Search results: 3642
MBB7059M-2024-25-T1-H MBB7059M | Dynamic Perspectives on Sustainable Business | 2024-25 T1 (Group H)
- Enrolled students: There are no students enrolled in this course.
MBB7059M-2025-26-SEM1-LDN MBB7059M | Dynamic Perspectives on Sustainable Business | 2025-26 SEM1 (Group LDN)
- Enrolled students: 599
MBB7059M-SepJan2023/24-T1-LDN SepJan2023/24 | MBB7059M | Dynamic Perspectives on Sustainable Business | T1 (Group LDN)
- Enrolled students: 578
MBB7059M–SepJan2024/25–T1–LDN SepJan2024/25 | MBB7059M | Dynamic Perspectives on Sustainable Business | T1 (Group LDN)
- Enrolled students: 602
MBB7060M-2022-23-T1-LDN MBB7060M | Leading Innovation and Cultural Change | 2022-23 T1 (Group LDN)
“Innovation is perhaps the most essential and perhaps, the most fragile, competency that a company can have” (Peter Druker). Businesses that fail to innovate, invariably and inevitably, fail. Innovation is a great driver of change and as such, it must a core competency of any great organisation and prevalent to the culture of the organisation and its leadership.
Apple, L’Oréal, Microsoft, Starbucks, Tesla, Amazon, Tencent occupy different industries and present different values to their markets, investors, and customers. Yet these companies all share two characteristics: (1) the ability to innovate, and (2) the ability to change, and the reason that they are on the Forbes’ 2022 list of the world’s most innovative companies https://www.forbes.com/special-features/innovative-companies-list.html
MBB7060M is a course about how firms go about creating, managing, implementing and leading innovation and change. In this course, we take a broad perspective of innovation and how to best organize and operationalise innovation to achieve strategic and monetary advances. We will discuss a spectrum of innovation and change concepts and factors for successful change management.
Specifically, we will aim to ask and address some of the imperative questions related to innovation, such as:
(1) What is creativity and innovation?
(2) How is innovation best created and achieved in a company?
(3) Under what conditions should innovation be attempted?
(4) Why do so many innovation projects fail?
(5) How do co-opetition and collaboration affect innovation?
(6) What are the sources of innovation?
(7) How do organisations create and sustain innovative teams?
(8) How is innovation best measured?
(9) What types of organizational structures are best aligned with high-performance innovation?
(10) How do emergent, incremental, continuous, disruptive, and destructive innovation differ?
- Enrolled students: 207
MBB7060M-SepJan2023/24-T1-LDN SepJan2023/24 | MBB7060M | Leading Innovation and Cultural Change | T1 (Group LDN)
“Innovation is perhaps the most essential and perhaps, the most fragile, competency that a company can have” (Peter Druker). Businesses that fail to innovate, invariably and inevitably, fail. Innovation is a great driver of change and as such, it must a core competency of any great organisation and prevalent to the culture of the organisation and its leadership.
Apple, L’Oréal, Microsoft, Starbucks, Tesla, Amazon, Tencent occupy different industries and present different values to their markets, investors, and customers. Yet these companies all share two characteristics: (1) the ability to innovate, and (2) the ability to change, and the reason that they are on the Forbes’ 2022 list of the world’s most innovative companies https://www.forbes.com/special-features/innovative-companies-list.html
MBB7060M is a course about how firms go about creating, managing, implementing and leading innovation and change. In this course, we take a broad perspective of innovation and how to best organize and operationalise innovation to achieve strategic and monetary advances. We will discuss a spectrum of innovation and change concepts and factors for successful change management.
Specifically, we will aim to ask and address some of the imperative questions related to innovation, such as:
(1) What is creativity and innovation?
(2) How is innovation best created and achieved in a company?
(3) Under what conditions should innovation be attempted?
(4) Why do so many innovation projects fail?
(5) How do co-opetition and collaboration affect innovation?
(6) What are the sources of innovation?
(7) How do organisations create and sustain innovative teams?
(8) How is innovation best measured?
(9) What types of organizational structures are best aligned with high-performance innovation?
(10) How do emergent, incremental, continuous, disruptive, and destructive innovation differ?
- Enrolled students: 579
MBH7002M-2020-21-T1-A MBH7002M | Managing Employee Performance and Reward in a Competitive Environment | 2020-21 T1 (Group A)
Module Title: Managing Employee Performance and Reward in a Competitive Environment
This module investigates the impact of performance management not only in contributing and improving individual, team and organisational performance, but also argues that performance management supports key human resource activities of human capital management, enhancing levels of engagement, talent management, learning and reward. In addition, the module critically examines how the use of reward processes improve organisational, team and individual performance. The central theme of this module is that Reward Management delivers performance and enables the organisation to attract talented workforce.
After completing this module students should be able to:
- Critically deconstruct the key concepts, theories and literature around: reward systems, strategies, policies, factors affecting reward, performance nature and types of reward which drive organisational value in a competitive environment,
- Critically explore the ethical approach to reward and performance management, base pay, job evaluation, grade and pay structure, equal pay,
- Critically evaluate how organisation reward special groups and utilising employees benefits to enhance organisational and individual engagement.
- Enrolled students: There are no students enrolled in this course.
MBH7009M-2020-21-PCP4-APR MBH7009M | Researching Practice in Training and Development | 2020-21 PCP4 (Group APR)
- Enrolled students: There are no students enrolled in this course.
MBI7001M-2021-22-T1-A MBI7001M | International Trade and Business | 2021-22 T1 (Group A)
Hello
Welcome to 'International Trade & Business'. I look forward to working with you this semester.
Below you can see some information about the module. We first meet together online on Thursday 6th October at 9:30am in DG/016. I look forward seeing you then.
If I can help at all please email me at a.dales@yorksj.ac.uk
Thank you
Dr Alexandra Dales
- Enrolled students: There are no students enrolled in this course.
MBI7001M-2022-23-T1-A MBI7001M | International Trade and Business | 2022-23 (Group A)
Hello my name is Dr Alexandra Dales and I look forward to learning with you this semester.
If you have any questions just email on a.dales@yorksj.ac.uk. My office is room DG/111.
International trade is a ubiquitous feature of contemporary business. It is constantly in the news. It provides strategies for business expansion and success but also poses threats to established businesses and in some cases threats to ways of life. This International Trade & Business module will challenges you to develop both a critical overview and a theoretical grounding in key issues related to international trade. The possible benefits and problems associated with these are critically examined for different stakeholders. The main theoretical perspective is that of economics, but no prior study of economics is assumed.
Overall this module enables you to gain a critical appreciation of important international forces affecting businesses, governments and individuals.
Key Learning Outcomes
1. Understand the pattern of international trade and its role in contemporary business
2. Critically review and evaluate a range of models and theories that seek to explain why international trade happens as it does, and the consequences of this
3. Apply theoretical understanding gained in this module to real-world contexts so as to demonstrate a critical appreciation of complex circumstances relating to international trade
Key Module Readings:
Dicken P (2015) Global Shift: Mapping the Changing Contours of the World Economy, 7th edition. Sage.
Hill CWL (2019) International Business: Competing in the Global Market Place, 12th edition. McGraw Hill.
Krugman P (2018) International Economics: Theory & Policy, 11th edition. Pearson.
Reinert KA (2012) An Introduction to International Economics: New Perspectives On The World Economy.
Cambridge University Press. [core text]
Torelli P (2013) International Economics: Understanding The Forces Of Globalization For Managers. Business Expert Press.
Module Content Plan:Week Commencing
Topic
26/9/22
Module Introduction & Absolute Advantage
3/10/22
International Trade & Comparative Advantage
10/10/22
Factors Of Production & Patterns Of International Trade
17/10/22
Inter-Industry & Intra-Industry Trade
24/10/22
Tariffs, Trade Barriers
31/10/22
Preferential Trade Agreements
Brexit
7/11/22
Reading Week
17/11/22
Markets
21/11/22
Governments and tradeCase Study: Governmental regulation of transnational retailers and national markets
Essay draft feedback
28/11/22
Final Week – Module overview
Assignment review and 1-2-1 appointments
- Enrolled students: 2