Course

Unit 1

Leadership, ethical decision making and governance 

Cultural theories – cultural web – Mintberg’s organisational configurations – interaction of configurations & culture – Leadership theories – American Accounting Association (AAA) Model – Tucker’s 5 question model – Ethical codes – Stakeholder’s analysis – stakeholder’s claims – understanding the influence of stakeholders using Mendelow’s matrix – categories of stakeholders – instrumental & normative motivations of stakeholder theory. – Corporate Governance – agency theory – stewardship concept – legal and professional framework – separation of ownership & control – independence as a concept of corporate governance – board structure – board diversity – public sector governance:

Unit 2

Concepts of Strategy

Strategic analysis – Porter’s five forces – PESTEL – SWOT analysis – Value chain analysis – Strategic choice – Porter’s Generic strategies – Ansoff’s product market matrix – SAF Study, BCG matrix – Strategic clock – Competencies, Resources & Capabilities – Strategic implementation – resource management (6 Ms) – organisational structure (centralisation, decentralisation, specific structural form) – Management of change (unfreeze, change, refreeze)

Unit 3

Risk management and Organisational control and audit

Framework of Risk management – COSO’s Enterprise Risk Management – concept of risk appetite and risk response – Strategic & operational risk – Strategies to mitigate the risks – TARA approach – Diversification strategies – Risk mapping – Role of risk committee in corporate governance framework – Features of effective internal control system – information flow for internal control – evaluating the effectiveness of internal control system – role of internal control systems to help prevent fraud, errors and waste – Internal audit function – Turnbull criteria to assess the need for Internal audit – reporting to the audit committee –

value for money audit – IT audits – Best value audits, financial audits -operational audits – differences between internal and external audit – Ethical principles of auditors – audit independence – effective audit committee – reporting on internal control & audit – linkage with financial reporting.

Unit 4

Technology & data analytics, enabling success and change management Technology and data analytics – Cloud, mobile and smart technology – Big data and data analytics – Machine learning – AI and robotics – E-business: value chain – IT systems security and control – Enabling success – Enabling success: organising – Enabling success: disruptive technologies – Enabling success: talent management – Enabling success: performance excellence – Change management – Managing strategic change – Leading and managing projects.

Unit 5

Finance in planning and decision making.

Relationship between business strategy and financial objectives – developments in financial technology – alternative structures for finance function such as partnering, outsourcing, shared or global business services – role of fiancé function in investment decisions, financial reporting, tax implications, financial KPIs and ratios use of advanced cost and management accounting techniques.

Course Outcome:

Students will be able to

CO1: This paper aims to provide the students with the principles of applicable to a business entity. It also covers the ethical framework that managers need to adopt while discharging their duties.

CO2: It discusses various professional skills that a professional manager needs to acquire and apply. It also underpins the knowledge, skills and expertise required to assess the business strategies and their impact on business performance.

CO3: The objective is to equip students with the tools & techniques of assessing strategic position, develop strategic choices and implement the chosen strategy through change management.

CO4: Furthermore, it underpins the knowledge, skills and expertise required to assess the business strategies and their impact on business performance.

CO5: The objective is to equip students with the tools & techniques of assessing strategic position, develop strategic choices and implement the chosen strategy through change management.

Learning Outcome:

LO1: Evaluating effectiveness of the governance & agency system, applying a range of professional skills in a corporate environment workplace, Understanding leadership and ethics.

LO2: Evaluation of the current strategic position of an entity in the context of external environment, competition with regard to the organizational capabilities, competencies & resources

Development of strategic choices in the context of existing strategic position and the strategic objectives of different types of organisations.

LO3: Understand and apply the process of risk management Organisation control and audit.

LO4: Use of information technology & data analytics to critically investigate into factors affecting the value chain.

Enable success through innovative thinking, applying best in class strategies and disruptive technologies in the management of change, initiating, leading and organising projects, while effectively managing talent and other business resources.

LO5: Apply high level financial techniques in the planning, implementation and evaluation of strategic options and actions.

References Books:

• ACCA approved study material by Kaplan

• Strategic Management – Frank T Rothearmel, Himalaya Publications

• Strategic Management and business policy – Globalisation, innovation and sustainability – Thomas L Wheelen and David Hunger