Management MSc

Queen Mary University of London

The dissertation forms an important part of the assessment of the MSc Management Programme, carrying a weighting of four modules (60 credits), i.e., one third of the entire Programme. The dissertation requires a demonstration of ability to carry out an original investigation into an area of interest. As such, the process should reflect skills of formulating research questions, synthesising and analysing data, drawing insights and conclusions, and written communication.

This module integrates the theory and practice of innovation and entrepreneurship. The module draws together the learning from several functional areas that students will have already covered in the past marketing, strategy, finance, law etc. and place these within the larger context of innovation and entrepreneurship. While we will discuss many tools, models, and frameworks that can assist innovation and entrepreneurship processes, a core focus within the course is to critically analyse and apply these ideas.

The module provides insights into how accounting is embedded in a socio-economic context and how accounting is shaped by this context. Key concepts and methods of accounting are discussed by focusing on the reporting of the financial position and financial performance of business organisations, the analysis of the financial statements produced by business organisations and the use of accounting information by management for planning, decision making and control purposes.

This module provides an outlook on marketing as a sub-discipline of management studies. It offers students (MSc in Management and Management and Organisational Innovation) a theoretical foundation of marketing concepts (e.g., consumer behaviour, pricing, product management, branding) and different ways that these concepts can be integrated within the broader field of management. Special emphasis is given to understanding practical implications of marketing and consumer behaviour theories.

This module will provide an in-depth understanding of the broad range of theory, research, and practice in organisational behaviour for the adoption of appropriate policies and leadership styles. This will include understanding individual differences, motivational factors, and group dynamics which can mediate the functioning of an organisation. The module will analyse a range of case studies to illuminate the different work patterns, practices and behaviours both at individual, group and organisational levels.

Research Methods introduces you to the main approaches and strategies in research methods so that you develop a strong understanding of how social scientists search for and test out evidence in their disciplines. In this way it will help you to develop a critical approach to questions of evidence during your studies and specifically prepare you to work on your dissertation. The lectures will cover issues of research design, searching and reviewing the literatures on topics, and the requirements for research at this level. You will also be given guidance on how to devise research proposals and write dissertations.

This qualitative module introduces students to distinctive features of risk and crisis management. Concepts of probability, severity, uncertainty, anticipation, resilience, robustness and bias are explored. We examine varieties of biased risk perception among managers and regulators, assumptions underpinning assessment, mitigation and prevention of and risk. We concentrate on operational risk, external shocks, risk to customers and clients, and political risks. Regulatory requirements for corporate risk management are examined. Finally, we consider decision-making, public relations and regulatory relations during corporate crises.

BUSM086 explores theoretical approaches explaining what markets managers choose to compete within, why and how. `Traditional competitive positioning, resource-based views are critically evaluated for their appropriateness in an increasingly networked, globalised, digitised and fluid environment. Contemporary approaches to strategic management, such as the importance of strategy process, business ecosystems, behavioural approaches and time/timing are analysed. From a variety of organisational contexts, we assess the extent to which firm strategy models may be applied to public sector/voluntary/entrepreneurial types of organisations and firms.