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A basic knowledge of finance is important for executives in all business fields and this course is designed to fill that need. The course encompasses the three major fields of finance, namely corporate finance, investments, and financial institutions within a single unifying conceptual framework. Students are exposed to a broad scope with emphasis on general principles rather than on specific techniques only. It also lays the foundation for more advanced finance courses.
This course is designed to provide managers with the theoretical background, conceptual framework, as well as practical insights to enhance their managerial and leadership skills. Special emphasis will be placed on understanding human behaviour, with an aim of maximising participants' performance and contributions to their company. Group interaction as well as organisational structure will be examined for its effect on organisational operations.
The course introduces the fundamental concepts of marketing management and its relationships to other business functions from a strategic decision-making perspective. Students will gain a better understanding of marketing through a dynamic, application-oriented environment and will become familiar with strategic marketing planning, market analysis, the elements of marketing mix, and implementation and control of marketing programmes.
A manager in the twenty first century should know how to make a better decision utilising the seemingly overwhelming available data sources such as the computerised business information systems and the Internet. More specifically, students will learn how to use spreadsheets to summarise the information, analyse the data and draw conclusions from the data. The course also helps managers to make use of models in making decisions. Students will learn how to create effective and efficient spreadsheet business models. The course is designed for students in all functional areas or disciplines to use information and technology in managing corporations today. Topics covered are organisational and technical foundations of information systems, strategic information systems and business process reengineering, management and organisational support systems, and inter-organisational systems such as electronic data interchange and electronic commerce.
This course introduces risk theory and principles and methodology of risk management. It provides students with a workable framework for preventing business losses resulting from negligence and uncertainty. The course will develop students' ability to apply quantitative techniques in risk management with respect to business operations. The contents include risk theory, risk identification and measurement, tools of risk management, and role of insurance in the risk management.
This course is the capstone course for students who are managers of insurance companies. Students are required to work on a research project or a business report on a current topic in the areas of risk theory, social security and insurance reform, corporate risk management, insurance company management and practices, and regulatory environment of insurance and risk management.
This course covers analysis of investment strategies for different types of investors as well as applications of modern portfolio theory to investment and portfolio management. The topics addressed in this course include a survey of various investment instruments and their characteristics, an introduction to the investment setting and the basics of security analysis, efficient market hypothesis, technical and fundamental analyses, portfolio theories and management, asset pricing models, bond portfolio management, term structure of interest rates, duration and interest immunisation, and measurements of portfolio performance.
This course covers current topics in strategic human resource management in light of current research findings. Apart from dealing with the fundamental techniques and procedures used by organisations to develop, motivate and maintain human resources, the course specifically examines the theoretical controversies in recent strategic HRM research and provides more informed practice of HRM and its contribution to strategic management. The topics include: human resource planning, job analysis, recruitment and selection, training and development, performance appraisal, compensation and benefits, and workforce reduction and termination management.
This course builds on MBA 540 Management of Organisations and People, a core course of the EMBA programme. The focus is on applying the theoretical concepts from the field to the practical challenges of managing and leading effectively at middle and senior levels. During the early part of the course, students will be required to engage in 360-degree assessment of their own strengths, weaknesses, and potential as leaders and managers. A variety of assessment methods will be employed, including peer counselling, paper-and-pencil instruments, self-reflection, and problem solving tasks. Subsequently, students will focus on self-development in selected topics that have been diagnosed as important for them. Such topics may include: self-assertiveness, positive use of power and influence, coping with stress, creativity, sensitivity to group dynamics, understanding non-verbal behaviour, career and life planning, positive conflict and diversity management, facing and overcoming fear, physical fitness & healthy eating, managing time, positive thinking, and mental agility.
This course builds on MBA 540 Management of Organisations and People, a core course of the EMBA programme. The focus is on applying theoretical concepts from the fields of organizational behaviour and strategic human resource management (HRM) to the practical challenges of managing organizational change and transformation. The first part of the course explains the nature of strategic HRM and its relationship with broader organisational strategies. The second part of the course considers, from a strategic HRM perspective, the management of structural and headcount-related changes, such as mergers, acquisitions, delayering, subcontracting, re-engineering, downsizing and expansion. The third part of the course considers the implications of changes in business-level strategies for employee behavior, the possibility of culture change and the potential role of leadership at all levels in bringing this about. The fourth part of the course considers the role of changes to HRM systems, such as recruitment, selection, appraisal, counselling, performance planning and reward systems, in signalling, driving and supporting structural and cultural change. The fifth part of the course considers the political and developmental aspects of organisational change, and whether these are in opposition (e.g. change through imposition) or synergistic (e.g. change through employee involvement). Finally, the ideals of the ”„learning organization' and the use of evaluation and action research in guiding ongoing organisational change are critically examined.
A comprehensive understanding of consumer purchase decision is a key to any successful marketing strategy. This course provides a solid foundation for analysing consumer behaviour from a managerial perspective. Moreover, psychological and sociological factors that influence consumer purchase decision processes are discussed. Various methods of segmenting consumer markets are explored. A variety of approaches for changing consumer attitudes are introduced.
In the last quarter century, China has undergone the historical transition from relying on central planning to market forces and become one of economic powerhouses and the biggest emerging market in the world. Hong Kong plays an important role in the growth of China, and its economy has become intertwined with that of the mainland. The economic future of Hong Kong has much to do with its relationship with Chinese mainland and the marketing performance of Hong Kong businesses there. Therefore, it is pivotal that Hong Kong businesses understand the mainland”¦s economic, social, political, cultural and legal environments and how these factors affect the marketing strategies and practices of foreign and Chinese firms there. The course will focus on the transitional nature of the Chinese economy and market, its emerging market segments, and the implications for marketing strategies and other challenging issues in China.
The Greater China region consisting of China, Hong Kong, Macau and Taiwan has been growing rapidly since 1979. Its characteristics are shown as follows: (1) its existence does not depend on a formal multilateral agreement but rather on actual business operations; (2) it has so far given rise to economic cooperation instead of political conflict, in comparison with the European Union and the North American Free Trade Area (NAFTA) and (3) there is a great measure of cultural homogeneity within the region. The course will focus on the growth pattern of economic and commercial cooperation within the region. It aims at helping students to understand and analyse the current business issues in the Greater China region.
The nature of organisational buying and the complexity of buyer-seller relationships are among the distinguishing features of business marketing. This course provides students with a comprehensive understanding of the buying process of business markets. Various concepts such as strategic alliance, networking, supply chain management, outsourcing, relationship marketing will be introduced. With value created and delivered in the marketplace as its cornerstone, this course equips students with the necessary marketing tools and concepts to deal with business marketing problems.
To study the way electronic commerce (e-commerce) changes the flow of goods and services in the supply chain and how does it creates threats and opportunities for both the traditional and new firms. The major emphasis is on Web-based commerce and its business models. Topics will include the e-commerce infrastructure, key players in e-commerce, implications of e-commerce in marketing and supply chain management, electronic currency, secure electronic payments, and other Internet and Web technologies. Real world cases will be studied and a group project is required.
This is a comparative law course, which covers the salient features of the Hong Kong legal system and of the PRC. It then examines the differences and similarities of the general principles of contract law in Hong Kong and the PRC, with particular emphasis on insurance contract law in both jurisdictions.
This is a comparative study of business law of Hong Kong and the Chinese Mainland. The course covers the salient features of the legal systems of Hong Kong and the Chinese Mainland, a comparative study of contract law, business associations and joint venture laws. It does not assume any legal knowledge on the part of the participants. Integrative Courses The course emphasises the nature, value and process of strategic management. Prominence is given to the need for effective strategic leadership and decision making to enable an enterprise to develop a firm foundation of competitive advantage. The course presents an approach to strategy formulation and implementation that takes full account of the increasing globalisation of business and the growing emphasis on corporate social responsibility. This course enables course participants working in small teams, to conduct an independent study into an actual business issue relevant to, and current in, the industry or organisation in which they are working. Participants are expected to apply concepts, techniques and skills acquired in the course that are pertinent to the chosen issue in order to produce a comprehensive business research project.
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Aims & Objectives