduces students to recent organisational insights that emphasise an organisation’s environment rather than its work activities as the primary determinants of organisational structure. The course examines three perspectives: resource dependency theory, institutional theory, and organisational ecology theory. It focuses on the way environments effect organisations in terms of structures and actions, and it attempts to address a number of perplexing issues such as: (i) Why are there so many forms of organisations? And is there a best form? (ii) Among organisations of a particular form, why are there so many similarities in structure and operation? (iii) Why do some organisations persist in operations that are obviously ineffective and inefficient? (iv)Why do most organisations not follow strategists’ seemingly simple advice to adapt and innovate? And (v) why do some organisations persist in relationships with other organisations that are not in their best interest?
MNO4312 Research Methods in Management and Organisation
This module is designed to equip students with basic knowledge on how to conduct research. Major topics covered include understanding and formulating research problems, the nature of causation in social research, choice of research design, conceptualisation and measurement, operationalisation of constructs, appreciation and construction of selected sociometric scales and indices, data collection and analysis, and preparation of research reports. When necessary, additional topics will be introduced depending on the needs of students and staff expertise.
MNO4313 Seminars in Management & Human Capital
Current issues and/or essential topic areas within the field of management and organisation that merit extensive literature reviews and scholarly discussion will be studied under this heading. Students enrolled in these seminars are required to make presentations on topics that are of interest to them and relevant to the module. Lecturers will act as facilitators, evaluators and resource persons. Assessments will be based on a major project or term paper, in addition to more traditional indicators of performance. Examples of seminars in the Management and Organisation concentration are International and Comparative Industrial Relations; Leadership in Organisation; Comparative and Cross-National Study of Organisations and Power and Politics in Organisations.
MNO4313B Seminars in Management & Human Capital: Culture and Management in Asia
The objectives of this module are to: (1) Develop an understanding of culture and its variables, (2) Discuss the impact of culture on management in different countries, especially those in Asia, (3) Develop cultural knowledge, sensitivity and skills necessary for working in a culturally diverse business environment. Students are expected to read about current events that are related to cultural sensitivity. They must be prepared to discuss the implications of such events in a multi-cultural environment.
MNO4313C Seminars in Management & Human Capital: Compensation and Performance Management
Compensation and appraisal systems are key contributors to organisational effectiveness. This course addresses how organisations use compensation and performance management practices to drive strategic business success. This course will cover a mix of theoretical concepts and organisational practices useful in developing and maintaining a motivated, committed and competent workforce. In this course students will learn how organisational systems operate to attract, retain and motivate a competent workforce. Further students will gain an understanding of how to assess reward and appraisal systems in terms of the criteria of equity and cost effectiveness and how to assess and diagnose compensation management issues and problems and develop appropriate solutions.
MNO4313D Seminars in Management & Human Capital: Corporate Entrepreneurship & Business Model Evaluation
This class emphasizes the cultivation of each student’s ability to evaluate business models and their appropriateness for development in a corporate setting. As an advanced course the content is designed to improve students analytical, creative and communication skills. In a competitive environment, entrepreneurship is an essential and indispensable element in the success of every business organisation - whether small or large, new or long-established. This course focuses on corporate entrepreneurship with a special emphasis on the role of venture capital and spin-offs. Although corporate entrepreneurship encompasses a wide range of organisational activities, this course focuses primarily on managerial efforts aimed at the identification, development and exploitation of technical and organisational innovations and on effective new venture management in the context of large corporations.
MNO4313E Seminars in Management & Human Capital: Managerial & Organisational Cognition
This course will cover cognition and decision making in organisations. The course will begin with a brief exploration of the bases of cognition, including the topics of neurophysiology, sensation and perception, and cognitive science/psychology. Using this as a basis, the course will go on to explore biases in decision making, the role of emotion in cognition and cognitive styles, persuasion and influence, conformity and obedience, sensemaking and cognition in high-stress/high-reliability environments, cognition in groups and teams, ethical decision-making, and the importance of understanding what makes us happy. the latter of which is often difficult for us to predict and has implications for our (inevitable) lives as employees in organizations. Throughout the course an attempt will be made to understand the way students think, the biases they hold when making decisions and interpreting environmental stimuli in the context of organisations, and the ways in which their emotions influence their decisions and judgments. Also highlighted will be the usefulness of introspection and an awareness of their own thought processes and assumptions. an aim that almost all religions and many academic pursuits attempt forward, yet one which is often excluded from the study of business to the detriment of business people.
MNO4313H Seminars in Management & Human Capital: Job Attitudes
This module will involve studying the range of attitudes that individuals have toward their jobs and organization including job satisfaction, engagement, commitment, and other related topics. It will be an advanced module in that reading the scientific evidence will be part of the requirements.
MNO4314 Consulting to Management
This class aims to generate interest and develop skills of participants to “consult” to management and assist clients to take important managerial decisions in organisations. The class is targeted at participants with preliminary knowledge (about Consulting) and strong aspirations to become consultants. The module covers a broad range of topics from “types of consulting” to “how consulting firms make money” and includes a workshop helping participants develop their skills to consult. Strong analytical and reasoning skills form the prerequisite for the course.
MNO4315 Global Management of Asian Multinationals
This module aims to expose students to the challenging paths of selected Asian Multinationals in their journey of globalization. The course will discuss major driving forces behind an overseas expansion of some pioneer Asian multinationals, including established corporations from Japan and South Korea; and the critical factors that shape their business success or failure. Next, the module will study the rapid rise of some emerging markets MNCs, especially those from China, India and selected S.E. Asian countries. Students will learn how visionary leadership and rapid changes in the domestic and global business contexts have shaped the internationalization strategies of Asian MNCs.
MNO4316 Experiencing Work: Effects on Behaviour and Well-Being
This module gives an overview of the ways in which work demands and experiences influence employee behaviour and well-being, and also explores the mechanisms that organizations and employees can use to minimize the negative effects of work demands on well-being as well as maximize the positive effects of certain work experiences on well-being.
MNO4319 Advanced Independent Study Module in Management & Human Capital
Advanced Independent Study Modules (ISMs) are for senior students who are in the BBA and BBA (Acc) honours programs with the requisite background to work closely with an instructor on a well-defined project in the respective specialization areas. (The modules may also be made available to students who are eligible for admission into the honours programs but choose to pursue the non-honours course of study.) Students will hone their research and report-writing skills while tackling a business issue under the guidance of the instructor.
HR2002 Human Capital in Organisations (taught to Engineering Faculty undergraduates)
This multi-disciplinary module invites students to examine from different perspectives some major themes pertaining to the management of human capital in a knowledge-intensive world of industry today. The module targets students who wish to seek some foundational knowledge of the principles of human interactions in the workplace. Departing from the more conventional approaches, students will examine the dynamics of and constraints to individual and organisational behaviours in the context of the challenges posed by an increasingly competitive global landscape.
HR3304 Human Resource Management (taught to Dentistry Undergraduates)
The need for aspiring dentists to have robust technical skills is indisputable. However, with people at the heart of any dental practice, the need to build effective human relations is equally critical. This module aims to introduce students of dentistry to a range human relations issues and challenges they will encounter as practicing dentists as well as create an understanding of how they can best be tackled.