|1st Semester||Break||2nd Semester|
|Jan – May||May – Jul||Aug – Dec|
|5 Modules (20 MCs)||5 Modules (20 MCs)|
This applies to students enrolled in the single degree MSc in Management programme. For more information about our double degree MSc in Management programme with CEMS MIM, please click here.
The MSc in Management programme is a full-time programme. You are required to complete 40 Modular Credits (MCs) offer by NUS Business School over two semesters:
This module provides a framework for using financial statement data in a variety of business analyses and valuation context. Students will be exposed to key concepts and tools for the purposes of analysing a firm’s performance and determining its fundamental value.
This module introduces students to the strategic framework, and provides opportunities to apply this framework in a global setting. Students will be given the opportunity to apply theoretical knowledge using strategic frameworks while considering different perspectives when applying firm strategy at a global level. Effectively, students should enhance their process/dynamic capabilities in order to deal effectively with key management issues and challenges facing companies with worldwide operations as seen by the managers themselves.
This module analyses the problems unique to family firms and discusses the solutions such as setting up good governance within the family and the firm to minimise such agency problems; structuring the ownership so as not to lose control while benefiting from external finance such as M&A, IPO, private equity funds; and succession planning.
Behavioral Economics combines economic and psychological principles to explain observed economic behaviors that both violate the rationality assumption and deviate from standard prediction.
This module aims to raise the understanding of the significance of Design Thinking, Business Modeling & Lean LaunchPad; and its innovative applications to businesses.
Consumer Culture Theory (CCT) is a synthesising framework that examines the sociocultural, experiential, symbolic and ideological aspects of consumption. The tenets of CCT research are aligned with consumer identity projects, marketplace cultures, the sociohistorical patterning of consumption, and mass-mediated marketplace ideologies and consumers’ interpretive strategies. In this course, we will explore the dynamic relationships among consumer actions, the marketplaces and cultural meanings.
This module covers contemporary topics in the field of organisational behaviour.
This module aims to provide students with a nuanced view of the structure of the venture capital industry and the relationships between venture capitalists and both limited partners and the firms in which they invest. It prepares students (i) to manage private equity funds, (ii) to raise capital for entrepreneurial ventures, and (iii) to choose among private equity investments.
This module focuses on economic growth, politics, culture, and institutions in Asian countries. The first half of the course examines relationships between economic growth, institutions, culture, and management practices. The second half of the course covers industrial policy, trade, and global financial flows.
This course examines the strategic decisions new entrepreneurs take in order to start, finance, and guide their businesses. It will explore strategic frameworks that both successful and unsuccessful entrepreneurs undertake in order to operate in dynamic and uncertain competitive landscapes.
This course prepares students for winning in the Emerging Markets using students’ questions, curiosity, case studies of spectacular success stories and hard lessons learnt. The class discussions will address unique complexities, challenges and opportunities in emerging countries and help students to articulate global impact and V 102017 implications for management strategy and business operations.
This course prepares students for understanding the potential that big data unlocks in changing the way we structure, plan and make decisions using students’ questions, curiosity, case studies of spectacular success stories and hard lessons learnt. The class discussions will address unique complexities, challenges and opportunities in harnessing the power of big data and help students to articulate impact on decision making and implications for management strategy and business operations.
In this module, we study global firm strategy from many specific country contexts. A key theme in the course is that an understanding of doing business in any specific country involves consideration of two separate levels of analysis: the country perspective and the firm perspective. While these two levels of analysis significantly influence one another, it is important to consider them separately and acknowledge how they differ from one another.
C-Suites are recognising the competitive advantage of ethical leadership and values based decision making. This course provides a practical foundation for how to achieve a triple bottom line through a strategy that embraces business sustainability i.e. economic success through Environment, Social (Labour/Human Rights) and Governance (“ESG”) actions and decisions that current and future leaders can drive and embed within their organisations – established corporations, start-up ventures, family owned businesses, consulting firms, for profit, not for profit, SMEs etc.
This module explores the link between macroeconomics, financial markets and policy in Asia, from a structural as well as cyclical perspective. The course draws on and extends many analytical tools of macro and international finance.
The course will cover key supply chain concepts and management trade-offs in operationalising strategy. It will integrate functional areas into a holistic perspective, and provide frameworks for analysing global supply chain configurations and realignment. It will examine the impact of macroeconomic trends, new technologies and new business models on supply chains, and how to plan for supply chain risk and disruption.
This course will explore how thought leaders deal with uncertainty in the digital landscape regarding, among other things, regulatory regimes, complex value chains and increasingly fragmented markets. With an emphasis on Asia, the course will examine how business managers leverage technology to achieve positive outcomes.
This module will place the emphasis on the international financial system, international investments, and international financial management, particularly in Asia. This course is especially helpful for a student pursuing a career in international banking, global asset management, or international corporate finance.
The objective of this course is to give students a well-rounded understanding of mergers & acquisitions (M&A), and the essential role that valuation analysis plays as part of an M&A transaction. The course will provide the students with a framework for analysing transactions including understanding strategic rationale, valuation methodologies, deal structures and bidding strategies.
This module will provide students with the good understanding of the various aspects of funding for new or young ventures. In particular, students will gain deep understanding of the rigorous investment process and requirements of the professional investors, as well as their typical investment terms and conditions for providing funding to new or young ventures.
This course is designed to introduce students to human behavior in organisational contexts across the globe. The study of organisations involves examining processes at the individual, group and organisational levels. This course will mainly focus on the individual and group level of analysis. As this is a class that focuses on Global Management, it will also emphasise crossnational and cultural differences.
This module explore some of the latest discoveries in behavioural science that are applicable to leading ourselves and organisations across the globe. Students apply the research findings to design new ways of leading organisations that will create a sustainable competitive advantage for the business, as well as wellbeing for its members.
This module is based on learning by doing and learning by coaching, and places a strong emphasis on active learning. It will be a hands-on course, in which the participating students will be asked to develop own ideas and will have to test them; they will also have to practice the “lean startup methodology” in customer discovery and validation. Enterprising participants will also take their idea to actual stage of minimum viable product with an initial go-to-market validation by the end of this course.
The structure and content of this course pivots to those who are seeking to be a marketing leader in the near future. It aims to provide a ‘topographical’ navigation of the ‘terrain’ you are entering as well as arm you with tools to advance your marketing agenda through the corporate jungle. As a ‘Team’ we will explore concepts that are sometimes unique or most often universal across industries.
This course is designed for students to bridge the knowing-doing gap. To this end, every class session will involve hands-on application of concepts in problem sets that students will work as teams. The course will bring together varied viewpoints on pricing V 102017 and weld together theory and practice into a meaningful educational experience.
This module introduces students to Asian management and leadership through the 15th century historical character from the Ming dynasty of China, named Admiral Zheng He (aka Cheng Ho). It looks at Zheng He from a management and leadership perspective, exploring his overall leadership style and practices, his human resource management, his supply chain management, and his management of faith practices. In particular, we will consider his practices relating to building collaboration with others in what we refer to as Zheng He’s Art of Collaboration (AoC). We will also compare and contrast Zheng He’s AoC with the classic Sun Zi’s Art of War (AoW), considering especially the values and principles embedded in these, and evaluating as to when companies should adopt the AoW and/or the AoC.
This is a course in the design, management, and leadership of networks. It will examine a variety of business-related networks. These include entrepreneurial networks of resource providers and alliance partners; networks of communication and coordination within established organisations; supply chain and marketing channel networks; informal networks in and outside organisations that confer influence and advance careers; cross-border networks for doing business globally.
This module aims to develop students, as future managers, in the core competencies needed to communicate with influence in the 21st century workplace that is characterised by constant change, cultural diversity and a networked environment. Students will learn pertinent management communication and language principles, concepts and techniques in order to lead and motivate teams, secure cooperation, support and commitment, and create buyins from stakeholders for strategies proposed in response to needs or opportunities.
Our module offerings are periodically reviewed and are subject to changes. Click here to view all module offerings.
To stay and complete the programme, you must maintain a CAP of at least 3.0. In the event that you are unable to maintain a CAP of 3.0 and above, the following scenarios may occur: