• Systems of interest
• Boundary critiques
• Multiple perspectives
• Emergent properties
• Reference systems
• Context is everything
• Diagnosis and analysis
• Your research focus? – some questions
• Your research strategy
• The nature of data and information
• Taxonomy, ontology and epistemology
• Mode 1 and 2 knowledge
• Tacit and explicit knowledge
• Methods and techniques for collecting data and information
• Criteria for selecting data and information/Sources of data and information
• Different types of research

• Approaches to business strategy
• Old and new business models
• Strategy evolution
• Resource based approach to strategy
• Analysis of the environment
• Honey and Mumford learning styles
• Personal development and gap analysis including developing yourself
• Career anchors (Edgar Schein)
• Blanchard, Adair, Blake and Mouton Models on leadership and development
• Argyris’ double loop learning
• Reddin’s 3D and Belbin’s team roles
• Skills competences and know-hows including core and distinctive competences
• Intellectual capital and balance score card methods
• Development of a personal development plan (PDP)
• Health and safety at work
• Erikson’s Life Stage Theory
• Nudge Theory
• Psychological Contract
• Kirkpatrick’s Learning Evaluation Model
• Erikson’s Theory of Personal Development (1902 – 1994)
• Developmental and Sponsorship Mentoring
• Formal and Informal Coaching.

• Marketing mix and principles of marketing
• Marketing research
• International marketing planning
• Methods and Techniques for collecting Data and Information
• Basic / Traditional Approaches to Strategy
• Marketing methodologies
• Diffusion of Innovation, Product life cycle and experience curve
• Issues of risk within a marketing plan
• Components of a Strategic Marketing Plan
• Brand & Advertising including Global Brands
• Advertising to Children
• The Regulatory Frameworks
• Use Product/Service Branding
• Behaviours and Attitudes/Behavioural Measures of Loyalty
• Customer Service
• Digital and Global marketing
• Globalization theories and cases in practice.
• Advertising to Children
• The Regulatory Frameworks

• Context: Financial Accounting and Management Accounting
• Basic accounting concepts, e.g. profit, cash, matching
• Difference between capital & revenue, sources of financial & cost data
• Financial Analysis
• Budgeting and cash flows
• Costing methods and overhead allocations
• Return on Investment calculations
• The role of depreciation
• Cost / profit centres and allocating costs
• Analysis of financial data, cost benefit analysis
• Lean Methods and Lean accounting
• The difference between data and information
• Sources of data and information

• Evaluate each component part of the chosen strategic plan
• Analyse the factors affecting the strategic plan of your choice
• Internal and external change drivers
• Structured evaluation of the organisation’s strategic position
• Strategic options to meet strategic aims and objectives
• Justifying strategic options
• Evaluating the expectations of all stakeholders
• Medelow – Johnson, Whittington and Scholes
• POSIWID and organisational purpose.

• Organisational aims and objectives
• Alternative Strategic Options
• Strategic Tools and Techniques
• Other Tools and Techniques
• Stakeholder expectations
• Strategic options
• Risk Assessment
• Components of a Strategic plan
• How to evaluate, monitor and review a strategic plan

• Organisational processes: processes for the evaluation, selection and development of ideas; ideas – value chain, inside/outside, cross-pollination, selection, development, diffusion; role of incubation.
• Leading the case for innovation: leadership styles and behaviours – strengths, adopting appropriate style for different circumstances; theory and practice of influencing and motivating others.
• Relationship between transformational and transactional change; decision- making processes and style. Perceptions and motivational influences and how to influence them.
• Different methods of communication – strengths and weaknesses in different circumstances
• Vision and mission: influence of vision and mission; indicators of organisational performance; influence of an organisational strategic plan and business plan on innovation.
• Methods; concept that policies and procedures are supported by a culture that reinforces consistently what the organisation is about.
• Tools for creative and innovative solutions: theory and application of lateral thinking, visioning and problem-solving techniques; theory and use of analytical tools – SWOT (strengths, weaknesses, opportunities, threats), PESTLE (political, economic, social, technological, legal, environmental) analysis; cost-benefit analysis; decision-making processes and styles.
• Risks: risk analysis, risk management techniques. Benefits and limitations of innovation: benefits – first to market, premium prices, large market share, increased shareholder return, increased employee motivation and morale, improved systems and processes.
• Limitations – risk, investment needed, continual change; expertise in organisation, technological knowhow; strategy – strengths and weaknesses

• Global integration: international business environment – PESTLE (political, economic, social, technical, legal, environmental) analysis; market size; economies of scale; multinational corporations; transnational corporations.
• International institutions – World Trade Organization (WTO), World Bank, International Monetary Fund (IMF), Organisation for Economic Co-operation and Development (OECD), The Group of Twenty (G-20); global financial stability; capital investment; emerging economies.
• European Union (EU): role, responsibility, EU legislation; EU directives; EU membership; EU business regulations and their incorporation into national law; EU policies e.g. agriculture (CAP), business, competition, growth, employment, education, economics and finance, employment, environment, science and technology, regional, welfare.
• Corporate governance: purposes (direction, oversight, accountability); board responsibilities; transparency; disclosure; objectivity; integrity; ethical behaviour; organisational culture; stakeholders’ interests.
• Regulatory requirements: Cadbury report; Rutteman guidance; Greenbury report; Hampel report; Turnbull report; Higgs report; Smith report; Companies Acts (2004, 2006); the 8th Company Law Directive of the European Union (2006), Sarbanes Oxley Act (2002, US).
• Impact on domestic business; UK Corporate Governance Code; stock exchange listing requirements; incorporation of legal and regulatory requirements into organisational policies, practice and procedures
• Environmental legislation: EU legislation; UK legislation; environmental protection (air, environmental permitting, land, waste, water, chemicals); noise and nuisance; climate change; energy conservation etc
• Social, cultural, ethical and moral issues: equal opportunities, diversity; disability; discrimination; racism; harassment; bullying; whistleblowing; privacy; confidentiality.
• Ethical standards in business activities (finance, human resources, marketing, dealing with stakeholders); affirmative action; codes of practice; organisational policies; staff training.