Curriculum & Teaching

Curriculum & Teaching

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    • This course highlights the importance of statistics as a decision support system in management. It introduces basic statistical methods and techniques and emphasises their application in a wide range of business applications. The course content is structured to highlight the different statistical approaches to management decision support.

    • This course focuses on three levels of interaction within the business environment. At the most basic level, the course will examine how individuals interact with the environment and with other individuals. This includes the following topics: attitudes, values, perceptions, attributions and motivation. The second level of interaction examines theories and processes at the group level. This includes how the individual interacts with work groups, subordinates and bosses. The final level of interaction examines the individual within the broadest context including organisation structures, organisation cultures and national cultures. 

    • The course aims to provide participants with a conceptual and theoretical framework for understanding corporate finance. Providing a sound theoretical base and through the use of assignments and case studies, students are expected to be able to develop an understanding of the practical aspects of corporate financial management and the relationship between theory and practice. By the time the course ends, students will have been exposed to the three central issues in modern corporate finance, namely, the overall valuation process, the investment decision, and the financing decision.

    • Important decisions cannot be left to intuition alone. We need to communicate the structure of our reasoning, defend it to adversarial challenge and make presentations that show we have done a thorough analysis. We also need to make sense out of various sources of data, organise the inputs of experts and colleagues, and use state-of-the-art business software to provide analytical support to our reasoning. To equip you to be more effective in these tasks is the overall objective of this course. The emphasis is not on the quantitative aspects, but on the qualitative insights that come from using models to aid managerial thinking and decision making. 

    • This is an introductory course on the relationship between businesses and their goals, and the broader local and global society in which firms operate. The framework of sustainable development will be presented as the orienting mechanism. The course will address conceptual issues, as well as specific thematic areas of priority global interest. The goal of the course is to introduce future managers and entrepreneurs to a number of critical issues they will face in aligning their companies’ goals with those of their society. Particular emphasis will be placed on so-called “north-south” issues, and the role of companies in addressing pressing environmental and social needs, particularly for the vast majority of the world’s population that is underserved by traditional markets.

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    • In this course the functions and responsibilities of general managers in formulating, co-operating with, and implementing, corporate marketing strategies and policies are considered. A marketing strategy selection process will be developed that includes determining what strategic options exist and which of those are realistic; what limitations are placed on the organization by personal and societal expectations; and what is required to balance short-term and long term objectives when setting up marketing strategy and policies. Using a number of different tools a coherent marketing analysis is developed that enables us to understand better a firm’s current competitive position, as well as how that position may be enhanced, and what policies must be introduced throughout the company to attain desired results in the marketplace.

    • The course is focused on managerial accounting with an emphasis on planning, co-ordinating, controlling and decision making. Its objective is to make you, the manager, a more effective decision maker. To this end, the course is concerned with relevant accounting data collection, processing, interpretation and usage. Management accounting’s strength is in its flexibility and its specificity to the program at hand. The underlying theme of “different costs for different purposes” will prevail.

    • The purpose of this course is to introduce you to the concepts, theories and methods in operations management. This is an area of management that is concerned with the design, implementation, control and improvement of the processes that create and deliver a firm's products and/or services. The course will explore the issues and variables that govern operations management decisions, and present a number of tools and methods for understanding and managing costs, speed, flexibility, dependability and sustainability. 

    • Strategic management is concerned with what is perhaps the most pressing issue for practicing managers: how can I make my firm outperform its competitors? To effectuate superior performance, managers must establish control over the firm that they run, identify its key sources of competitive advantage, establish portfolios of activities and relationships designed to leverage those advantages, and tailor these strategies to the demands of local environments. This course allows MBA students to acquire such strategic management capabilities, and to practice them through case discussions and group dynamics exercises.

    • The economy is the environment of business. One of the prerequisites of doing well in business is to understand the environment that you are operating in. In this context there are a number of forces that act on business. The dual challenge for people in business is not only to position themselves to either take advantage of favourable economic conditions or take defensive action from negative economic shocks but also to anticipate the likely policy response on the part of government. In addition, there can be quite dramatic differences in the economics experienced in developed economies compared to emerging markets. The course will explore some of these differences. It is a principles course in micro and macroeconomics.

    • Understanding how individuals and groups behave in organisations, and why they perform in the way they do. These are the most challenging issues for managers and professionals. Human resource management has become the dominant approach in the management of people within organisations, with a set of distinctive assumptions, grounded strongly in certain motivational theories and well supported by research on excellent companies.

      Human resource departments have been criticised as being faddish and existing only at the level of rhetoric, rather than in the lived experience of employees. This course is designed to take an in-depth, critical examination of human resource management, identifying the key strengths and weaknesses of the approach and in doing so, to increase your knowledge of the variety of levers organisations pull to influence behaviour and performance.


      • The Advanced Corporate Finance course has as its main objective to develop the knowledge and ability of MBA participants to manage more effectively financial resources in a modern corporation by reviewing existing theories, recognising specific problems that arise in practice and identifying particular tools available for this purpose. It is important to note that the firm itself would be the main focus of the course throughout. The course builds up on what was taught in the Financial Management course and prepares participants for further specialization courses offered at RSM.

      • This course focuses on integrated marketing communications, thus all firm-authored communication to its various constituents. This is essentially a marketing strategy course. We will be evaluating the execution of planned and emergent marketing communications, and designing integrated, effective, new communications. IMC will be examined from many vantages, such as, the production firm, direct and indirect competitors, the advertising agency, marketing consultants, promoters, investors, employees, consumers, government, and society. The goal is to gain a 360° perspective of marketing communications. The levels of analysis will shift from individuals to collectives.

      • The aim of this course is to further develop your knowledge, interest and expertise in the area of competitive strategy and leadership at the strategic level.
        In addition to exploring the broad landscape in which we find ourselves, the course is aimed at assisting you to develop your understanding of strategy, as well as the strategic personal choices that you have made or will make in the future. Strategic leadership has to do with the skills and insights required to shape an organisation’s future. The elective will enhance your thinking and skill in this regard and give you a platform to make a significant difference.

      • Firms increasingly outsource parts of their development, production and delivery processes to specialized external suppliers. This means that managing supplies is very important to the success of the firm in terms of costs and prices, but also in terms of quality and delivery performance, and now increasingly in terms of innovation. This course deals with the strategic, tactical, and operational processes of purchasing and supply management.

    • The Living Management Project is an intens, 4 week-long project that requires you to work in teams to devise a solution to a business problem within a company, before presenting your recommendations to the company's executives and other panel members, including faculty.  Experience the challenges typical of a regular consultancy project – inadequate information and resources, an impossibly tight deadline and most difficult of all, extensive differences between the various members of your team. Success depends on your ability to pull together as a group, manage your differences, agree on a strategy and professionally execute your plan before the deadline.

      • This is an integrative course linking strategy, execution, organisational capabilities and performance measurement. Its intention is to provide students with both the understanding and the tools to translate strategy into operational terms; align the organization to the strategy; make strategy understandable to organizational participants; make strategy a continual process and mobilize organisational participants. 

      • This course provides the knowledge and skills to understand the key concepts of financial accounting as well as to derive and interpret important metrics in analyzing, comparing and forecasting financial performance. Given the importance of valuation for economic decision making, we will discuss the key approaches to equity valuation.

      • This course promotes a more holistic understanding of business based on the assumption that branding serves a fundamental strategic function. Branding is the kernel of a firm’s activity - not another aspect of marketing, but marketing itself. The main objective of this course is to walk students through the steps required to build and leverage brand assets, and create enduring competitive advantage for brands. Therefore, the course endorses a practitioner, more than an academic, focus and provides an introduction to the issues faced by brand stewards. 

      • During this elective you will delve into the challenges and complexities of managing people in tomorrowland. You will get to know the ABC of coaching as a methodology for affecting changes in organizations,  understand the principles, methodology and tools of Coaching by values, the newest school of thought within the field of coaching.

      • The consulting elective course creates a unique strategic learning experience for students by looking at the role and practices of consulting companies through a theoretical as well as a practitioner’s lens, offering participants an opportunity to understand the value that consulting houses bring to organisations and how consulting organisations operate. Students will get to understand the major themes and structures that consulting houses use to add value to organisations. They will also be exposed to some of the leading methods used by consulting houses when executing assignments and will explore the most current issues facing consulting houses.

      • This class will focus on the nature of creativity and the creative process. Creativity is a skill that everyone has the potential to develop, but it takes practice and commitment to do so. It is also a skill that transcends traditional disciplinary boundaries. So, while this is a marketing class and many examples, activities and exercises will be drawn from the marketing domain, we will also go beyond marketing and discuss creativity in other topic areas, both within and outside the business world.

      • Traditionally, supply chain management has been focused on improving optimising performance of individual elements of the value chain. However companies increasingly recognise the potential to manage the value chain as a whole. These companies realise that supply chain management can be a source of competitive advantage not easily copied by others. This course explains some of the basic frameworks for understanding supply chain dynamics; it will show how to assess supply chain performance; and it teaches approaches to be used in improving the chain. 

      • This course is aimed at students who seek to understand how new business ventures are created, managed and grown. It focuses on the entrepreneur as a manager and the processes and techniques he or she uses to manage his or her venture.  It explores the conditions under which entrepreneurs recognize, evaluate and exploit business opportunities exposing you to the theory and practice of entrepreneurship.

      • This course aims to teach each participant to become a more effective negotiator. Participants will understand and develop more effective personal negotiating strategies that maximize value and profitability while improving long-term relationships. They will learn how to identify, understand, and neutralise difficult negotiators, adjust personal negotiating styles to better suit different settings, and to anticipate and avoid common pitfalls and problems encountered in negotiations. Participants will also learn the strategies and tactics of power negotiating resulting in significantly improved negotiating outcomes.

      • Sustainability is being forced on us by population growth, resource limits and climate change. Businesses that fail to prepare themselves for this challenge are at risk of being left behind. This elective articulates a strategic vision of the future energy business, and specifically addresses the economic, behavioural, management and policy dimensions of this vision. This is in stark contrast to the common engineering view on electricity grids. As such, the course is targeted at policy makers, professionals, and consultants in the energy industry or energy procurement managers in industries such as manufacturing, high-tech and ICT, steel, chemicals, and agriculture.

      • During the courses of financial management and accounting many concepts were explained that can be used in business life. However, in practice several items should still be highlighted because of the many discussions that take place around these subjects in a multinational environment.

      • The growth of private equity over the last two decades has been dramatic. The promise of private equity funds generating "above market" returns has attracted substantial investments from amongst others pension funds, insurance companies and wealthy individuals. This course seeks to understand how private equity funds are structured, what type of companies they prefer to invest in, the valuation/financial models private equity investors employ for evaluation of target companies, sources of returns being generated by private equity funds and the performance of private equity funds versus public equity.

      • This course focuses on innovation processes in firms. Innovation is a major challenge for many firms, since it requires breaking with the past while maintaining the current business healthy. In addition, innovation is always full of uncertainty, which requires appropriate work processes and culture. The challenge is to combine incremental and radical innovation, creativity and effective execution, control and freedom, and stability and change. The results should be high quality products or services for current and new clients.

    • RSM’s MBA choice of international study tours is an integral part of learning on the International Full-time MBA and your chance to expand your knowledge about another country or a particular business theme.

      You will deepen your understanding of yourself and global business with the international study tour. Students will have a pool of exciting and inspiring study tours all over the world from which to select their preferred destination.

      Study trip themes vary from Social impact through innovation, New market strategies and international trade, Doing business in China to Sustainability.

      Past destinations are: Lisbon, Hamburg, London, Washington DC, Toronto, San José and Shanghai.

    • An outstanding opportunity exists for students aiming to do business in or with China. RSM offers a Dual Degree opportunity with the Chinese University of Hong Kong (CUHK). The dual degree Programme is offered in two parts; the first half followed at RSM covers the foundations of management and the practice of management terms and the second half includes an advanced part and is completed at CUHK.

    • RSM’s partner school network comprises more than 100 leading business schools and universities. During your MBA you can choose to spend one semester studying at one of our partner institutions during an international exchange. This will expand your network, broaden your experience of international business and add another top institute to your CV. Partners include Wharton, IE, Duke, Sauder, HKUST, Melbourne Business School, CEIBS and many more across the globe. Contact us for a full list.

    • At RSM, we believe in experiential learning to be part of your transformational experience. That is why we constantly create new electives that provide you with experiences to hone your leadership skills.

      Our Catalunya Leadership Journey is one example of this. In the Spanish landscape, you will develop into a more authentic and successful leader while you have time and space to explore who you are, what you value, and why you value it.

      Another example is a leadership retreat aiming to renew leadership through mindfulness, storytelling and silence. It takes place in the Bergplaas nature reserve, owned by Princess Irene of the Netherlands. The beauty and isolation allows you to slow down and think about what type of leader you would like to be.

    • At RSM, many students elect to do an optional internship at the end of their MBA, which can help to secure your place in the professional world. Our MBA students have worked with major global employers, such as Nike, ABN AMRO, Friesland Campina, McKinsey, Microsoft, Amazon and The World Bank.