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Timetable and Modules

Michaelmas Term
Hilary Term
Trinity Term
Financial Management Entrepreneurship Dissertation
Management and Organisational Behaviour Strategic Management  
Marketing Management Ethical Business  
Operations Management


Human Resource Management    
Negotiation Theory and Practice    

NB - Timetable and modules are subject to change.

Module Descriptions

Financial Management
Having completed this module, the student should be able to:

  • Identify the key financial objectives which influence organisations in the business environment.
  • Apply investment appraisal techniques to a range of settings, and make appropriate recommendations. Evaluate and cost the various sources of finance, and apply them appropriately to corporate funding scenarios.
  • Assess and select appropriate dividend policies based on financial and strategic analysis.
    Exercise judgement on complex technical areas such as optimal management of working capital.
  • Critique and apply the various methods of asset and company valuation.

Management and Organisational Behaviour
Having completed this module, the student should be able to:

  • Identify skills and tools useful for analysing organizational and people management issues of concern to business and not-for-profit organisations.
  • Apply management and OB knowledge to issues relevant to business organisations and practicing managers.
  • Conduct relevant analyses and communicate conclusions and recommendations in a professional manner.
  • Critically analyse, assess, and deal with the managerial and organisational implications of OB issues at the individual, interpersonal/group, and organisational levels of analysis.

Marketing Management
Having successfully completed this module, the student should be able to: 

  • Demonstrate an ability to creatively apply  and manage marketing knowledge to customer needs and plan for the long-term profitability of an organisation.
  • Define, understand and critically evaluate key marketing concepts and philosophies within a marketing plan framework.
  • Appreciate the influence of key environmental forces on marketing activities in the 21st century including digitalisation and globalisation.
  • Identify and apply practical marketing strategies to the realities of the business environment.
  • Demonstrate an understanding of the different approaches to market research with a digital orientation.
  • Divide the market into distinct segments and identify and select, optimum target market(s)for companies.
  • Select a positioning and differentiation strategy and design a positioning map for a company.
  • Understand, identify and select the optimum elements from the range of marketing mix activities.
  • On completion of this module the student should be able to design, develop and suggest implementation of a marketing plan for a company.

Operations Management
This module is concerned with the process of creating and delivering products and services and aims to introduce students to the core theories, concepts, models, tools and techniques associated with operations management. The module also aims to examine the linkages between operations management and the other business functions (represented by the other modules on the MSc programme).

Having successfully completed this module, the student should be able to:

  • Understand the central role of operations and its strategic contribution to value creation and organisation success.
  • Select and apply appropriate theories, concepts, models, tools and techniques to improve the operations function.
  • Appreciate the application of the course material in both services and manufacturing contexts.
  • Appreciate the role of trade-offs in operations management and understand that cost reduction and value addition are often not mutually exclusive.

Human Resource Management
This module aims to facilitate students in developing their ability to:

  • Critically evaluate the role and responsibilities of the HR function in organisations and the context within-which HR professionals operate.
  • Critically evaluate the use of HR practices (e.g. recruitment, selection, training, performance management and reward) in specific organisations  in terms of: (1) their alignment with the organisation’s strategy and context, and (2) their contribution to organisational performance.
  • Prepare and present a consultancy report which analyses a specific HR-related challenge within their chosen organisation and provides evidence-based recommendations for managers.
  • Search for and identify reliable, appropriate and high quality HR research, and evaluate its relevance to real-world HR practice and cases.

Negotiation Theory
Having successfully completed this module, the student should be able to:

  • Recognise, define and describe different types of negotiation.
  • Identify and describe core negotiation elements and common negotiation tactics .
  • Analyse and evaluate negotiation processes and outcomes, and formulate and communicate actionable improvement approaches.
  • Identify intra-personal, inter-personal and contextual factors that can contribute and detract from effective negotiations.
  • Execute literature-based research into specific negotiation issues.
  • Comprehensively plan and prepare interpersonal and team-based negotiations.
  • Conduct after-action reviews, negotiation debriefs, and reflective analyses of in-class and real-life negotiations.

Social Entrepreneurship
On successful completion of this module, students will be able to critically evaluate the relevant theory associated with social enterprises and social entrepreneurs in both an international and Irish context. All while investigating key questions such as:

  • What are the big problems that you see in the world? What do you passionately believe needs to change?
  • How effective are social entrepreneurs in solving the effects or the roots of a problem?
  • How important is making a profit when you are a non-profit?
  • Is it ever right for a social entrepreneur to bend the rules, when it’s for the greater good?
  • As social enterprises become more commercial, and commercial enterprises awaken to their social responsibilities, are we seeing a blurring of the boundaries? In 10 years will ‘social entrepreneurship’ even be relevant?

Research Methods
On successful completion of this module, students must be able to conduct and present group and independent research to their professional (academic and industry) peers. Specifically, students will be able to:

  • Define, introduce and outline a Research Question, contextualise the topic in its wider research area, demonstrate the motivation for the research and indicate to whom it is relevant. In summary, the student will be able to make clear the what, how, why and whom of the research.
  • Demonstrate an ability to identify and critically review the relevant academic literature relating to the Research Question topic using the techniques and tools learned in the course. A chronological summary of the literature is not sufficient.
  • Explain the theory surrounding the Research Question and the Research Model and / or hypothesis(es) being explored.
  • Describe the methodology being applied (including data collection and analysis) and justify that it is appropriate to the Research Question.
  • Present arguments in a coherent manner written in a clear style with conclusions that flow logically from the analysis.

Having completed this module, the student should be able to:

  • Describe key debates or challenging issues in the field of entrepreneurship.
  • Argue positions and draw conclusions on key entrepreneurship-related debates or issues based on an analysis of information collated.
  • Apply certain tools and techniques to generate and begin to develop a new business idea.
  • Conduct research of a primary and secondary nature to begin to develop a new business idea.
  • Evaluate a business idea based on research conducted.

Strategic Management
Having successfully completed this module, students should be able to:

  • Articulate the role of strategy in the modern organisation.
  • Explain the content of strategic decisions, the process of strategic management and the wider context in which they occur.
  • Make accurate use of the frameworks and models covered in the course, applying them to a wide range of business situations.
  • Incorporate learning from other subject areas into the strategy paradigm.
  • Demonstrate how strategic priorities vary across levels and settings.
  • Display an awareness of the business - society relationship and the implications for the strategic manager.

Ethical Business
Having successfully completed this module, the student should be able to:

  • Understand the current debates concerning the purpose of the business, ethics in business, and the social and environmental impact of businesses, and form an opinion about these debates. 
  • Be conversant with four major aspects related to ethics in business, namely stakeholder orientation, corporate governance, CSR, and sustainable development.
  • Learn to analyse complex business situations and be conscientious of the underlying ethical dilemmas facing businesses and individuals.
  • Analyze the range of stakeholders in relation to the functioning of business, identify their various interests and concerns; and understand the complexity involved in top management decision making.
  • Understand how businesses approach their social responsibilities and learn to design CSR/sustainability programs while evaluating their potentials and limits.

Applied Marketing Strategy
Having successfully completed this module, the student should be able to:

  • Describe the strategy/marketing planning process.
  • Develop a team plan of action.
  • Conduct a strategic analysis of product and market data.
  • Interpret market/product analysis and propose actions.
  • Evaluate the effectiveness of team activities and recommend adjustments.
  • Construct a strategic marketing plan across multiple cycles.
  • Recognise time, resource, and knowledge constraints that affect strategic planning.
  • Assess the impact of team dynamics on performance.

Strategy and Information Systems
Having successfully completed this module, the student should be able to:

  • Understand the core dimensions of planning and implementing IS strategies.
  • Identify how IS strategy may be aligned with organisational strategy and used as a basis for competitive advantage.
  • Demonstrate a multi-level viewpoint on IS strategy across macro, meso, and micro levels.
  • Articulate the role of various practitioners/practitioner groups from internal and external to the organisation during the practice of IS strategizing.
  • View IS strategy in a holistic manner comprised of inter-related bundles of practices.
  • Display an understanding of the role of the social dimension during IS strategizing.

Leading Change in a Complex World
Having successfully completed this module, the student should be able to:

  • Extrapolate the key components of leading change in an organisational setting.
  • Critically evaluate the essential context-specific features in leading organisational change.
  • Employ relevant tools and frameworks to support decision making concerning design, implementation and transition choices.
  • Clinically develop an understanding for the practice of leadership in organisational change.
  • Foster a strong awareness of the challenges associated with integrating diverse populations within organisations.
  • Discriminate between strategic approaches to create positive change resulting in more effective, adaptable organisations.
  • Demonstrate disciplined ability to diagnose the various stages of the change process.

Psychology of Management
On successful completion of this module, students will be able to:

  • Define psychology and explain its role in the context of optimal human functioning at work.
  • Critically analyze the literature relating to the psychology of optimal functioning at work.
  • Demonstrate an understanding of employees’ mindsets and behaviours, as well as list ways in which to change them.
  • Apply evidence-based and evidence-informed psychological tools to boost work team’s psychological capital, motivation, performance, ethical business and well-being at work.
  • Describe various techniques for developing positive and ethical leadership. 
  • Present methods they can apply to move employees from good to optimal functioning at work.

A piece of primary research is the capstone of your MSc experience. Students in recent years have undertaken diverse specialist projects; from cinema and marketing management, fashion and supply chain, and engineering and strategy.  Importantly, you are assigned an experienced member or faculty who will personally mentor you and help you tailor and complete your research. This project allows you to showcase what you have learnt in management throughout the year and leverage the project to assist you to the next stage of your career. The goal is to reflect on the career that you want to have, and then to craft a piece of research that interests you. 


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