This course will explore sociological and psychological perspectives on management. It will also introduce students to basic aspects of planning and strategic decision-making. Students will examine organisational structure and processes. Topics explored will include organisation structure and design; organisation culture; the nature and functioning of small groups in organisations; and organisation development and change. In the area of planning, special attention will be paid to the planning process and the importance of strategic planning in the formulation and attainment of organisational goals. Students will also explore the implications of individual differences for effective management of organisations. The particular aspects of individual differences explored may include perception; motivation; attitudes and attitude change; leadership; the exercise of power and influence in organisations; and the role of values in the discharge of the social responsibilities of management.

We live in an increasingly changing world with constant upheavals caused by rapid technological changes, globalisation and changing employee values. It is in this context that leaders must enact effective behaviour in order to bring out the best in their followers and enhance organisational effectiveness. Organisational effectiveness is no longer driven alone by the availability of capital and machines. Increasingly, managers are beginning to realise that they need to harness the creative energies of the people that they work with.

This course is premised upon the philosophy that leadership plays a critical role in organisational success, and that effective leadership is able to bring out the best in every member of an organisation in the context of constant change in the external environment.

In a competitive environment, entrepreneurship is an essential and indispensable element in the success of every business organization – whether small or large, new or long-established. This course focuses on entrepreneurship, the processes involved in creating and exploiting new, innovative resource combinations and opportunities. The emphasis of innovation is made explicit in the course title. This course focuses on two primary objectives. First, understand how one can enhance and increase innovativeness in any context. The second objective is to provide students with an opportunity for “hands-on” knowledge on starting an entrepreneurial firm.

This course aims to deepen your understanding of the nature of organisational change, increase your knowledge of the theoretical frameworks that can be used to think about and analyse change, and build your ability to apply those frameworks; provide some insights into understanding of the processes of organisational change; and sharpen your skills for leading, managing and implementing organisational change.

The course draws from the experiential workshops on Negotiation conducted at the Programme on Negotiation at Harvard Law School and Mediation programmes by LEADR in Australia, and also the work on “difficult conversations” by the Harvard Negotiations Project. The theory of negotiation and conflict resolution will be introduced through short lectures, discussions, and papers. Participants are then expected to apply and demonstrate the acquired knowledge through practice negotiations, mediations, and one-on-one difficult conversations.

This module discusses basic theories, concepts, practices, and current issues in the management of human capital in organisations. Topics include attracting, retaining, motivating, and rewarding human capital. It will also discuss the impact of globalisation of human capital, global flow and cross-cultural management of human capital.

This module will introduce students to selected topics of interest in furthering their understanding of research in organisational behaviour. These topics will enable students to deepen their understanding of research on organisations. Some topics that can be offered under this module are – Performance Management, Managerial decision-making. The topics offered in a particular semester will depend on the needs of the student as well as the availability of the faculty teaching these different courses.

This course will provide a broad overview of managerial decision-making from both a descriptive perspective as well as a prescriptive perspective. The topics that will be discussed will be decision making under uncertainty, overconfidence, mental accounting, decision making across time horizons, investor behaviour, organisational competition, bargaining and negotiations.

This module will introduce students to selected topics of interest in furthering their understanding of organisations. These topics will enable students to prepare themselves for their managerial careers in their future working lives. Some topics that may be offered under this module are – Managing change processes, consultancy to management, high growth entrepreneurship and negotiations & mediation. The topics offered in a particular semester will depend on the needs of the student as well as the availability of the faculty teaching these different courses.

This module gives an introduction to consulting and will focus on giving students an overview of the Consulting business and landscape, the history of the business, first few consulting engagements, growth of consulting and its present place in the business eco system. It will also give students an overview of the different kinds of Consulting Work encompassing Profitability Improvement, Market Entry, and Operational Efficiency etc. Students will also learn the Financials of Consulting Firms and how they make money. Concepts around Utilisation Rates, Billing Rates, Project Fees, Project Recovery etc. will be shared. Students will be exposed to the nuances of consulting with clients and skills used: Probing, Data Gathering, Data Analysis, Presentation of Recommendations, careers in consulting and how growth happens in Consulting Firms.

This course focuses on the attraction, acquisition, and retention of talent in organisations. In particular, the module will focus on the alignment of the talent management process with business strategy, with culture, and with people. It will focus on global sourcing, employer and employee branding, retention, and succession planning. In addition, the module will touch upon conflict resolution issues faced by HR leaders and business leaders. The module also covers the negotiation problems that managers may face in decision-making processes; for example, the hiring negotiation, the promotion negotiation, the firing decision, and HR-relevant cross-cultural negotiation issues.

This is a hands-on course in which exercises, cases give answers to the following questions: What skills are needed by global business leaders? What is required to do cross-border business? What essential strengths and weaknesses do you have as a cross-cultural leader and how can you maximise your potential for MBA students (3-day weekend course).

This module aims to introduce participants to the strategic link of human effectiveness to corporate competitiveness; and their understanding of the human implications of business changes and restructuring. Competitive organisations target at both short-term results and long-term business sustainability. They believe in adding value to key stakeholders; and they often host a management system with flexible flow and optimal utilisation of resources. Purpose-driven leaders will respond to market dynamics with a long-term vision, and they reinforce positive mindset and staff initiatives. Employees should be meaningfully engaged and their well-being properly addressed to build personal and corporate resilience.

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.

This module introduces the participants to the dynamics of a changing global context involving multiple stakeholders, and the importance of mapping corporate vision to social purpose. Purpose-driven organisations carry meaningful and long-term visions that sustain business and contribute to the common good. They uphold higher morals and treasure relationships with global stakeholders that often solicit trust and enhance competitiveness. Responsible leaders can pull the commitment of multiple stakeholders to build social capital. They reinforce positive mind-set and encourage staff initiatives. Employees are meaningfully engaged and their well-being properly addressed to build personal and corporate resilience.

Whether, how, and to what degree businesses use social considerations to inform their goals, strategies, behaviours, and profits is contestable in Asia and globally. This course critically examines a host of issues related to these questions including corporate charitable giving, product development, market placement, pricing strategies, labour relations, strategic and venture philanthropy, public policy, advocacy, environmental sustainability, investing, and sponsorships. Students will critically evaluate the ways in which national and multinational corporations affect large scale changes in Asian societies via their practices, associated trade-offs, and ways in which social conscience is manifested or notably absent.

This module aims to expose students to the challenging paths undertaken by selected Asian multinationals in their journey of globalisation. The course will analyse the contextual and corporate factors that drive an overseas venturing of some pioneer Asian multinationals, which include leading corporations from Japan, South Korea, and Taiwan. Critical factors that shape their business success or failure in the global scene will be discussed. 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 drastic changes in the domestic and global business contexts have shaped the internationalisation strategies of the emerging Asian MNCs.

Asia occupies a special place in the world economy. Some of the biggest economies are found in Asia. For instance, Japan, China, India and South Korea. Culturally, Asia is very different from Europe or the USA or Middle East. The famous GLOBE studies have clearly shown this to be true and how those differences impact leadership effectiveness not just between Asia and the rest of the world, but also within countries in Asia. Given the fact that many of our MBA graduates may end up working in Asia, it will be very useful for them to understand difference between Asia and the rest of the world, and differences between countries in Asia. This module aims to look at core concepts of leadership from a cross cultural perspective, with a heavy emphasis on leadership in Asia. We will examine the difference between leadership and management, the cultural context of leadership, personal attributes of the leader using the Big Five Personality Profiling, the many ways that leaders can exercise influence over his/her subordinates. We then examine the several major leadership models such as transformational leadership, servant leadership, authentic leadership, change leadership and see how a leadership practitioner needs to adapt these approaches in order to be effective in different parts of Asia.

Businesses emerged in response to social needs. In recent years, business solutions to social problems, especially those faced by the poor, have emerged. In this module, we review current and future social challenges such as poverty education, health and environment. We survey the range of business models for social good and evaluate each model for impact, sustainability and innovation. Students are challenged to create their own solutions to address a specific problem.