The main aim of this module is to provide students with a critical understanding of the ethical dilemmas that are associated with business and management. It will examine the various ways in which we make sense and speak about ethics, how questions of right and wrong occur and what responses they elicit. In simpler terms, if we describe ethics as being about sorting out right from wrong, our interest is on what constitutes ethical conduct, and on who the appropriate agent of this conduct might be. A critical understanding means that this module does not aim at providing answers or tools that would solve the various problems of ethics or that would guarantee the ethical behaviour of managers.

This module focuses on the international relations of one of the most influential actors in world politics: China. The course explores the key question of when and how China’s actions conform with – and diverge from – various international relations (IR) theories. This offers students a twofold payoff. Students gain a broad understanding of how China’s foreign policies are made, its relations with its neighbours in East Asia, with international organizations, and with other global powers including Britain. At the same time, students gain a deeper, more concrete understanding of the uses and limitations of IR theory in explaining global politics.

Building upon Entrepreneurial Learning theories, this course prepares you to understand the core dimensions of an entrepreneurial mindset and guides you to find and assess opportunities, seek answers, gather resources and implement solutions regardless of your specific context or institutional constraints.

This module develops an understanding of the different issues underlying business creation and development. It familiarises you with current theory and research and enables you to understand the processes of enterprise creation and development and the behaviours, motivations and business strategies of entrepreneurs – considering also how these affect the types and performance of the new ventures created.

The module also examines the primary issues associated with entrepreneurial activity in franchise systems, in mature organisations and larger corporations, and in not-for-profit contexts. Frequent use is made of illustrative case histories, and several visiting speakers will share the reality of their entrepreneurial experience with you.

This course introduces students to the politics surrounding a key challenge of our time: climate change and environmental collapse. We will consider the how environmental concerns are reflected and framed in political debate and behaviour, as well as the unequal distribution of the effects of climate change and how domestic and international institutions have responded to the crisis. The module will consider both current and future environmental issues, as well as the policy making in this area.

Human Resource Development (HRD) is a dynamic and evolving area that is part of Human Resource Management (HRM). This module follows on from the Human Resource Management module and assumes the centrality of the self in managerial discourses. Where HRM focuses on a wide range of processes that deal with the needs and activities of people in an organisation, within those processes HRD in the new economy is concerned with the theory and practice related to training, learning and development for both the benefit of individuals and the organisation. In 1989 McLagan proposed that HRD comprises of three main areas: Training and Development; Organisational Development and Career Development.

This module will take McLagan's three themes and offer a contemporary look at the tensions that occur when human resources (people) are exhorted through particular managerial discourses.

Human Resource Management is that part of management that happens to everyone, all the time. Nobody can escape HRM. We are all human resources and, therefore, it should not be a surprise that HRM has become very much a reflection of us – we find in HRM our own conceptions of ourselves, of work and of life in the 21st Century. The aim of this module is to understand how HRM is done and why we manage people in the ways we do.

The module introduces and analyses HRM as a complex part of management today in all organisations. OWT.223 examines aspects of employability, of performativity, performance management and of work motivations as key ingredients for the management of people in contemporary corporations, large or small, private or public. For you and your employability, it will be essential to understand what is going on in HRM and how this is done. You will have to be able to grasp the fundamental question of work: what is worth doing in the context of contemporary work? What is asked of you, and how do you have answer in return?

Also, it is essential to remember that every manager is always a human resource manager: they have to know how to recruit, how to communicate decisions and how to understand people and their motivation to work, how to think about individuals and teams, and about all the psychological and social aspects of work. No effective and respectable manager or executive can be a poor manager of people.

The module will introduce students to International Political Economy (IPE): the study of the interaction of economics and politics at the international level. It aims to discuss the political economy of the evolution of world capitalist by focusing on central questions, issues, and events that have shaped it. It examines the relevance and validity of different and competing approaches in the IPE, including, classical and neoclassical economics, historical materialism, critical approaches. We also examine key issues and concepts, such as globalisation, international trade, gender and race in global production, role of multinational corporations, and unevenness between and within countries.

The aim of this course is look at the main political and economic trends and security concerns of the Asia Pacific. The term, ‘Asia Pacific’ is a contested term but here it refers primarily to countries from both South Asia and East Asia. The course will introduce students to issues/debates in Asian politics and cover topics like Asian nationalism, Asian democracy, Asian regionalism, Asian bureaucracy and governance, gender and sexuality in Asia, Asian values and Asian security. The course takes a strong case studies approach and every lecture will be backed by a single case study from the region.

The module explores the main theoretical foundations to International Relations, including realism, liberalism, constructivism and critical IR (Marxism, Feminism, Postcolonialism). It explores the development of International Relations (IR) theory in the 20th and 21st centuries and examine it in the light of major historical developments and contemporary events. The module aims at providing the students with the necessary skills and background knowledge to engage critically with the world that we live in. To do so, the module pays special attention to the unequal power relations and Western dominance in the study of IR and politics, and to how they have become embedded into our institutions, theories and methods. The module will also introduce students to theories and debates in human and environmental sustainability.

This module considers a range of issues currently being debated by political philosophers and political theorists. Specific topics may change slightly, but the current plan is cover the following, with attention to questions of freedom and justice throughout:

• Business corporations and employment
• Racism and sexism
• Democracy
• Climate politics
• Structural injustice and sweatshop labour
• Public health and state interventions

This module examines several of the transformations that have arisen in contemporary organisations as a result of the introduction and use of information systems. In order to consider how information systems have been implicated in these transformations, this course will focus on three themes:

• Knowledge Management and Information Communication Technologies (ICTs)
• Informational devices and their mobilities
• The ethical dimensions of managing information and information systems

Each of these themes have been important in the study of the role of information systems within organisations. For each theme, one or more cases and/or readings will be introduced and discussed in detail over the course of ten two-hour interactive lectures. This will enable students to (1) familiarise themselves with key historical and contemporary developments, (2) to explore the challenges that the introduction of different forms of information systems may pose, and (3) to consider the scope for management action in response to these challenges. Students are required to produce an assessed group presentation and to sit an exam in the summer. The aim of both the lectures and these forms of assessment is to enable students to develop techniques, methods of analysis and research expertise relating to the place of information systems in contemporary organisations. By the end of the course, students should have enhanced their understanding of relevant theoretical and practical issues that arise, as well as having developed their critical and analytical skills.

This module forms a self-contained introduction to marketing. It examines components of the marketing system, concepts of buying behaviour, analysis of market opportunities, market segmentation, the marketing mix and marketing strategy. Consideration is also given to a number of special topics, including services marketing, retailing and international marketing. It aims to develop your appreciation and understanding of the conceptual and descriptive language of marketing and how it is used within a business and management context.

This module provides you with the opportunity to further develop your knowledge of marketing management and its conceptual frameworks and techniques as well as to apply and adapt your knowledge of these frameworks to a diverse range of marketing management contexts. Going to market will be examined in terms of business buyer behaviour, consumer buyer behaviour, brands and brand management, channel selection and management, and international markets.

This course is concerned with major theories in social psychology and related social sciences that have guided the organisation and design of work.

In this module students should develop an understanding of the importance of the role of psychology in the development of people management techniques and practices. They will also develop an understanding of the historical development of psychology, with specific reference to the relevance of psychological expertise to the effective management of organisations.

In the few years that have passed, the Middle East has experienced momentous changes. Most notable of these changes are the so-called ‘‘Arab Spring’’ uprisings, which started in late 2010, and the following consequences of these uprisings on the international relations of the region. Topics include the early emergence of Arab states, origins and sustainability of authoritarian regimes, state types and personality cult, masculinity and constructions of identity and belonging, women’s movements, social mobilization and the Arab uprisings. The course offers students from a variety of backgrounds the opportunity to engage with the most important themes in the study of the politics of the Middle East and to locate and contextualise them within wider debates and scholarship of international politics.

This course explores British politics by focusing on the role of its central figure – the Prime Minister. Judging by media coverage, it would seem that the Prime Minister dominates the decision-making process, dwarfing other institutions such as the Cabinet, Parliament and the judiciary. But does this impression reflect reality? Does Britain really have a system of ‘Prime Ministerial’ – or, as some commentators have claimed – even ‘Presidential’ government? The course attempts to answer these crucial questions through case-studies of recent Prime Ministers and an examination of the sources of Prime Ministerial power, such as the ability to appoint ministers, to influence public opinion and to shape Britain’s foreign policy.

The goal of this course is to introduce students to the key concepts of public policy both in theory and practice. The course is designed to give students a rich understanding of the actors, mechanisms and processes that underpin public policymaking, as well as a comprehensive overview of different public policies. The module will enable students to identify how and why public policy is made, the actors and factors that explain policy outputs and policy failures, and to be able to assess the explanatory power of different theories that seek to explain differences in policy outputs. Students will be able to assess policy outcomes associated with different policies and policymaking regimes. In addition, students will gain an understanding of a range of public policies as well a comprehensive understanding of a specific public policy arena, including the debates surrounding such policy, through their policy briefing assessment. The course will touch on a number of questions and themes related to public policy, including why does policy change? Who makes public policy? How can we explain differences in policy outputs? What explains the gap between policy outputs and outcomes (or policy failure)?

In this module we look at the changing role and position of management and managers in organisations and society. Much of modern analysis of management emphasises a change in forms of management control from traditional authority through vertical hierarchical forms to ones which are more horizontal and look to incorporate employees into the organisation and its goals in ever closer ways. This happens for example through attempts to align employees identities, emotions and interests with commitment to the organisation: the much discussed capturing of hearts and minds. Another aspect of this is the manipulation of meaning in order to facilitate this identification of employee and organisation, usually discussed as the corporate culture movement. Together these can be taken as two significant aspects of modern management the management of meaning and the management of identity - which feature little in traditional management texts that emphasise management as the co-ordination of tasks and the control and deployment of resources.

However, it is important to see management and managers within the light of organisation analysis. Managers are not the autonomous agents they are often portrayed, first because they are also employees themselves (albeit in the position of formally representing the interests of capital), and second, they are also subject to organisational structures, cultures and power relations. Perhaps especially in the light of managerial control designed around commitment, integration and identification with the organisation, managers are tied in by the very control strategies that they themselves are promoting. However, as we shall see, there are also important tensions between the changing context of management and these forms of control which can lead to unintended consequences such as impression management and various forms of resistance.

Thus this module focuses on how management is a social process, and what this means for the lived experience of doing management. In exploring this we look at topics which are relevant for the day-to-day experience of managers, although rarely are these addressed in conventional management textbooks: issues such as humour, diversity, impression management and emotional management.

This course serves as an introduction to the government of the United States and its historical foundations, ideologies, institutions, and political processes. Students will develop a detailed understanding of how the American government works, its development, and its challenges. The course will examine the founding ideologies of the United States, how the United States developed from a small colony into a global superpower, the three branches of the federal government, state governments, the influence of parties and interest groups, and the United States’ contemporary challenges. The course encourages students to think critically about the underlying assumptions about American politics.

Race has played a central role in shaping the political agendas of many nations around the world – and has acted both as a mechanism of political exclusion and as a form of politicised identity. In this module, we critically examine the notion of race, and its connection to other identities like gender, ethnicity and class. We examine the role race has played, and continues to play, in the determination of domestic policies and in the relations between states. We look at the way in which race is politicised and de-politicised and consider the nature of various forms of racism in politics and society. Taking a broad narrative arch from “race” to “post-race,” this course pursues three interconnected approaches to the subject: 1.intersectionality in that we analyse not only the multiple and shifting functions of racial classifications, but connect them to other forms of differentiation such as gender, class, sexuality, geography, the environment, and more; 2.interdisciplinarity in that the problem of race takes us directly to historical and ongoing processes of defining the human being and, as such, if we are to take race and its politics seriously, we need approaches from philosophical, historical, sociological, international relations literatures; and 3.the topics of each week together constitute an extensive toolkit of lenses through which to think about race, racism and the contexts of slavery, colonialism, exploitation, rebellion, expression, resistance and much more.

The underlying aim of this module is to show you that management and business are not merely a collection of techniques from several disciplines, but rather have a coherent cultural core which corresponds to a generalised, globalised system of values that have to be grasped and understood if management and business are to make sense at all. Therefore, we will seek to show how management and business are part of the broader cultural and historical nature of contemporary global society.

We hope you will understand that, as part of society and culture, both management and business carry within them the signs of all the major tensions, problems and crises that face us today in the world economy, in our relationship with the Earth and the natural environment, and in our relationships with each other as humanity. The module is designed to help you recognise management’s central place in this essential ‘system of crises’ and to understand that such crises are problems for managers with possibly far-reaching social and organisational implications, rather than incidental external matters that have no bearing on your future professional lives.

This course provides a historical and thematic introduction to the issues facing Africa in the international system today. The course is divided into two sections. The first section explores the historical incorporation of the continent into the emerging international system centred on Europe from the sixteenth to the twentieth century. It focuses on the impact of colonialism and independence in terms of the economy, the state and the politics of race and the implications these have for the region’s prospects for democracy and development today. The second section looks at key contemporary issues and agents shaping the continent. The latter includes ‘top-down’ actors such as the Chinese state, as well as grassroots actors such as unionised South African workers.

This course presents a detailed analysis of the major developments in British foreign policy since 1945. It explains these developments within a global context, offering rival interpretations of Britain’s changing role and status – issues whose importance has been underlined by the debates surrounding the 2016 ‘Brexit’ referendum. The major themes include: the consequences of Britain’s participation in the Second World War; the retreat from Empire after 1945; the ‘special relationship’ with the United States; and the prolonged attempt to redefine Britain’s global role in the context of perceived economic and geopolitical decline.

This module examines several of the gender and diversity issues that contemporary organisations face due to the complex nature of management. In order to consider how gender and diversity have been implicated in the transformations of contemporary organisations, this course will focus on understanding diversity, performativity and normativity, race and intersectionality and posthumanism. Case studies and readings will be introduced and discussed in detail over the course. This will enable students to:

1. familiarise themselves with key historical and contemporary developments,
2. explore the challenges to achieve effective inclusion and diverse organisations, and
3. consider the scope for management action in response to these challenges.

The aims of the lectures, workshops, and assessment are to enable you to develop techniques, methods of analysis and research expertise relating to the place of the diversity and inclusion agenda in contemporary organisations.

The module will provide you with an alternative gendered and socio-political insight into the importance of entrepreneur and employee diversity in an increasingly globalised world. The module takes an interactive and practical approach to classroom learning to help you develop skills to explore the impact of gender and diversity on models of business, including the sometimes controversial facts and fictions presented in the media, policy and everyday societal attitudes towards management and entrepreneurship across the world.

The aim of Managing Human Resources is to develop an informed, critical understanding of how the management of Human Resources is undertaken, why and with what effect. What it is not is a prescriptive course providing ‘how to do it’ set of rules and practices. The focus here is on a critical understanding of the employment relationship within the organisational context. Some students are interested in becoming HR practitioners in their future careers and many wish to become a manager of some form. In both cases the course provides a solid foundation to evaluating different approaches to managing human resources and gain a critical understanding of where they would be appropriate.

Initially the course introduces the development and roles of HRM and the ways in which different management styles can be adopted in organisations. The course then examines the nature of the relationship between HRM and performance (including aspects of remuneration). The lectures then present contemporary HRM issues, for example, Equality and Diversity, Flexible working, Careers and Wellbeing.

Economic, social, cultural and political globalization have all contributed to the growth of economic activity that cuts across national borders and to the emergence and proliferation of organizations that transcend national boundaries. Increasingly, organizations are engaged in the employment contract in multiple different national employment systems. The human resources of organizations are located in multiple country locations. Internationalization thereby becomes a key challenge for the practitioners and a dimension that cannot be taken as given or standard for scholars of HRM. In a context of the transformation of a growing number of organizations (and especially the largest ones) into “transnational social spaces”, HRM practices flow across borders. Some strategic scholarship argues that such flows are critical to the success of individual firms, and concentrate their efforts on identifying “best practices” that will yield the greatest leverage to each. Strategic scholarship keen to understand what will work best to increase the efficiency and financial performance of multinational organizations also studies the various “glitches” that might obstruct flows or make the flows of HRM practices everywhere not always desirable.

This module examines the challenges of managing human resources against a backdrop of cross-cultural and institutional work contexts and teams, variation in local socio-political-legal contexts and the necessity for cross-border assignments. The analytical/critical approach to IHRM taken concerns itself with questions of whether employment (and HRM) practices are converging or diverging around the world, how power and politics are implicated in the internal dynamics of multinational corporations, and if the corporate social responsibility pledges for appropriate treatment of workers can possibly suffice to ensure a fair employment relationship in the absence of a transnational regulator, among others.

Organisational change is widely accepted as a defining feature of contemporary life. Most of the topics covered in management courses, for example, structure; technology; people; power; culture; strategy; leadership and learning, to name a few, assume the need for changes of one kind or another. This course of lectures and the associated seminar programme review some key ideas associated with approaches to change. Seminal approaches to the field that can be said to conceptualise change management are introduced and compared, particularly those at the micro - that is the individual and group level.

Material included in the course will help you understand your own and other peoples' reactions to changes. It will help you develop informed opinions about theories of change and will help you to understand how changes might be managed effectively. Expressed more formally, the course will

• introduce you to some key management and social, and behavioural science contributions in the field;

• help you to compare different orientations and to appreciate their relative strengths and weaknesses;

• help you to relate such ideas to actual events in organisations; and,

• help you to understand and evaluate your own approaches to the management of change and to evaluate management practices in this area.

This module introduces theoretical frameworks and empirical evidence of contemporary innovations in markets and an exploration of marketing activities that support them. You will be given time and opportunity to reflect on your learning and to discuss your emergent understanding. You will have the opportunity to explore challenges faced by managers of innovation, as well as comparing potential outcomes of marketing management decisions in real-world scenarios.

The module begins by identifying marketing innovations, followed by exploring the issues of why firms are thought to either typically succeed or fail in business. From here you will be encouraged to explore the changing business environments within which firms must survive.

The module is organised around six themes:

1. Creating Innovations
2. Developing an Innovation Strategy
3. Building the Innovative Organisation
4. Managing the Innovation Process
5. Capturing the Value from Innovations
6. Emerging of the Contemporary Innovations in Markets.

We see how Social Innovation, Innovations for Emerging Markets and Sustainability-led Innovation are emerged and contribute to the global markets.

Technology is widely regarded as an unstoppable engine of change that is driving the advance or progress of the modern world. It would seem that no corner of the planet is left untouched by the transformative power of technology: from computers and telecommunications technology to biotechnology, from genetic engineering to the production of designer drugs to control and reshape human behaviour, the technological (re)ordering of the world would appear to have no limits. Against this background utopian or dystopian depending on your viewpoint OWT.326 aims to explore the (inter)relationship between technology and organisation.

The lectures place a strong emphasis on the examination of accounts and representations, visions of technology, technologically mediated change in organisations and society (including issues of identity, power and surveillance), and the ethical dimensions of technology.

No prior knowledge of technology is assumed.

Culture is, one of the most contentious features of contemporary politics and policy. Whether it be the perception of cultures, religious schism and ethnic conflict, migration, cultural diversity impacts on politics and policy. The aim of this module is to challenge and re-orient assumptions about culture and to provide students with the conceptual and analytical resources to understand and assess the politics of cultural diversity. The module grapples with how cultural identities play out in the politics of policymaking with a particular focus on conceptions of the ‘Other’, calling into question cultural categories which emanated from Western scholarship and legacies of colonialism. Using case studies. this module will comparatively study the politics of cultural diversity across nation-states e.g., UK, Canada, China and India to understand different approaches to cultural diversity in policymaking.

This course examines the changing character of war and security in a time of rapid and disruptive technological and geopolitical change. The course combines analysis of contemporary policy documents with the interdisciplinary insights of intellectuals that have examined how war has changed in the modern age. Students are introduced to a range of concepts that are currently significant in the policy debates about the future of war – concepts such as ambiguous war, the gray zone, the third offset strategy and the three block war. While the course is grounded in broader debates from social and political thought about war and modernity, it explores a range of evolving and inter-related case studies that are central to understanding how war is changing: cybersecurity/artificial intelligence; cities and urban war; drones and the future of robotics; climate change and ecological insecurity. Each year we try to bring a guest lecturer from the Ministry of Defence or the FCO to discuss questions relevant to the course – and to discuss how the course can be relevant to a broad range of careers.

This module aims to equip you for a career in strategic marketing management in various industries, which may include among others fast moving consumer goods and retailing, automotive, consulting services or the luxury sector.

It is essential for students to obtain a solid understanding of various perspectives on strategy and to develop the ability to evaluate, design and implement sustainable and profitable marketing strategy. The module combines a critical academic perspective on strategy research with applied and practicable models and frameworks essential to developing strong marketing plans. The module aims to stimulate the student's thinking around such questions as:

• Why do some products or services succeed and others fail?
• How do you design a profitable and sustainable marketing strategy?
• What are the challenges involved in developing and implementing marketing strategy?
• Is marketing strategy a planning framework or improvised practice?

The key theme of this module is to learn how to negotiate and make sustainable business deals. Strategic negotiations are highly relevant in today’s interconnected business landscape. Companies need to negotiate with multiple stakeholders, such as suppliers, customers, agencies, governments and authorities to be able to access the resources that they need. A strategic deal that companies would need is not a fixed entity but rather the outcome of long and time-consuming negotiations that affect further negotiations.

The module will examine:

1. the strategic challenges that companies face in their markets today,
2. the analytical tools that are needed to make sustainable business deals,
3. the biases and errors in deal-making
4. the various ways by which business deals are manifested, and
5. the managerial implications of strategic negotiations.

The objective of this module is to attempt to develop moral sensibility and practical reasoning in the context of managerial everyday action in organisations. It will be concerned with morality in action, as it happens, rather than a removed reflection on codes and principles of ethics.

The module seeks to show that ethics in action is diffused and difficult. Nevertheless, managers and employees have a responsibility to ‘work it out’ for themselves. It is this ‘how to work it out’ that the module will keep as its focus. A number of case studies will be used as a basis for developing a moral sensibility so that managers will be able to act in a morally appropriate manner as part of their ongoing organisational action.

In this module, we explore how marketing activities are managed in businesses, organisations and markets. Our focus is on three levels- namely, individuals, organisations and market place. Our understandings of marketing management are to a large extent shaped by theories and evidence on consumer behaviour in various markets. With this module, we turn our attention to managers and how they should make sense of and take action towards creating values for consumers and clients, their own businesses and organisations, and society at large. We approach this management question from multiple theoretical perspectives- namely, organisational and institutional theory, behavioural sciences, and marketing. We critically review these perspectives to understand how they construct and study the tasks of judgement and decision-making for marketing managers. We then employ these perspectives to identify and evaluate the opportunities and challenges contemporary marketing managers face within businesses, organisations, markets and society. These relate to technological advances and innovation, globalisation and its discontents, the inclusivity and exclusivity of consumption, marketing ethics, sustainability and climate change.

The module aims to provide students with an in-depth knowledge of the different facets of contemporary Asian conflicts and how international organisations such as the UN, and how Western and Asian governments have attempted to deal with these challenges in recent times. Conceptually, the course will examine the principles of state failure; terrorism, ‘New Wars’, the New Security Agenda, Islamism, nationalism and sub nationalism, international conflict prevention; peace keeping and global governance. Empirically, the course will focus on conflict zones in Afghanistan, Pakistan, Indian Kashmir, the Indian northeast, Chinese Xinjiang and Tibet. Thus, the aim of this module is to provide students with an overview of the security of a region which is now of tremendous global importance.