|Name||Description||Learning Outcomes||Download sample guide|
|Financial Management III||
Mergers and acquisitions valued at hundreds of billions of rand take place in South Africa each year. This module not only develops your understanding of the management of finance, both locally and internationally, but also requires you to demonstrate an applied understanding of concepts and practices.
You will be required to apply working capital management and ratio analysis. First we will refresh your knowledge and skills relating to ratio analysis and business viability. Then we explore a firm’s current liabilities (short-term financing) and the capital structure (long-term financing). We discuss capital structure, examining debt and equity financing and the optimal proportions of each. You will become familiar with the fundamentals of mergers, divestitures, and business failure, and explore the motives for foreign trade.
|Human Resource Management III||
After reviewing the major themes of your first and second year studies we will focus on how to employ the right people for your organisation. We will discuss recruitment, selection and induction processes, investigate methods of ensuring that employees succeed in their positions by exploring training and development interventions, and discuss the concept of human capital, along with understanding job requirements, descriptions, roles, responsibilities and competencies, and cover recruitment and selection in depth.
|Marketing Management III||
Branding features strongly in consumer and industrial markets. We only have to look at our favourite brands to appreciate this – Apple, Google, Coca-Cola, McDonalds, Toyota, Nike, BMW, Walt Disney.
In this course we will tackle strategic brand management in the context of marketing management. We will discuss the concept of brand equity, its implications and approaches to measurement, explore the marketing mix and examine how brands are developed. Then we will focus on building and sustaining brands over time – keeping them relevant and revitalising them when required.
|Project and Operations Management III||
Project management provides many advantages – not the least of which is improving the bottom line. In this course we tackle feasibility studies, consider personal leadership skills, which are necessary for project management, and look at managing stress on a personal and an organisational level. We will also examine change management from a project perspective, and tackle project closure.
|Strategic Management III||
Strategy sets the direction for an organisation. Every organisation that exists was established for a purpose. That purpose is created during strategy formulation. Where an organisation wants to be, what it wants to do, what function it wants to fulfil, are a few examples of the decisions made during the strategic planning process.
Models have been devised as a guide to assist organisations in their practical application of strategy. But each organisation is unique. A strategy that uplifts one organisation may have the opposite effect if applied in another. So models may be revised or adjusted according to the particular organisation’s specifications. We focus on the Exploring Strategy Model, Kotter’s Eight-Step Model and McKinsey’s Seven-S Model. We will walk you through how to evaluate the extent to which these strategies are likely to meet the intended outcomes.