Sentimientos y Emociones de los Padres

International Marketing, 9th _{Edition, by Czinkota, Ronkainen, South-Western: Cengage Learning} Suggested Additional reading list (please scan a couple of books from the list below):

Stiglitz, Joseph E. M Making Globalisation Work, New York: W.W. Norton, 2008

Ohmae, Kenichi, Next Global Stage: Challenges and Opportunities in our Borderless World, Philadelphia Wharton School Publishing, 2005

52 | P a g e Hofstede, Geert, Culture’s Consequences: Comparing Values, Behaviours, Institutions and

Organisations across Nations, London: Sage Publications, 2003

Cellich, Claude and Subhash, Jain, Global Business Negotations, Mason, OH: Thomson South- Western, 2003

Inkpen, Andrew and Kannan Ramaswamy, Global Strategy: Creating and Sustaining Advantage

across Borders, Oxford: Oxford University Press, 2005

Govindarajan, Vijay, Anil K Gupta and C K Prahalad, The Quest for Global Dominance: Transforming

Global Presence into Global Competitive Advantage, New York: Jossey-Bass, 2008

Bradley, Nigel, Marketing Research: Tools and Techniques, Oxford University Press, 2010

Klossek, Andreas, Market Entry and Expansion through International Joint Ventures, Germany: VDM Verlag, 2008

Smith, Preston G, Flexible Product Development: Building Agility for Changing Markets, Hoboken, N J: Jossey-Bass, 2007

Connor, John M, Global Price Fixing, Berlin: Springer, 2009

Schmidt, Wallace V, Roger Conaway, Susan S Easton and William J Wardrope, Communicating

Globally: Intercultural Communication and International Business, Thousand Oaks, California: Sage

Publications Inc, 2007

Keller, Kevin Lane, Strategic Brand Management, Upper Saddle River, NJ: Prentice-Hall 2011 Fisk, Raymond P, Stephen J Grove and Joby John, Interactive Services Marketing, Boston, Massachusetts: South-Western College Publishing, 2007

Li, Jian and Alan Paisley, International Transfer Pricing, New York: Palgrave McMillan, 2008 De Mooij, Marieke K, Global Marketing and Advertising: Understanding Cultural Paradoxes, San Francisco, 3rd _{edition. CA:P Sage Publications Inc, 2009}

Pacek, Nemad, Emerging Markets: Lessons for Business Success and the Outlook for Different

Markets, London: Profile Books, 2007

9. STUDENT COURSE EVALUATION FEEDBACK

53 | P a g e 1. The international part, how to emphasise the product itself but also understand more about the targeted country, cultures, behaviour, etc. are the main important lessons. 2. The link that Professor Sanghavi made between theory and real/practical examples.

He is a great teacher. Thoroughly enjoyed it.

10. CHANGES MADE TO THE COURSE INCLUDING RESPONSES TO PREVIOUS FEEDBACK Introduced more relevant examples, reduced course material for better time-management.

11. METHODS OF FEEDBACK TO STUDENTS

Verbal feedback on case-study presentations, interim group project presentations in the class-room; written feedback on final group project report and an individual essay.

12. METHODS OF FEEDBACK FROM STUDENTS/COURSE EVALUATION

Verbal and written feedback from students during and at the end of the elective.

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1. GENERAL INFORMATION

Academic Year 2015/16

Term Summer 2015

Course Unit Title Management Accounting in Practice

Unit Code BMBA60161

Credit rating 15

Minimum no. of participants 15

Level MBA

Degree Programmes MBA

Contact Hours 30

Pre-requisite units Accounting (Management Accounting)

Co-requisite units None

ECT* 7.5

Notional hours of Learning** 150

* ECT (European Credit Transfer and Accumulation System): There are 2 UK credits for every 1 ECT credit, in accordance with the Credit Framework (QAA). Therefore, if a unit is worth 30 UK credits, this will equate to 15 ECT.

** Notional hours of learning: The number of hours which it is expected that a learner (at a

particular level) will spend, on average, to achieve the specified learning outcomes at that level. It is expected that there will be 10 hours of notional study associated with every 1 credit achieved. Therefore if a unit is worth 30 credits, this will equate to 300 notional study hours, in accordance with the Credit Framework (QAA).

2. TEACHING ACADEMIC

Name Professor Bob Scapens Secretary

Room 1.14 Crawford House Room

Tele 0161 275 4020 Tele

Fax 0161 275 4023 Fax

Email [email protected] Email Office Hours By appointment

3. AIMS

The course aims to explore the role of the management accounting in practice and will examine the application and use of modern management accounting techniques. Many such techniques are part of sophisticated packages of ideas which look good in theory, but can be difficult to apply in practice. However, many of the ideas behind these techniques can be applied in practice, but sometimes coupled with, or adapted to fit, existing practices – often in a more simplified form. The aim of this unit is to explore the practical ways in which modern management accounting techniques can be put into practice.

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4. BRIEF DESCRIPTION OF THE UNIT

The course will begin by discussing the use of management accounting and the role of the

management accountant (sometimes called the controller or financial manager). It will then explore the issues and problems surrounding the introduction of new management accounting techniques, focusing on how the ideas and values underpinning these techniques fit the ways of thinking of managers and other employees in the organisation. It will then discuss ways of applying in practice the ideas underpinning modern management accounting techniques. Specifically, it will cover activity-based costing; balanced scorecards and non-financial performance measures; strategic management accounting; and Economic Value Added. It will also explore the issues and problems involved in introducing such techniques in practice. It will be assumed that participants are already familiar with these techniques. In the second part of the course the leadership role of management accountants will be discussed and issues of risk management will be considered.

5. INTENDED LEARNING OUTCOMES

Category of outcome Students should/will (please delete as appropriate) be able to:

Knowledge and

understanding Understand the ways in which modern management accounting techniques can be applied in practice. Intellectual skills Understand the essential ideas underlying modern management

accounting techniques and how these ideas can be applied, possibly in simplified form.

Practical skills Recognise the potential for applying modern management accounting techniques in practice, as well as their limitations.

Transferable skills and

personal qualities Discuss the application of modern management accounting techniques with both accountants/finance managers and other managers in their organisation.

6. COURSE CONTENT (week by week or session by session)

Date/Session Topic Academic

Fri 24 July Role of management accounting in practice.

Planning, budgeting and costing Scapens

Sat 25 July Performance measurement, scorecards/dashboards and

strategic management accounting Scapens

Fri 14 August Organisational and accounting change

PMS in Global organisations Scapens

Sat 15 August Risk management and the Leadership role of management accountants

Group presentations

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7. ASSESSMENT METHODS AND RELATIVE WEIGHTINGS

Assessment task Length Weighting within

unit (if relevant) date Due return of feedback Deadline for the

Group work /

presentation 15 minute presentation [2 x 1500 words] Peer assessment 30% adjustment of up to +/- 20% of the group mark During classes on 14-15 August Individual Written Assignment 3000 words 70%

8. LEARNING RESOURCE DETAILS

Lectures will discuss issues and present case studies. Suggested readings will be provided for each session. Teaching cases will be used and discussed in the classes.

All presentations and other material will be disseminated using blackboard.

9. CHANGES MADE TO THE COURSE INCLUDING RESPONSES TO PREVIOUS FEEDBACK

Some new case studies will be used and the will be a broader discussion of the leadership role which management accountants can play in their organisations.

10. METHODS OF FEEDBACK TO STUDENTS

Continuous feedback through classes and grading of group presentations and individual assignment.

11. METHODS OF FEEDBACK FROM STUDENTS/COURSE EVALUATION

Course unit evaluation at end of course.

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THE

AUTUMN