subject catalogue

Subject Catalogue

Contacts :

M : [email protected]

W : www.sentinel9.com

2

Courses – Business Studies

Business Education & Advisory

Business Strategy

BUSINESS STUDIES

1SUBJECT

edition


BUSINESS STUDIES

2SUBJECT

edition

Economics


BUSINESS STUDIES

3SUBJECT

edition

Marketing


BUSINESS STUDIES

4SUBJECT

edition

Business Law


BUSINESS STUDIES

5SUBJECT

edition

OrganisationalBehaviour, HR

& Leadership


BUSINESS STUDIES

6SUBJECT

edition

Accounting


BUSINESS STUDIES

7SUBJECT

edition

Finance


BUSINESS STUDIES

8SUBJECT

edition

Enterprise Risk -Identification& Mitigation


BUSINESS STUDIES

9SUBJECT

edition

Entrepreneurship& InnovationManagement

3


BUSINESS STUDIES

10SUBJECT

edition

OperationsManagement 1

- Resource &Workflow Layout


BUSINESS STUDIES

11SUBJECT

edition

OperationsManagement 2- Processes Mapping

& Supply Chain


BUSINESS STUDIES

12SUBJECT

edition

OperationsManagement 3

- ERP Metrics


BUSINESS STUDIES

13SUBJECT

edition

International Business


BUSINESS STUDIES

14SUBJECT

edition

Strategic BusinessPlanning


BUSINESS STUDIES

15SUBJECT

edition

Project & Research

Methods in Business

(Double)

Smart Study Guide

Contacts : M : [email protected] : www.sentinel9.com

4

Course Name

Course List

S1

S2

S3

S4

S5

S6

S7

Business Strategy

Economics

Marketing

Business Law

Organisational Behaviour, Human Resources & Leadership

Accounting

Finance

Enterprise Risk — Identification & Mitigation

Entrepreneurship & Innovation Management

Operations Management 1 — Resource & Workflow Layout

Operations Management 2 — Processes Mapping & Supply Chain

Operations Management 3 — Enterprise Resource Planning (ERP) Metrics


Strategic Business Planning — Formulation, Implementation & Evaluation

Applied Project & Research Methods in Business (Double)

S8

S9

S10

S11

S12

S13

S14

S15C

ourses

Course Code

S1 S2 S3 S4 S5

S6 S7 S8 S9 S10

S11 S12 S13 S14 S15

Course Code

5

ManagementCore

StrategyCore

QuantitativeCore

OperationsCore

CourseS3: Marketing S4: Business Law S5: Organisational Behaviour, Human Resources & Leadership S8:Enterprise Risk — Identification & MitigationS9: Entrepreneurship & Innovation ManagementS13: International Business

CourseS1: Applied Business Strategy

S14: Strategic Business Planning — Formulation, Implementation & Evaluation

CourseS2: Economics S6: Accounting S7: Finance S15: Applied Project & Research Methods in Business (Double)

CourseS10: Operations Management 1 —

Resource & Workflow LayoutS11: Operations Management 2 — Processes Mapping & Supply ChainS12: Operations Management 3 —

Enterprise Resource Planning (ERP) Metrics

Courses – Business StudiesCore RepresentationWhen exploring a speciality area of study, it is recommended the following subjects are proscribed in addition to your overall studies.

6

Micro-Credential Streams Double Credentials

Course Name

Applied Business Strategy Economics

Business Strategy Marketing

Business StrategyOrganisational Behaviour, Human Resources & Leadership

Economics International Business

Economics Marketing

EconomicsBusiness Law

Business Law Organisational Behaviour, Human Resources & Leadership

FinanceEntrepreneurship & Innovation Management

Enterprise Risk — Identi ication & MitigationEntrepreneurship & Innovation Management

AccountingFinance

Operations Management 1 — Resource & Work ow LayoutOperations Management 2 — Processes Mapping & Supply Chain

Operations Management 1 — Resource & Work ow LayoutOperations Management 3 — Enterprise Resource Planning (ERP) Metrics

Operations Management 2 — Processes Mapping & Supply Chain Operations Management 3 — Enterprise Resource Planning (ERP) Metrics

Strategic Business Planning — Formulation, Implementation & Evaluation Applied Project & Research Methods in Business (Double)

Course Code

Strategy + RiskS1S8

Strategy + MarketingS1S3

Strategy + Org Behaviour &LeadershipS1S5

Economics + International BusinessS2S13

Economics + MarketingS2S3

Economics + LawS2S4

Law + Org Behaviour LeadershipS4S5

Finance + EntrepreneurshipS7S9

Risk + EntrepreneurshipS8S9

Accounting + FinanceS6S7

Ops Mgt 1 + Ops Mgt 2S10S11



Stand-Aline SubjectsS14S15

7

S3

S1Strategy

+ Marketing

S13

S2Economics +


S4

S2Economics

+ Law

S9

S7Finance +

Entrepreneur-ship

S7

S6

Accounting + Finance

S12

S10

Ops Mgt 1 + Ops Mgt 3

S15

S14

Stand-Aline Subjects

Strategy + Risk

S1

S8

S2

S3

Economics + Marketing

S4

S5

Law + Org Behaviour Leadership

S8

S9

Risk + Entrepreneur-

ship

S10

S11


S11

S12


S1

S5

Strategy + Org

Behaviour &Leadership

Double Credentials

8

Micro-Credential Streams Triple Credentials

Course Name

Business StrategyEconomics Marketing

Business StrategyMarketingOrganisational Behaviour, Human Resources & Leadership

Business Strategy Marketing Enterprise Risk — Identification & Mitigation

Business Strategy Business Law Organisational Behaviour, Human Resources & Leadership

EconomicsMarketingInternational Business

Economics Business Law International Business

EconomicsBusiness Law Organisational Behaviour, Human Resources & Leadership

Finance Enterprise Risk — Identi ication & MitigationEntrepreneurship & Innovation Management

Accounting FinanceEntrepreneurship & Innovation Management

Operations Management 1 — Resource & Work ow LayoutOperations Management 2 — Processes Mapping & Supply Chain Operations Management 3 — Enterprise Resource Planning (ERP) Metrics

Course Code

Strategy + Economics + MarketingS1S2S3

Strategy + Marketing + Org Behaviour LeadershipS1S3S5

Strategy + Marketing + RiskS1S3S8

Strategy + Law + Org Behaviour LeadershipS1S4S5

Economics + Marketing + International BusinessS2S3S13

Economics + Law + International Business S2S4S13

Economics + Law + Org Behaviour LeadershipS2S4S5

Finance + Risk + EntrepreneurshipS7S8S9

Accounting + Finance+ EntrepreneurshipS6S7S9

Ops Mgt 1 + Ops Mgt 2 + Ops Mgt 2S10S11S12

9

S1

S2

S3

Strategy + Economics+ Marketing

S1

S3

S5

Strategy + Marketing

+ Org BehaviourLeadership

S1

S3

S8

Strategy + Marketing

+ Risk

S1

S4

S5

Strategy + Law


S2

S4

S5

Economics + Law


S2

S3

S13

Economics + Marketing

+ InternationalBusiness

S7

S8

S9

Finance + Risk

+ Entrepreneur-ship

S2

S4

S13

Economics + Law

+ InternationalBusiness

S6

S7

S9


+ Entrepreneur-ship

S10

S11

S12

Ops Mgt 1 + Ops Mgt 2+ Ops Mgt 2

Triple Credentials

10

Micro-Credential StreamsFour CredentialsDouble course micro-credentials streams can be combined during 1 study term to create a four course micro-credential stream.

e.g.1)

Stream 1S2 EconomicsS13 International BusinessS6 AccountingS7 Finance

e.g.2)

Stream 2S1 StrategyS3 MarketingS7 FinanceS9 Entrepreneurship

S13

S2Economics +


S7

S6


S3

S1Strategy

+ Marketing

S9

S7Finance +

Entrepreneur-ship

+

+

11

Sentinel | 9 Knowledge MapFeatures

Knowledge Maps

• Balance of academic theory & practical knowledge for workplace-ready graduates, and CPD courses applicable to practitioners

• Access to Applied Assignment Environment allows students to put their knowledge into practice using corporate-standard software

• Visualization Tools - Assist users in gaining a holistic understanding of the course

• Content Linkages - displays links between course material allowing students to read further and develop a comprehensive understanding of the field of study

Subject Staging

Course Timelin

e

Linkage Tables

Linkage Diagrams

VisualizationTools

ContentLinkages

12

S1. Business Strategy

OverviewThese modules focus on strategy and the study of strategic management theory in managing a company for the achievement of long-term company objectives, competitive advantage and business profitability. These modules are designed to introduce students to the processes of strategic analysis, strategy development, implementation and evaluation and to introduce students to the foundations of strategic thinking and game theory. These modules will develop students‘ understanding of the importance of developing a sustainable competitive advantage in an increasingly dynamic, global and interconnected world. Developing students’ mastery of strategic thinking though understanding how to manage organisations for long-term success by creating the value proposition, building competitive advantage and delivering outstanding results for all stakeholders. These modules are essential for future business executives and business leaders, as it helps realize the crucial importance of setting a vision, mission and goals of the organisation, aligning these with strategic objectives and tactics necessary strategies to attain the benefit of all stakeholders.

• Prescriptive Strategy• Emergent Strategy• Strategic Thinking• Design-led Thinking• Decision Making Models• Strategic Frameworks and Models.• Dominant themes in Strategy and Strategic

Management

H_S1M2 Strategic Management Approaches

• Evaluating a Company’s External Environment• Relevant Components of a Company’s External

Environment• Five Forces Framework• Strategic Group Analysis• Critical Success Factors (CSFs)• Evaluating a Company’s Resources, Capabilities

and Competitiveness• Analysing a Company’s Position and Current

Strategy• Organisation Objectives/Performance Analysis• Analysing Resources and Capabilities• The Value Chain and Customer Value Proposition• Competitive Strength Assessments

H_S1M3 Corporate Planning

• Building an Organisation Capable of GoodStrategy Execution

• The Five Generic Competitive Strategies• Developing Competitive Strategies• Corporate Strategy: Diversification and the Multi-

Business Company• Evaluating Business-Unit Competitive Strength

Using Portfolio Analysis

H_S1M4 Building Your Firm’s Business Strategy

Topics Covered

• Strategy is Defined as• Strategy and the Quest for Competitive

Advantage• Strategy and the Firm’s Business Model• The Ideology of Strategy

Code

H_S1M1

Name

Strategy Defined

13

• Functional Level Strategy• Globalising Your Strategy• Commerce is Everywhere: New Retail and the

Future

H_S1M5 Building Strategy for the Future

Learning Outcomes

Examine and evaluate the strategic management theories, concepts and strategy within an organisation and how they contribute to organisational objectives.1

Develop mastery of the skills and professional conduct required for strategic planning and corporate social responsibility in diverse business contexts.2

Critically evaluate the commercial, social, environmental and ethical factors impacting strategy in modern business.3

Undertake research, analyse and synthesize strategic management concepts, theories and strategic initiatives at the corporate, business and functional levels of an organisation.

4

Critically evaluate and develop solutions to complex strategic business problems and develop local and international strategic management plans and operations in diverse business contexts.

5

Course Linkage Map Course Linkage Table

Course Linkages display topics academically correlate to topics found in other courses

Graphic Representation Tabled Representation

* See printed example in Appendix 1

14

Topics Covered

S2. Economics

Code

B_S2M1

OverviewThese modules have been designed to introduce the fundamental principles of economic theories, models and tools employed by the Government, firms and other stakeholders to manage the economy. The coure examines various micro and macroeconomics topics, including demand and supply models, cost of production, resource allocation, market structures and market failures, macroeconomic indicators such as GDP, economic growth, inflation and unemployment, monetary and fiscal policy, and international trade. In these modules, students will also learn how to analyse the labour market, financial market and global economic issues such as financial and other crises.

Name

Economics: General Concepts & Microeconomics

B_S2M2 Economics: Macroeconomics

B_S2M3 Economics: Policies and Market Failure

B_S2M4 Economics: Exchange Rate and Trade Barriers

• Economics – Theoretical Foundations• Demand and Supply Analysis• Elasticity & Market Efficiency• Production and Cost Analysis• Market Structures

• Aggregate Demand & Supply• Gross Domestic Product• Employment & Inflation

• Economic Policies• Sources of Market Failure• Structural Market Failure• Transactional & Natural Market Failure

• Exchange Rate• Interest Rates• Trade Barriers• Tariffs• Taxation

• Financial Economics• International Economics• Transaction Cost Economics• Labour Economic• Environmental & Energy Economics

B_S2M5 Economic: Sub-Branches

15

Learning Outcomes

Gain a high-level understanding of the basic principles of economics and international trade.1

Analyse and use theories,concepts and tools of economic analysis for applications in the relevant industries.2

Analyse and evaluate the complex forces that affect the economic wellbeing of consumers, producers and the community in the market system.3

Undertake research and apply theoretical and practical knowledge of economics in investigating the issues related to organisations and countries and the formulation of appropriate economic solutions and economic policies.

4

Critically evaluate and synthesize information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes with sound analysis and recommendations.

5





16

Topics Covered

S3. Marketing

Code

A_S3M1

OverviewThroughout these modules, students will learn key marketing concepts including the principles of marketing, the marketing planning process and marketing environmental analysis. In these modules, students will learn how to analyse the marketing environment by using tools such as PESTLE, Five-Forces, SWOT Analysis, Porter’s Value Chain and Marketing Plan Templates. Students will examine current marketing practice in a diverse range of marketing contexts, and be introduced to the marketing functions required to establish competitive positioning and manage marketing decisions in the firm. These modules will provide students with the skills to effectively evaluate, manage and design the marketing function and contribute to a firm’s future marketing direction through applying modern marketing thought.

Name

Marketing and a Firm

A_S3M2 Situational Marketing Analysis

A_S3M3 Micro-environments – Industry and Market

• Marketing Orientation and Context• Creating Value and Competitive Advantage• Brand Marketing and Competitive Advantage• Market Research and Analysis

• External Environment – Analysis• Macro-environmental Analysis: PESTLE• Demographic Change and Consumer Behaviour• The Demographic Transition and Ageing• The Technology Evolution and Consumer

Behaviour• Stakeholder Analysis

• Industry and Market• Industry Analysis• Market Analysis• Enterprise Value Chain Analysis• Competitor Analysis• SWOT – Gap Analysis• Performing the TOWS Analysis and Building

Conversion Strategies• Risk – External and Internal

• Segmentation, Value Proposition and Target Market

• Product Life Cycle and Building a Product Strategy

• Segmentation and Targeting– Geography, Consumer Behaviour and Cultures

• Positioning Your Market Offering• Pricing Your Product for the Market• Channels and Distribution• Promotion and Brand Advertising• Direct Marketing• Business Development and Customer

Relationship Marketing (CRM)

A_S3M4 Formulating a Marketing Plan – Building Components

17

• Marketing and Information Technology• Marketing Information Systems: Sorting Data and

Reporting• Marketing and Information Technology• Marketing Automation Systems• The Marketing Profession and Building the

Marketing Team

A_S3M5 Executing a Marketing Plan

Learning Outcomes

Critically analyse and evaluate internal and external marketing environments, and stakeholder and customer relationships in a diverse range of marketing scenarios.1

Undertake research to understand marketing theories, concepts, and techniques for designing marketing and risk management plans in a variety of marketing situations.2

Design competitive positioning, branding and marketing strategies for real-world events.3

Develop a high-level mastery in marketing skills and professional conduct required for market planning in diverse marketing contexts. 4

Critically evaluate and synthesize information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the research outcomes in marketing with sound analysis and recommendations.

5





18

Topics Covered

• Overall Nature of the Law• Statutory Legislative Law• Common Equity Law• Tort Civil Law

S4. Business Law

Code

G_S4M1

OverviewThese modules are designed to introduce students to the legal system, business and corporations law and related matters. It is important for all professionals to have an appreciation of the role played by law in regulating society and the business community. This unit seeks to provide students with an understanding and knowledge of the legal system and sources of law in Australia. These modules examine the common law and statutory principles relating to the commercial environment and corporate governance. The unit combines elements of essential business law including key features of contract and other relevant areas of law. This unit also examines essential elements of corporations law including, the concept of separate legal entity, company formation and operation as well as corporate governance. This will include a study of the law relating to directors and management, members’ rights and winding up of a company. Overall, these modules provide the opportunity to research and analyse relevant legislation and case law and critically examine the role played by law in modern society.

Name

Fundamentals of Corporate Law

• Application of Law to Business Enterprise• Contract (& Commercial Litigation) Law• Elements of Contract• Offer and Acceptance• Terms of a Contract• Breach

Application of Law to Business Enterprise / Contract Law

• Industrial Relations & Employment Law• Intellectual Property (IP) Law• Insolvency Law Online Quiz• Taxation Law• Anti-Trust & Fair-Trading Law• Corporate Compliance Law• Enterprise & Business Structures• Sole Trader Individual• Partnerships (& Limited Partnerships)

G_S4M3 Insolvency Law / Enterprise & Business Structures

• Companies & Trusts (Private & Listed)• Joint Ventures, Licensing & Agency• Non-Profit Organisations (and NGOs)• Corporate Governance• Business Ethics & Compliance

G_S4M4 Companies & Trusts / Corporate Governance

• Shareholder Rights• Board Structure & Sub-Committee• Directors’ Roles & Duties• Risk & Insurance

G_S4M5 Shareholder Rights / Directors’ Duties

G_S4M2

19

Learning Outcomes

Demonstrate an understanding and evaluate the different legal issues arising in the business environment.1

Demonstrate knowledge and understanding of the main common law and statutory provisions which apply to institutions, personnel and commercial transactions in the Australian context.

2

Demonstrate skills in legal research, critical analysis and the written presentation of research and argument.3

Explain the benefits of ethics within the context of corporate and business law.4

Investigate, analyse and synthesize legal principles relating to commercial transactions, corporations and other forms of business organisations.5

Demonstrate an understanding of the underlying themes and issues and the key legal principles relating to commercial transactions, and/or corporate law.6

Demonstrate the capacity to apply legal reasoning and research to generate appropriate responses to legal problems in the corporate governance contexts.7

Identify and comment on the policy issues which arise in various topics, including the need for law reform where the law is considered deficient.8





20

Topics Covered

S5. Organizational Behavior, Human Resource and Leadership

Code

K_S5M1

OverviewThese modules have been designed to provide an understanding of the principles that underpin the leadership and management of people. Managing people involves working with individuals, teams and at the organisational level. It also involves leading individuals and groups in ways that help them perform at their best. To manage and lead effectively requires you to understand concepts that help you identify what works best in a given situation. They both also require the deployment of particular behaviour, skills and emotions that elicit the most positive responses from other people. In these modules we will look at the theory of managing and leading and we will also explore what it means for you as a leader and the ways you behave on a day-to-day basis.

Name

K_S5M2

K_S5M3

K_S5M4

• Introduction to OB, HRM and Leadership• Individual: How People Learn• Different Ways of Looking at Learning Styles• Personality at Work

• Motivation• Motivating Millennials and Post-millennials• Motivation and Remuneration

• Purpose of Performance Management• Approaches to Performance Management• Managing Groups and Teams• SHRM Processes and Human Resource

Information Systems• Recruitment to Redundancy• Employment relations

• Management vs Leadership• Approaches to Leadership• Leadership Competencies• Managing Oneself as a Leader• Leadership and Power• Leading across Cultures

• Models of Change• Revolutionary Change and Disruption• Crisis Management• The Nature Of Conflict• Conflict Management Methodologies• Quantum Skills

K_S5M5

Organizational Behavior, Human Resource Management and Leadership

Motivating Individuals

Performance Management

Leadership Approaches

Managing Change and Crisis

21

Learning Outcomes

Conduct research to understand theories and principles underpinning the behaviour of people in organisations to make informed decisions about how to behave in a given circumstance.1

Investigate and evaluate key challenges faced by business when managing people and be able to identify and employ techniques for managing individuals, teams and organisations.

2

Understand the industrial relations environment in which business operates and be able to evaluate and develop strategies that ensure compliance.3

Critically analyse and evaluate your behaviour as a leader and develop the ability to adapt your behaviour to best suit the context in which you are operating.4

Critically evaluate and synthesize information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the research outcomes in management and leadership practices and recommendations.

5





22

Topics Covered

• Accounting and Reporting in CommerceAccounting Equation & Cycles – Double Entry &Matching Periods

• Types of Accounts – Debit & Credit Rules• Accrual Accounting – Book Reconciliation• Accounting Conventions – GAAP & IFRS

S6. Accounting

Code

D_S6M1

OverviewThese modules introduce students to the fundamentals of financial and management accounting viewed from the perspective of the business manager. It focuses is on critical evaluation of accounting information contained in financial statements and application of key cost and management accounting techniques in daily business decisions. This unit adopts a managerial and analytical approach to the financial aspects of business management. After studying these modules students will learn the methods used in financial reporting and interpretation and applying these principles to business practice. Students will gain a better understanding and interpretation ability of a company’s cash-flows and profit, different classes of assets, liquidity positions, operating efficiency. Management accounting modules will equip students with an understanding of key costs and managerial accounting techniques used in costs control, costs management and planning.

Name

Accounting Principles

• Financial Statements-Application and Use• Income Statement/ Statement of Financial

Performance• Balance Sheet/Statement of Financial Position

D_S6M2 Financial Accounting #1

• Working Capital & Liquidity – Debtors, Creditors& Inventory Days

• Cash Flow Statement – Operational & ReportingFormats

• Economic Value Added (EVA) & Cash Flow Returnon Investment (CFRIO)

• Key Ratio Analysis – Short Term Acid Tests & LongTerm Viability

D_S6M3 Financial Accounting #2

• Material & Labour Costing• Job, Process and Batch costing• Activity Based Costing – Lean Operation• Standard Costing & Variances – Standard

Contribution, Variances & Recovery

D_S6M4 Management & Cost Accounting

• Intangibles, Human Capital & Goodwill –Recognition, Valuation & Amortization

• Audit – Internal & External• IT Systems in Accounting

D_S6M5 Limitations of Accounting

23

Learning Outcomes

Develop a high-level understanding of the accounting process and fundamental accounting principles that underpin the development of financial statements (e.g. accrual accounting vs. cash accounting, definition, recognition, measurement and disclosure of assets, liabilities, revenues, expenses; inventory models, provisions, depreciation; accounting for intangibles).

1

Undertake research and interpret the concepts and role of working capital, sources of working capital, ratios and their uses. Also, understand and use the concept of job costing, process costing, activity-based costing, JIT inventory system, EOQ model, and the concept and application of standard costing.2

Apply techniques from cost and management accounting, in deciding upon alternative courses of action using CVP analysis, capital budgeting techniques, inventory management model.

3

Analyse and critically evaluate financial performance and financial position of a business using information contained in financial statements; balance sheet, income statement, and cash flow statement.4

Critically analyse, evaluate and interpret the working capital position and working capital management of a business.5

Calculate and interpret different liquidity ratio, solvency ratio and operating efficiency ratio. Also, use standard costing, calculate variances and interpret them. Also, calculate and interpret EVA.

6





24

Topics Covered

• Time Value of Money – TVM• Present Value (PV) & Discounted Cash Flow (DCF)• Interest Rates, Annuities & Bonds• Efficient Market Hypothesis• Security Market Line – Risk & Return• Portfolio theory

S7. Finance

Code

F_S7M1

OverviewThese modules introduce students to the fundamentals of corporate finance viewed from the perspective of the business manager. It aims at imparting students with a managerial and analytical level understanding on topics such as time value of money, present value, future value, discounted cash flow, annuities, efficient market hypothesis, capital asset pricing model, portfolio theory, stock, options, future and derivative contracts, capital structure, weighted average costs of capital, capital budgeting techniques, and financial ratio analysis. These modules also cover company enterprise valuation method, stock valuation, fundamental and technical analysis, option valuation and pricing- numerical and Black-Scholes, financial forecasting, co-integration, random walk, seasonality, smoothing and errors. This course concludes with the introduction to survey and research method.

Name

Finance & Free Market Economies

• Optimal Capital Structure – Debt vs. Equity• Financial Leverage & Weighted Average Cost of

Capital (WACC)• Capital Budgeting Decision: Net Present Value

(NPV), Internal Rate of Return (IRR) & CapitalInvestments

• Financial Ratio Analysis

F_S7M2 Corporate Finance / Financial Ratio Analysis

• Capitalization Method –Company EnterpriseValue

• DCF Method – Company Enterprise Value• Common Stock Valuation• Derivatives – Options & Future Contracts

F_S7M3 Company & Stocks Valuations / Derivatives

• Numerical & Black-Scholes• Technical Analysis• Fundamental & Technical Analysis – Company

Equity Value

F_S7M4 Options Valuation & Fundamental vs Technical Analysis

• Regression, Correlation & Covariance• Time Series Analysis - Cointegration & Random

Walk• Econometric Tools – Seasonality, Smoothing &

Errors• Qualitative Methods – Survey, Research & Delphi

F_S7M5 Financial Forecasting

25

Learning Outcomes

Understand and apply the concepts of time value of money, present value, future value, discounted cash flows and other basic principles of finance.1

Apply expert judgement in using the concepts and role efficient market hypothesis, capital assets pricing model, portfolio theory to optimize financial management.2

Apply techniques of time value of money, discounted cash flows in the valuation of share, bond and investment proposals. Students will also learn how to apply techniques of fundamental company analysis, financial forecasting method, options valuation and

numerical (pricing) and Black-Scholes model.

3

Analyse and critically evaluate a firm’s capital structure, debt and equity position and determine the optimal debt-equity position.

4

Analyse and interpret the financial ratios and portfolio theory and practice management of a business.5

Calculate and interpret NPV, IRR, Pay Back Period, Profitability Index to evaluate projects.

6





26

Topics Covered

• Risk in Society and Commerce

S8. Enterprise Risk - Identification & Mitigation

Code

I_S8M1

OverviewThese modules have been designed to introduce external and internal drivers that can result in a range of operational, financial and strategic risks manifesting in organisations. These modules examine the role of corporate governance and compliance, introducing relevant standards, and suggest methods of developing and implementing appropriate risk-management strategies. In these modules, students will not only learn compliance but also learn how to develop useful risk-management skills, including some of the effective tools available for identifying, assessing and quantifying risk.

Name

Enterprise Risk: General Concepts

I_S8M2 Theoretical Foundation of Enterprise Risk

I_S8M3 Quantitative Measurements of Risk

I_S8M4 Application of Risk to Business Enterprise

• Risk and Volatility• Uncertainty, Complexity and Chaos• Nonlinear Dynamics - System Theory

• Statistical Tools – Value at Risk• International Ratings & Basel

• Enterprise Risk Management - ERM• Insurance and Hedging• Insurance Contracts & Types

• Volatility Uncertainly Complexity & Ambiguity(VUCA) Method

• Strategic Risk Analysis and Corporate Compliance• Sensitivity Analysis• Scenario Analysis – Stress Testing• Simulation – Monte Carlo Analysis• Corporate Compliance

I_S8M5 Risk Analysis

27

Learning Outcomes

Understand the basic theories and concepts in risk management and the relationship to areas of finance, operations, IT, innovation and development.1

Demonstrate the use of the valid and effective tools for identifying, assessing and quantifying risk.2

Use expert judgement to develop effective business cases for intangible issues such as potential risk and future rewards, to a level suitable for executive management decision making.3

Undertake research and synthesize theoretical and practical knowledge of risk management not only on a particular organisation but also on family and society.

4

Critically evaluate information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes with sound analysis and recommendations.

5





28

Topics Covered

S9. Entrepreneurship & Innovation Management

Code

J_S9M1

OverviewEntrepreneurship and Innovation is important in all areas of business and plays a crucial role in the economy. An understanding of the relationship between entrepreneurship and innovation is essential for identifying new opportunities, allocating resources efficiently and for achieving sustainable competitive advantage. Therefore, it is imperative that decision makers understand the key concepts of entrepreneurship and innovation and be able to apply this knowledge effectively to create solutions to consumer, market, environmental and social problems.These modules aim to provide students the opportunity to develop and enhance their skills and knowledge in the field of entrepreneurship and innovation. These modules include the following topics: entrepreneurship, corporate intrapreneurs, innovation and creativity, entrepreneurial start-ups, IT systems for innovation, strategy and succession planning.

Name

Entrepreneurship and Creativity

Innovation and Entrepreneurship

J_S9M3 Entrepreneurs and Corporate Intrapreneurs

• Entrepreneurship• Entrepreneurship Theories• Theories in Creativity• Creativity in Organisations• Entrepreneurship Mindset

• Types of Innovations• Innovation Theories• Paradigm Shift• Organisations Approach to Innovation• Driving & Implementing Innovation• Think Tank• The Power of Storyboarding• How to Manage Creative Teams• IT Systems for Innovation

• Similarities and Differences between Entrepreneurship and Intrapreneurship

• Entrepreneurial Problem Solving• Intrapreneurial Problem Solving• Collaborative Networks• Building a Culture of Innovation: The Role of

Leadership• What Makes a Leader• The GLOBE Study

• Intellectual Property• Your IP Strategy• Market Research• Evaluating Revenue & Cost Framework• Business Plan• Angel Investors• Venture Capitalist• Government Grants

J_S9M4 Evaluating and Financing Entrepreneurial Start-Ups

J_S9M2

29

• Senior Bank Debt• Subordinated Debt• Quasi Equity• Shareholder Equity• Mezzanine Debt

J_S9M5 Capital Structure and Succession Planning

Learning Outcomes

Understand the theoretical and practical knowledge in entrepreneurship and innovation, including recent developments in the discipline.1

Apply critical thinking to relevant research articles of contemporary relevance in entrepreneurship and innovation.2

Critically analyse information from a wide range of sources to create solutions innovatively to improve current practices.

3

Examine the key challenges faced by entrepreneurs and conceptualize a strategic response to overcome these challenges.4

Critically evaluate and synthesize information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes with sound analysis and recommendations.

5





30

Topics Covered

S10. Operations Management 1 - Resource & Workflow Layout

Code

L_S10M1

OverviewThese modules aimed to provide in-depth knowledge of aspects that are critical for the operations of any business. Operations management is concerned with effectively and efficiently designing, managing and optimizing processes, which are prevalent in both service and production organisations in various sectors such as banking, health care, education, retail, food and beverages, mining and manufacturing.

Name

Operational Management Fundamentals

L_S10M2 Capacity Management

L_S10M3 Continuous in Full on Time /Planning and Scheduling

L_S10M4 Resource Planning - HR Allocation & Engagement

• Emergence of Operations Management• Role of Operations Management• Effectiveness vs. Efficiency• Operations Technique-The four ‘V’s• Operational Strategy• Layout Deign

• Capacity Definition• Capacity and Utilization Measurement• Capacity Planning• Types of Capacity Measures• Capacity Utilization Rate• Capacity Utilization and Effects on Product and

Profit

• Continuous On Time In Full (OTIF) & Batch• Planning and Scheduling• Operations Planning

• HR Allocation and Engagement• Enterprise Resource Planning

• Sustainable Operations and Quality Management• Workplace Health and Safety• What is Environmental Sustainability?• Sustainable Operations Management• Quality Management• General Methods & Tools for Internal- External

Interface

L_S10M5 Health Safety and Environment (HS&E) & Project Management

31

Learning Outcomes

Gain a high-level understanding of the operations fundamental which includes efficiency vs. effectiveness, operational strategies, and system view of operations.1

Analyse and evaluate theoretical and practical knowledge of the operations of process design and capacity management to develop solutions.2

Analyse and evaluate the principles of workflow organisation to design a short-term operational plan to meet demand.3

Critically analyse information from a wide range of sources to create sustainable solutions innovatively to improve current operational practices.4

Critically evaluate and synthesize information from a wide range of sources to determine research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes in operations management with sound analysis and recommendations.

5





32

Topics Covered

Introduction to Process Management:

S11. Operations Management 2 - Process Mapping & Supply Chain

Code

M_S11M1

OverviewThese modules aims to provide in-depth knowledge of aspects that are critical for the Supply Chain Management of any business. Supply Chain Management is effectively coordinating the process of production, managing inventories, location and transportation of goods and services to achieve the best sustainable outcome for the customer.

Name

Process Management, Process Mapping & Design

M_S11M2 Procedural Outline and Quality /Communication Management

M_S11M3

M_S11M4

• Operations Management (OM)• Processes & Procedures

• Procedural Outline, Quality and Standard Operating Procedures

• Communication and Information Management• Cascade Model• “Stuck-Up” Model of Communication• Process Re-Engineering

• Lean Operations Systems• Services and Delivery in Supply Chain• Inventory and Cycle Optimization – Just in Time

( JIT) vs. Just in Case• Supply Chain Networks

• HR Allocation and Engagement• Enterprise Resource Planning

• Inventory and Cycle Optimization – Just-In-Time ( JIT) vs. Just-In-Case

• Top Five Techniques to Achieve Inventory Optimization

• The Philosophy of JIT• Kanban Production• JIT and Lean System within Operations

Management• Supply Chain Networks• Continuous Improvement• Kaizen• Technologies in Process and Supply Chain

M_S11M5

Quality and Productivity Management

Supply Chain Management

Supply Chain Management: Technology in Process

33

Learning Outcomes

Undertake independent research to understand the theoretical and practical knowledge of operations management to solve current business challenges.1

Understand and analyse the key concepts of process management.2

Apply critical thinking to supply chain management, quality and productivity management.3

Demonstrate a comprehensive understanding of communication and information flow in the business to improve current business practice.4

Critically evaluate and synthesize information from a wide range of sources to determine research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes in process management with sound analysis and recommendations.

5


Course Linkages display topics academically correlate to topics found in other course



34

Topics Covered

S12. Operations Management 3 - Enterprise Resource Planning (ERP) and Metrics

Code

N_S12M1

OverviewThese modules introduce students to the theory and applications of enterprise resource planning and operational systems and processes. A range of business decision analytics is covered in the course that has as their goal, optimizing economical use of resources and maximizing productivity and efficiency in the firm. Drawing on the recognizable tools, information technology and methods of operations management students will develop an understanding of enterprise planning, analytic models, deterministic methods of analysis, and scrutiny of results. Upon completion of these modules, students will understand the importance of examining and determining applicable information and determine preferred operational strategies for improvement. The consequences to the organisation and stakeholders of making improvements and changes are also considered.

Name

Enterprise Resource Planning

N_S12M2 Enterprise Resource Planning: External Priorities

N_S12M3 Enterprise Resource Planning: Internal Priorities

N_S12M4 Operational Indicator, KPIs and Metrics

• Operations of an Economic Entity• The Role of Information Technology in Business

• Overall Implementation Requisites for ERP• ERP: Integration and Supply Chain Support• Market Information and Sales Orders

• ERP: HR Planning and Utilization• ERP: Electronic Commerce – Accounting System

Interface• ERP: Life Cycles and Risks

• The Purpose of Metrics• Metric Relevance to Productivity and Quality

• Metrics and Measurements• IT systems in ERP

N_S12M5 Measurement and Presentation Tools

35

Learning Outcomes

Understand and analyse the key concepts in operations management, resource planning, application systems, operations management process tools and frameworks to improve core business processes.

1

Analyse and evaluate the role of enterprise resource planning as core to successful operations, and how operational practices contribute to the efficient operations in both service and manufacturing environments.

2

Investigate and analyse the core business processes of an organization’s internal and external supply chain interactions to create high-quality outcomes.3

Appraise the use of operations resource planning, modelling and analytical tools to recommend solutions to operational problems.4

Critically evaluate and synthesize information from a wide range of sources to determine research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes in process management with sound analysis and recommendations.

5





36

Topics Covered

• General Concepts• Globalization of Commerce• Comparative Advantage of Nations—Factor

Availability vs. Production Input• Comparative Advantage versus Absolute

Advantage• Strategies for Entering and Developing

International Markets• Foreign Direct Investment (FDI)• Foreign Exchange Markets and International

Monetary System• Exchange Rates Policies• Purchasing Power Parity (PPP)

S13. International Business

Code

C_S13M1

OverviewThese modules have been designed to introduce a variety of aspects of international business. Globalisation and growing international trade amongst many different countries have brought new challenges and opportunities for many new economies and established economies. This course intends to bring these new ways of doing business and new questions in the minds of international business leaders to discussion and provide some probable answers to these questions. The main objective of these modules is to prepare students, learners and managers to deal with forces affecting international businesses and to expand successfully in many international markets.

Name

International Economics and Trade Theory

• International Monetary Fund (IMF)• The World Bank• World Trade Organisation (WTO)• The Organisation for Economic Cooperation and

Development (OECD)• Emerging Markets & Regional Trade Zones

C_S13M2 Global Capital Markets and Regional Trade Zones

• Multinational Enterprise Structures• The Organizational Structure of a Multinational

Company• International Marketing• Global Marketing

C_S13M3 International Business Strategies #1

• Demographic Factors Affecting InternationalTrade

• International Accounting and Transfer Pricing• Cross Border Human Resource Management

C_S13M4 International Business Strategies #2

37

Learning Outcomes

• International Business Instruments• International Shipping and Freight Forwarders• Cross Border Agreements

C_S13M5 International Business Instruments and Agreements

Understand and evaluate the role of economic analysis within international business contexts and appreciate the economic underpinnings of business strategy in international settings.

1

Analyse and synthesize various models of competitive analysis to assess strategic behaviour in international business.2

Analyse and evaluate the complex competitive scenarios at both the firm and industry level to international business.

3

Apply theoretical and practical knowledge of competitive strategies in the context of globalisation, particularly major entry and exit strategies of international business.4

Critically evaluate information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes in international economics and business strategies with sound analysis and recommendations.

5





38

Topics Covered

S14. Strategic Business Planning

Code

E_S14M1

OverviewStrategic business planning is important because it provides clarity, direction and focus for the organization and therefore allows organizations to be proactive rather than reactive. It improves the organization’s management process and decision-making processes by enhancing allocative, operational, information and dynamic efficiency, including achieving a sustainable competitive advantage. Other benefits include an increase in market share, profitability and business longevity. Therefore, it is imperative that decision makers understand the key concepts of Strategic Business Planning and be able to apply this knowledge effectively to create solutions to consumer, market, environmental and social problems.

These modules aims to provide students with the opportunity to develop and enhance their skills and knowledge in the field of Strategic Business Planning. The unit includes the following topics: Vision and Mission Statements, Strategy Formulation, Strategy Implementation and Strategy Evaluation. As part of this unit, students will have access to the Levant Planium—Pro software, including a step by step detailed explanation of the software functions and processes to develop and complete a strategic business plan for an existing business or new innovative venture.

Name

Strategic Business Planning

E_S14M2 Vision & Mission Statements

• Levels of Strategic Business Planning• Theories of Business Strategy• Game Theory• Prisoner’s Dilemma• Game theory for Business• Setting the Scene: Game theory• Dominant Strategies• Nash Equilibrium• Repeated Game• Sequential Games• One-Shot and Multiple-Shot Games:• Strategic Leaders• Theories of Competitive Advantage• Strategic Management Theory and Processes• Levant Planium Pro Software

• Vision & Mission Statements• Relationship between, Vision, Mission and the

Business Strategy

• Levels in Strategy Formulation• Macro & Micro Environmental Analysis• PESTLE Analysis• Michael Porter—5-Forces & Competitor Analysis• Internal Resource & Capability Analysis• Risk Analysis & Mitigation Tactics• Marketing Mix 4P’s• Unique Selling Proposition (USP)• Value Proposition and USP• Segmentation

E_S14M3 Business Strategy Formulation

39

Learning Outcomes

• Principles of Strategy Evaluation• Strategy Evaluation• Evaluation Process• Evaluation Techniques• Financial Planning Concepts• Financial Business Planning• Profit Maximisation• Revenue Drivers• Cost Drivers• Key Financial Performance Ratios• Types of Efficiency• Transaction Cost theory• Capital Structure• Valuation/Capitalisation Method

E_S14M5 Business Strategy Evaluation

• General Operation Planning• Routine Actions: Processes, Procedures &

Communication• External Prospects & Internal Resources Gap

Comparison• Critical Success Factors

(E_S14M4) Business Strategy Implementation

Understand the theoretical and practical knowledge of strategic business planning to generate solutions to improve current practice.1

Produce a strategic business plan using the Levant-Planium Pro Software and improve their problem-solving and decision-making abilities to achieve a competitive advantage.2

Critically analyze information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the outcomes with sound analysis and recommendations.

3

Examine the key challenges faced by strategic business planners and conceptualize a strategic response to overcome these challenges.4

Critically evaluate and synthesize information from a wide range of sources to demonstrate research skills, show initiative in consulting the academic literature and demonstrate the capacity to document the research outcomes in strategic business planning with sound analysis and recommendations.

5


Graphic Representation Tabled Representation* See printed example in Appendix 1


40

Topics Covered

• Introduction to Research• Defining a Management Problem• Doing Scoping Research

S15. Applied Project & Research Methods in Business

Code

O_S15M1

OverviewThese modules have been designed to provide an understanding of the principles that underpin good business research. It looks at the research process from problem definition through to project conception and finally, publication of the research outcomes. Students will be introduced to a range of research processes that will inform their choice of research problem, research methodology, research methods and data analysis. These modules will also introduce them to the ethical and pragmatic concerns that impact the research process.

Name

Applied Research Methods

• Writing a Purpose Statement and ResearchQuestions

• Quantitative Research Approaches• Qualitative Research Approaches

O_S15M2 Quantitative & Qualitive

• Mixed Method Research Approaches• Ethical Considerations• Writing a Methodology and Methods

O_S15M3 Mixed Method Research

• Developing Data Collection Tools• Qualitative Data Analysis• Quantitative Data Analysis

O_S15M4 Qualitative Data Analysis & Quantitative Data Analysis

• Compare Findings to Literature• Discussion in a Quantitative Study• Discussion in a Qualitative Study• Writing a Conclusion

O_S15M5 Presenting Research Findings

41

Learning Outcomes

Understand and apply the principles underpinning the business research process and make informed decisions about how to undertake research in a given circumstance.1

Examine the key challenges faced by people when undertaking research in a business context and be able to identify and employ techniques for managing these challenges.2

Analyse a problem, undertake efficient desk research and write a problem statement.3

Undertake research using at least one qualitative or quantitative research technique to collect and analyse data.4

Present and defend your opinions by preparing a research report suitable for submission to a practitioner journal or presentation to business executives.5





42 APPENDIX 1

S1.1 What is Strategy

STAGE TOPICS COURSE LINKAGES

S1.1.1S1.1.2S1.1.3S1.1.4

Strategy and the Quest for Competitive AdvantageStrategy and the Firm’s Business ModelThe Ideology of Strategy

S14.1

1

S1.2.1S1.2.2S1.2.3S1.2.4

Prescriptive StrategyEmergent SstrategyStrategic ThinkingDesign Led Thinking

S8.2.32

S1.2 Strategic Management Approaches

S1.2.5S1.2.6S1.2.7

Decision Making ModelsStrategic Frameworks and Models.Dominant Themes in Strategy and Strategic Management

S1.3.4S1.3.5S1.3.6

S1.3.7

Strategic Group AnalysisCritical Success Factors (CSFs)Evaluating a Company’s Resources, Capabilities and CompetitivenessAnalysing a Company’s Position and Current Strategy

S1.3.1S1.3.2

S1.3.3

Evaluating a Company’s External EnvironmentRelevant Components of a Company’s External EnvironmentFive Forces Framework

3

4

5S14.4.4 S7.7 S14.3.2.3

1.3 Corporate planning

1.4 Building your Firm's Business Strategy

S1.3.8S1.3.9

Organisation Objectives/Performance AnalysisAnalysing Resources and Capabilities

S1.3.10S1.3.11

The Value Chain and Customer Value PropositionCompetitive Strength Assessments S14.4.3

S1.4.1

S1.4.2

Building an Organisation Capable of Good Strategy ExecutionThe Five Generic Competitive Strategies S3.1.3

S1.4.3S1.4.4

S1.4.5

Developing Competitive Strategies

CompanyEvaluating Business-unit Competitive Strength using Portfolio Analysis

S4.3.3S3.1.3 S7.3.3

S3.1.3 S3.1.2

S1.5.1S1.5.2

S1.5.3

Functional Level StrategyGlobalising your Strategy

Commerce is Everywhere: New Retail and the Future

6

7

8

9

10

11

1.5 Building Strategy for the Future

S14.2.2

S3.2 S14.3

S14.3.2.2

S3.2.8

S10.5 S14.4

S13.2.4 S13.3.1

LINKAGE TABLES1 Business Strategy Displays which topics academically correlate to topics found in other subjects.

PAGE 1 of 1© Sentinel | 9 Pty Ltd. All rights reserved

NOTE* The course linkage table for S1 is shown here as an example. There is a corresponding tabulated representation for each course.

43APPENDIX 1

S14.1 S14.1.1

S14.1.2

S14.1.3

S14.1.3.1

S14.1.3.2

S14.1.3.3

S14.1.3.4

S14.1.3.5

S14.1.3.6

S14.1.3.7

S14.1.3.8

S14.1.4

S14.1.5

S14.1.6

S14.1.7

S14.2 S14.2.1

S14.2.2

S14.3 S14.3.1

S14.3.2

S14.3.2.1

S14.3.2.2

S14.3.2.3

S14.3.2.4

S14.3.3

S14.3.4

S14.3.4.1

S14.3.4.2

S14.3.4.3

S14.3.4.4

S14.3.4.5

S14.4 S14.4.1

S14.4.2

S14.4.3

S14.4.4

S14.5 S14.5.1

S14.5.1.1

S14.5.1.2

S14.5.1.3

S14.5.2

S14.5.2.1

S14.5.2.2

S14.5.2.3

S14.5.2.4

S14.5.2.5

S14.5.2.6

S14.5.2.7

S14.5.2.8

S14.5.2.9

S14.5.2.10

S14.5.3

S14.5.3.1

S14.5.4

S14.5.5

S1.1 S1.1.1

S1.1.2

S1.1.3

S1.1.4

S1.2 S1.2.1

S1.2.2

S1.2.3

S1.2.4

S1.2.5

S1.2.6

S1.2.7

S1.3S1.3.1

S1.3.2

S1.3.3

S1.3.4

S1.3.5

S1.3.6

S1.3.7

S1.3.8

S1.3.9

S1.3.10

S1.3.11

S1.4S1.4.1

S1.4.2

S1.4.3

S1.4.4

S1.4.5

S1.5 S1.5.1

S1.5.2

S1.5.3

S2.1 S2.1.1

S2.2 S2.2.1

S2.2.2

S2.2.3

S2.2.4

S2.3S2.3.1

S2.3.2

S2.3.3

S2.3.4

S2.3.4.1

S2.3.4.2

S2.4 S2.4.1

S2.4.2

S2.4.2.1

S2.4.2.2

S2.4.2.3

S2.4.2.4

S2.4.2.5

S4.1

S4.2S4.2.1

S4.2.2

S4.2.3

S4.3S4.3.1

S4.3.2

S4.3.3

S4.3.4

S4.3.5

S4.3.6

S4.3.7

S4.4S4.4.1

S4.4.2

S4.4.3

S4.4.4

S4.4.5

S4.5S4.5.1

S4.5.2

S4.5.3

S4.5.4

S4.5.5

S4.6

S4.7

S4.8

S5.1

S5.2S5.2.1

S5.3

S5.4S5.4.1

S5.4.2

S5.4.3

S5.5S5.5.1

S5.5.2

S5.5.3

S5.5.4

S5.6 S5.6.1

S5.6.2

S5.6.3

S5.6.4

S5.6.5

S5.6.6

S5.7 S5.7.1

S5.7.2

S5.7.3

S5.7.4

S5.7.5

S5.8 S5.8.1

S5.8.2

S5.8.3

S5.9S5.9.1

S5.9.2

S5.10 S5.10.1

S5.10.2

S5.11 S5.11.1

S5.11.2

S5.11.3

S5.11.4

S5.12 S5.12.1

S5.12.2

S5.12.3

S5.13 S5.13.1

S5.13.2

S5.13.3

S11.1 S11.1.1

S11.1.2

S11.1.3

S11.1.4

S11.2

S11.3 S11.3.1

S11.3.2

S11.3.3

S11.3.4

S11.4

S11.5

S7.1

S7.2S7.2.1

S7.2.2

S7.2.3

S7.3S7.3.1

S7.3.2

S7.3.3

S7.4S7.4.1

S7.4.2

S7.5S7.5.1

S7.6S7.6.1

S7.7S7.7.1

S7.7.2

S7.7.3

S7.8S7.8.1

S7.8.2

S7.9S7.9.1

S7.9.2

S7.10S7.10.1

S7.10.2

S7.10.3

S7.10.4

S7.11

S8.1S8.1.1

S8.2S8.2.1

S8.2.2

S8.2.3

S8.3S8.3.1

S8.3.2

S8.4S8.4.1

S8.4.2

S8.4.2.1

S8.5S8.5.1

S8.5.2

S8.5.2.1

S8.5.2.2

S8.5.2.3

S8.5.2.4

S9.1S9.1.1

S9.1.2

S9.2S9.2.1

S9.2.2

S9.2.3

S9.3S9.3.1

S9.3.2

S9.3.3

S9.4S9.4.1

S9.4.2

S9.4.3

S9.4.4

S9.4.5

S9.4.6

S9.5S9.5.1

S9.5.2

S9.5.3

S9.5.4

S9.5.5

S9.5.6

S9.5.7

S9.6S9.6.1

S9.6.2

S9.6.3

S9.6.4

S9.6.5

S9.7S9.7.1

S9.7.2

S9.7.3

S9.8 S9.8.1

S9.8.2

S9.8.3

S9.9 S9.9.1

S9.9.2

S9.9.3

S9.9.4

S9.9.5

S9.9.6

S9.9.7

S9.10S9.10.1

S9.10.2

S9.10.3

S10.1 S10.1.1

S10.1.2

S10.1.3

S10.1.4

S10.1.5

S10.2 S10.2.1

S10.3 S10.3.1

S10.3.2

S10.3.3

S10.3.4

S10.3.5

S10.3.6

S10.4

S10.5S10.5.1

S10.6

S10.7 S10.7.1

S10.7.2

S10.7.3

S10.7.4

S10.8

S12.1 S12.1.1

S12.2 S12.2.1

S12.2.2

S12.2.3

S12.3S12.3.1

S12.3.2

S12.3.3

S12.4 12.4.1

S12.4.2

S12.5 S12.5.1

S6.1

S6.2 S6.2.1

S6.2.2

S6.2.3

S6.2.4

S6.3S6.3.1

S6.3.2

S6.3.3

S6.3.4

S6.3.5

S6.3.6

S6.3.7

S6.4S6.4.1

S6.4.2

S6.4.3

S6.4.4

S6.4.5

S6.4.6

S6.4.7

S6.5S6.5.1

S6.5.2

S6.6

S13.1 S13.1.1

S13.2S13.2.1

S13.2.1.1

S13.2.1.2

S13.2.2

S13.2.3

S13.2.3.1

S13.2.3.2

S13.2.4

S13.2.4.1

S13.2.4.2

S13.2.4.3

S13.2.4.4

S13.2.4.5

S13.3 S13.3.1

S13.3.1.1

S13.3.2

S13.3.2.1

S13.3.3

S13.3.4

S13.3.5

S13.4 S13.4.1

S13.4.1.1

S13.4.2

S15.1

S15.2

S15.3

S15.4

S15.5

S15.6

S15.7

S15.8

S15.9

S15.10

S15.11

S15.12

S15.13

S3.1 S3.1.1

S3.1.2

S3.1.3

S3.1.4

S3.2S3.2.1

S3.2.2

S3.2.3

S3.2.4

S3.2.5

S3.2.6

S3.2.7

S3.2.7.1

S3.2.7.2

S3.2.7.3

S3.2.7.4

S3.2.8

S3.2.8.1

S3.2.9

S3.3S3.3.1.

S3.3.2

S3.3.3

S3.3.4

S3.3.5

S3.3.6

S3.3.6.1

S3.3.7

S3.3.7.1

S3.3.8

S3.4S3.4.1

S3.4.2

S3.4.3

S3.4.4

S3.4.4.1

S3.4.4.2

S3.4.4.3

S3.4.5

S3.5

LINK

AGE M

APS1 Business Strategy

Displays w

hich topics academically correlate to topics found in other Courses.

© Sentinel | 9 Pty Ltd. All rights reserved

NOTE* The course linkage map for S1 is shown here as an example. There is a graphical representation for each course.

44 APPENDIX 1

S1.1

W

hat i

s St

rate

gy

S1.2

St

rate

gic

Man

agem

ent

App

roac

hes

S1.3

Co

rpor

ate

Plan

ning

S1.4

Bu

ildin

gYo

ur F

irm’s

Busi

ness

Stra

tegy

S1.5

Bu

ildin

gSt

rate

gyfo

r the

Futu

re

Revi

sion

S1A

pplie

d Bu

sine

ssSt

rate

gy fo

rM

anag

ers

S2.1

G

ener

alCo

ncep

ts

S2.3

M

acro

-ec

onom

ics

Revi

sion

S2.2

Mic

roec

onom

ics

S2.4

O

ther

Econ

omic

s

S2A

pplie

d Ec

onom

ics

for M

anag

ers

S3.1

M

arke

ting

and

the

Firm

S3.2

Si

tuat

iona

lM

arke

ting

Ana

lysi

s

S3.3

Fo

rmul

atin

g th

eM

arke

ting

Plan

- Bui

ldin

gCo

mpo

nent

s

S3.4

Ex

ecut

ing

the

Mar

ketin

g Pl

an

Revi

sion

S3A

pplie

d M

arke

ting

for M

anag

ers

S4.1

Co

ncep

t Pro

�le

- Fu

ndam

enta

ls o

f Co

rpor

ate

Law

S4.2

Ove

rall

Nat

ure

of

the

Law

S4.3

App

licat

ion

of

Law

to B

usin

ess

Ente

rpris

e

S4.4

En

terp

rise

&

Busi

ness

St

ruct

ures

S4.6

St

atut

ory

Repo

rtin

g &

D

iscl

osur

e

S4.7

M

&A

and

Lis

ting

-Le

gal

Fram

ewor

k &

S4

.8 I

T Sy

stem

s

S4.5

Co

rpor

ate

Gov

erna

nce

Revi

sion

S4Bu

sine

ss L

awfo

r Man

ager

s

Stage 1 2 3 4 5 6 7 8 9 10 11 12

S5.1

Intr

oduc

tion

to O

B,H

RM a

nd L

eard

ersh

ip&

S5.

2 In

divi

dual

: How

Peop

le L

earn

S5.3

Pers

onal

ity a

t wor

k &

S5.

4 In

divi

dual

: M

otiv

atin

g In

divi

dual

s

S5.5

Indi

vidu

al:

Perf

orm

ance

M

anag

emen

t

S5.6

Man

agin

g G

roup

s an

d Te

ams

S5.7

Org

anis

atio

n:

SHRM

Pro

cess

es

and

Hum

an

Reso

urce

In

form

atio

n Sy

stem

s

S5.8

Org

anis

atio

n:

HRM

Pro

cess

es:

Recr

uitm

ent t

o Re

dund

ancy

S5.9

Org

anis

atio

n:

Empl

oym

ent

Rela

tions

S5.1

0 L

eadi

ng:

Lead

ersh

ip

App

roac

hes

S5.1

1 L

eadi

ng:

Lead

ersh

ip

Skill

s

S5.1

2In

tegr

atio

n:

Man

agin

g Ch

ange

and

Cris

is

S5O

rgan

isat

iona

lBe

havi

our,

HR

&Le

arde

rshi

p

S5.1

3In

tegr

atio

n:

Con�

ict

Man

agem

ent

and

Neg

otia

tion

Revi

sion

S6.1

Con

cept

Pro

�le

– A

ccou

ntin

g an

d Re

port

ing

in C

omm

erce

&

S6.

2 Pr

inci

ples

of

Acc

ount

ing

S6A

ccou

ntin

g fo

r M

anag

ers

S6.3

Fina

ncia

lA

ccou

ntin

g

S6.4

Man

agem

ent

& C

ost

Acc

ount

ing

S6.5

Lim

itatio

ns o

fA

ccou

ntin

g

S6.6

IT S

yste

m in

Acc

ount

ing

S7Fi

nanc

e fo

rM

anag

ers

Revi

sion

S7.1

Conc

ept P

ro�l

e -

Fina

nce

& F

ree

Mar

ket

Econ

omie

s

S7.2

Prin

cipl

es o

f Fi

nanc

e -

Theo

ry

S7.3

Cap

ital M

arke

tTh

eory

- Ri

sk a

ndRe

turn

S7.4

Corp

orat

eFi

nanc

e

S7.5

Capi

tal

Budg

etin

g

S7.6

Und

erst

andi

ngFi

nanc

ial

Stat

emen

ts

S7.7

Com

pany

and

Stoc

ksVa

luat

ions

S7.8

Der

ivat

ives

Fina

ncia

lIn

stru

men

ts

S7.9

Ana

lysi

s fo

r Tra

ding

Purp

oses

- Te

chni

cal

Ana

lysi

s

S7.1

0Fi

nanc

ial

Fore

cast

ing

S7.1

1IT

Sys

tem

in F

inan

ce

Revi

sion

S8En

terp

rise

Ris

k -

Iden

ti�c

atio

n &

Mit

igat

ion

S8.1

Gen

eral

Conc

epts

S8.2

Theo

retic

alFo

unda

tion

of E

nter

pris

eRi

sk

S8.5

Risk

Ana

lysi

s

Revi

sion

S8.3

Qua

ntita

tive

Mea

sure

men

tsof

Ris

k

S9.1

Entr

epre

neur

ship

S9.2

Entr

pren

eurs

hip

Crea

tivity

S9.3

Inno

vatio

n &

Entr

epre

neur

ship

S9.4

Inno

vatio

nO

rgan

isat

ions

S9.5

Entr

epre

neur

ship

&Co

rpor

ate

Intr

apre

neur

urs

S9.6

Eva

luat

ing

Entr

epre

neur

ial

Star

tups

S9.7

Fin

anci

ng

Dec

isio

ns

for S

tart

ups

S9.8

Fun

ding

In

stru

men

ts

for E

ntre

pren

eurs

S9.9

Capi

tal

Stru

ctur

e &

Im

plic

atio

ns

S9.1

0 S

ucce

ssio

n Pl

anni

ng &

Ex

it St

rate

gy

Revi

sion

S10.

3Ca

paci

tyM

anag

emen

t

S10.

1 In

trod

uctio

n to

O

pera

tiona

l M

anag

emen

t Fu

ndam

enta

ls

S10.

2 S

yste

m V

iew

of

Ope

ratio

ns -

Des

igni

ng L

ayou

ts

S10.

4W

ork

Flow

Org

aniz

atio

n - C

ontin

uous

in F

ull

on T

ime

(IFO

T) &

Bat

ch

S10.

5Pl

anni

ng &

Sc

hedu

ling

S10.

6Re

sour

ce P

lann

ing

- H

R A

lloca

tion

& E

ngag

emen

t

S10.

8Pr

ojec

t Man

agem

ent -

G

ener

al M

etho

ds &

To

ols

for I

nter

nal -

Ex

tern

al In

terf

ace

Revi

sion

S13.

1 G

ener

alCo

ncep

ts

S13.

4 In

tern

atio

nal

Busi

ness

In

stru

men

ts &

A

gree

men

ts

S14.

1St

rate

gic

Busi

ness

Plan

ning

S14.

2Pr

elim

inar

y Vi

sion

& M

issi

on

Stat

emen

rs

S14.

4St

rate

gyIm

plem

enta

tion

S14.

5St

rate

gyEv

alua

tion

S15.

1In

trod

uctio

n to

Rese

arch

& S

15.2

De�

ning

a M

anag

eria

lPr

oble

m

S15.

3D

oing

Sco

peRe

sear

ch

S15.

4 W

ritin

g a

Purp

ose

Stat

emen

t &Re

sear

ch Q

uest

ions

S15.

5Q

uant

itativ

eRe

sear

chA

ppro

ache

s

S15.

6Q

ualit

ativ

eRe

sear

chA

ppro

ache

s

S15.

7 M

ixed

Met

hod

Rese

arch

Apr

oach

es

S15.

8Et

hica

lCo

nsid

erat

ions

S15.

9W

ritin

g a

Met

hodo

logy

& M

ehod

s

S15.

10W

ritin

g D

ata

Colle

ctio

n To

ols

S15.

11Q

ualit

ativ

e D

ata

Ana

lysi

s

S15.

12Q

uant

itativ

e D

ata

Ana

lysi

s &

S15

.13

Com

parin

g Fi

ndin

gs to

Li

tera

ture

and

Writ

ing

the

Fina

l Pap

er

Revi

sion

Revi

sion

Revi

sion

Revi

sion

Revi

sion

Subject

S9En

terp

rene

ursh

ip &

Inno

vati

onM

anag

emen

t

S10

Ope

rati

ons

Man

agem

ent 1

-Re

sour

ce &

Wor

k�ow

Layo

ut

S11

Ope

rati

ons

Man

agem

ent 2

-Pr

oces

ses

Map

ping

& S

uppl

y Ch

ain

S12

Ope

rati

ons

Man

agem

ent 3

-ER

P M

etri

cs

S13

Inte

rnat

iona

lBu

sine

ssfo

r Man

ager

s

S14

Stra

tegi

c Bu

sine

ssPl

anni

ng

S15

App

lied

Proj

ect

& R

esea

rch

Met

hods

in B

usin

ess

(Dou

ble)

S10.

7H

ealth

Saf

ety

& E

nviro

nmen

t (H

S&E)

- S

usta

inab

le

Ope

ratio

ns &

Q

ualit

y M

anag

emen

t

S11.

1 I

ntro

duct

ion

to P

roce

ss

Man

agem

ent

S11.

2

Qua

lity

&

Prod

uctiv

ity

Man

agem

ent

S11.

3In

trod

uctio

n to

Sup

ply

Chai

n M

anag

emen

t

S11.

4Co

ntin

uous

Impr

ovem

ent

S11.

5Te

chno

logy

in

Proc

ess

& S

uppl

y Ch

ain

Man

agem

ent

S12.

1O

pera

tions

of

an E

cono

mic

En

tity:

Ent

erpr

ise

Reso

urce

Pla

nnin

g

S12.

2 E

nter

pris

e Re

sour

ce

Plan

ning

: Ex

tern

al

Prio

ritie

s

S12.

3 E

nter

pris

e Re

sour

ce

Plan

ning

: In

tern

al

Prio

ritie

s.

S12.

4 O

pera

tiona

l In

dica

tor,

KPI’s

&

Met

rics

S12.

5 M

easu

rem

ent

& P

rese

ntat

ion

Tool

s

S13.

2In

tern

atio

nal

Econ

omic

s &

Tr

ade

Theo

ry

S13.

3In

tern

atio

nal

B

usi

nes

s St

rate

gie

s

S14.

3St

rate

gyFo

rmul

atio

n

S8.4

App

licat

ion

of

Risk

to B

usin

ess

Ente

rpris

e

1 2 3 4 5 6 7 8 9 10 11 12

S1A

pplie

d Bu

sine

ssSt

rate

gy fo

rM

anag

ers

S2A

pplie

d Ec

onom

ics

for M

anag

ers

S3A

pplie

d M

arke

ting

for M

anag

ers

S4Bu

sine

ss L

awfo

r Man

ager

s

S5O

rgan

isat

iona

lBe

havi

our,

HR

&Le

arde

rshi

p

S6A

ccou

ntin

g fo

r M

anag

ers

S7Fi

nanc

e fo

rM

anag

ers

S8En

terp

rise

Ris

k -

Iden

ti�c

atio

n &

Mit

igat

ion

S9En

terp

rene

ursh

ip &

Inno

vati

onM

anag

emen

t

S10

Ope

rati

ons

Man

agem

ent 1

-Re

sour

ce &

Wor

k�ow

Layo

ut

S11

Ope

rati

ons

Man

agem

ent 2

-Pr

oces

ses

Map

ping

& S

uppl

y Ch

ain

S12

Ope

rati

ons

Man

agem

ent 3

-ER

P M

etri

cs

S13

Inte

rnat

iona

lBu

sine

ssfo

r Man

ager

s

S14

Stra

tegi

c Bu

sine

ssPl

anni

ng

S15

App

lied

Proj

ect

& R

esea

rch

Met

hods

in B

usin

ess

(Dou

ble)

SubjectStage

Stage Su

bject

Stage

Subject

This

sho

ws

the

stag

ing

of e

ach

subj

ect a

nd g

ives

an

insi

ght t

o ho

w m

any

stag

es e

ach

spec

ific

subj

ect h

as.

COU

RSE

STAG

ING

This

tool

can

ass

ist i

n co

mpl

etin

g th

e su

bjec

ts w

ithin

or a

typi

cal 1

2-w

eek

term

per

iod.

© S

entin

el |

9 Pt

y Lt

d. A

ll rig

hts r

eser

ved

45APPENDIX 1

S1.1 W

hat is Strategy

S1.2 Strategic

Managem

entA

pproaches

S1.2 Strategic

Managem

entA

pproaches

S1.3 CorporatePlanning



S1.4 Building

Your Firm’s

BusinessStrategy

S1.4 Building

Your Firm’s

BusinessStrategy


S1A

pplied BusinessStrategy forM

anagers

S2A

pplied Economics

for Managers

S3A

pplied Marketing

for Managers

S4Business Lawfor M

anagers

Stage

123456789101112

S5O

rganisationalBehaviour, H

R &Leardership

S6A

ccounting for M

anagers

S7Finance forM

anagers

S8Enterprise Risk -

Mitigation

SubjectS9

Enterpreneurship &Innovation

Managem

ent

S10O

perationsM

anagement 1 -

Layout

S11O

perationsM

anagement 2 -

Processes Mapping

& Supply Chain

S12O

perationsM

anagement 3 -

ERP Metrics

S13International

Businessfor M

anagers

S14Strategic BusinessPlanning

S15A

pplied Project&

Research Methods

in Business (Double)

S1A

pplied BusinessStrategy forM

anagers

S2A

pplied Economics

for Managers

S3A

pplied Marketing

for Managers

S4Business Lawfor M

anagers

S5O

rganisationalBehaviour, H

R &Leardership

S6A

ccounting for M

anagers

S7Finance forM

anagers

S8Enterprise Risk -

Mitigation

S9Enterpreneurship &

InnovationM

anagement

S10O

perationsM

anagement 1 -

Layout

S11O

perationsM

anagement 2 -

Processes Mapping

& Supply Chain

S12O

perationsM

anagement 3 -

ERP Metrics

S13International

Businessfor M

anagers

S14Strategic BusinessPlanning

S15A

pplied Project&

Research Methods

in Business (Double)

Subject

Stage

StageSubject

Stage

Subject123456789101112

S1.5 Building Strategy

for the Future

S1.5 Building Strategy

for the Future

RevisionRevision

RevisionRevision

RevisionRevision

RevisionRevision

RevisionRevision

RevisionRevision

RevisionRevision

Revision

S2.1 G

eneralConcepts

S2.2M

icroeconomics

S2.2M

icroeconomics

S2.2M

icroeconomics

S2.3 M

acro-econom

ics

S2.3 M

acro-econom

ics

S2.3 M

acro-econom

ics

S2.3 M

acro-econom

ics

S2.4 O

therEconom

ics

S2.4 O

therEconom

ics

S2.4 O

therEconom

ics

S3.1 M

arketing &the Firm

S3.2 SituationalM

arketingA

nalysis

S3.2 SituationalM

arketingA

nalysis

S3.2 SituationalM

arketingA

nalysis

S3.2 SituationalM

arketingA

nalysis

S3.3 Form

ulating theM

arketing Plan- Building

Components

S3.3 Form

ulating theM


Components

S3.3 Form

ulating theM


Components

S3.3 Form

ulating theM


Components

S3.4 Executing the

Marketing Plan

S3.4 Executing the

Marketing Plan

S4.1

Fundamentals of

Corporate Law

S4.2O

verall N

ature of the Law

S4.3A

pplication of Law

to Business Enterprise

S4.3A

pplication of Law


S4.3A

pplication of Law


S4.4 Enterprise &

Business

Structures

S4.6 Statutory

Reporting &

Disclosure

S4.7 M

&A

and Listing -

Legal Fram

ework &

S4.8 IT System

s

S4.5 Corporate

Governance

S4.5 Corporate

Governance

S4.4 Enterprise &

Business

Structures

S5.1Introduction to O

B,H

RM and Leardership

& S5.2 Individual:

How

People Learn

S5.3Personality at w

ork &

S5.4 Individual: M

otivating Individuals

S5.5 Individual:

Performance

Managem

ent

S5.6M

anaging G

roups and Team

s

S5.7O

rganisation: SH

RM Processes

and Hum

an Resource

Information System

s

S5.8 O

rganisation: H

RM Processes:

Recruitment to

Redundancy

S5.9 O

rganisation: Em

ployment

Relations

S5.10 Leading:

Leadership A

pproaches

S5.11 Leading:

Leadership Skills

S5.12Integration: M

anaging Change and Crisis

S5.13Integration:

Managem

ent and N

egotiation

S6.1

Accounting and Reporting in Com

merce

& S6.2 Principles of A

ccounting

S6.3Financial

Accounting

S6.4M

anagement

& Cost

Accounting

S6.5Lim

itations ofA

ccounting

S6.6IT System

inA

ccounting

S6.3Financial

Accounting

S6.3Financial

Accounting

S6.4M

anagement

& Cost

Accounting

S6.4M

anagement

& Cost

Accounting

S6.4M

anagement

& Cost

Accounting

S6.4M

anagement

& Cost

Accounting

S7.1

Finance &

Free Market

Economies

S7.2Principles of

Finance -Theory

S7.3 Capital M

arketTheory - Risk

and Return

S7.4Corporate

Finance

S7.5Capital

Budgeting

S7.6 U

nderstandingFinancial

Statements

S7.7 Com

panyand StocksValuations

S7.8 D

erivativesFinancial

Instruments

S7.9 A

nalysis for Trading Purposes

- TechnicalA

nalysis

S7.10Financial

Forecasting

S7.11IT Systemin Finance

S8.1 G

eneralConcepts

S8.2TheoreticalFoundation

of EnterpriseRisk

S8.5Risk A

nalysis

S8.3Q

uantitativeM

easurements

of Risk

S8.4A

pplication of Risk to Business

Enterprise


of EnterpriseRisk


of EnterpriseRisk

S8.3Q

uantitativeM

easurements

of Risk

S8.4A

pplication of Risk to Business

Enterprise

S8.5Risk A

nalysis

S8.5Risk A

nalysis

S9.1Entrepreneurship

S9.2Entrpreneurship

Creativity

S9.3 Innovation &

Entrepreneurship

S9.4Innovation

Organisations


& Corporate

Intrapreneururs

S9.6 Evaluating

Entrepreneurial Startups

S9.7 Financing D

ecisions for Startups

S9.8 Funding

Instruments

for Entrepreneurs

S9.9Capital

Structure &

Implications

S9.10 Succession Planning &

Exit Strategy


& Corporate

Intrapreneururs

S10.3Capacity

Managem

ent

S10.1 Introduction to

Operational

Managem

ent Fundam

entals

S10.2 System

View

of Operations -

Designing Layouts

S10.4W

ork Flow

Organization -

Continuous in Full on Tim

e (IFOT)

& Batch

S10.5Planning &

Scheduling

S10.6Resource Planning -

HR A

llocation &

Engagement

S10.8Project M

anagement -

General M

ethods &

Tools for Internal - External Interface

S10.7H

ealth Safety &

Environment (H

S&E)

- Sustainable O

perations &Q

uality Managem

ent

S10.3Capacity

Managem

ent

S10.3Capacity

Managem

ent

S10.7H

ealth Safety &

Environment (H

S&E)

- SustainableO

perations &

Quality M

anagement

S11.1 Introduction

to Process M

anagement

S11.2 Q

uality &

Productivity M

anagement

S11.3Introduction

to Supply Chain M

anagement

S11.4Continuous

Improvem

ent

S11.5Technology in

Process & Supply

Chain M

anagement

S11.1 Introduction

to Process M

anagement

S11.1 Introduction

to Process M

anagement

S11.1 Introduction

to Process M

anagement

S11.3Introduction

to Supply Chain M

anagement

S11.3Introduction

to Supply Chain M

anagement

S11.3Introduction

to Supply Chain M

anagement

S12.1O

perations of an Econom

ic Entity: Enterprise

Resource Planning

S12.2 Enterprise

Resource Planning: External Priorities

S12.3 Enterprise

Resource Planning: Internal Priorities.

S12.4 O

perational Indicator, KPI’s

& M

etrics

S12.5 M

easurement

& Presentation

Tools

S12.2 Enterprise


S12.2 Enterprise


S12.3 Enterprise


S12.3 Enterprise


S12.4 O

perational Indicator, KPI’s

& M

etrics

S12.5 M

easurement

& Presentation

Tools

S13.1 G

eneralConcepts

S13.4 International

Business Instrum

ents &

Agreem

ents

S13.2International Econom

ics &

Trade Theory

S13.3In

ternatio

nal

Bu

siness

Strategies


ics &

Trade Theory


ics &

Trade Theory


ics &

Trade Theory

S13.3In

ternatio

nal

Bu

siness

Strategies

S13.3In

ternatio

nal

Bu

siness

Strategies

S13.3In

ternatio

nal

Bu

siness

Strategies

S13.4 International

Business Instrum

ents &

Agreem

ents

S14.1StrategicBusinessPlanning

S14.2Prelim

inary Vision &

Mission

Statemenrs

S14.4Strategy

Implem

entation

S14.5Strategy

Evaluation

S14.3Strategy

Formulation

S14.1StrategicBusinessPlanning

S14.3Strategy

Formulation

S14.3Strategy

Formulation

S14.3Strategy

Formulation

S14.5Strategy

Evaluation

S14.5Strategy

Evaluation

S15.1Introduction to

Research & S15.2

Managerial

Problem

S15.3D

oing ScopeResearch

S15.4 W

riting a PurposeStatem

ent &Research Q

uestions

S15.5Q

uantitativeResearch

Approaches

S15.6Q

ualitativeResearch

Approaches

S15.7 M

ixed Method

ResearchA

proaches

S15.8Ethical

Considerations

S15.9W

riting aM

ethodology&

Mehods

S15.10W

riting Data

Collection Tools

S15.11Q

ualitative Data

Analysis

S15.12Q

uantitative D

ata Analysis &

S15.13 Com

paring Findings to Literature and W

riting the Final Paper

This shows the tim

eline of each subject across the whole course based on 12 stages and 15 subjects. This w

ay you can horizontally look at the topics covered in each stage right across the course.

COU

RSE TIMELIN

E

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