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Business Management

EBM400: BUSINESS MANAGEMENT HONOURS

The programme consists of five lectured modules as well as a treatise on an approved topic (EBML400). The compulsory module combinations, four in total, are indicated with an asterisk (*). With the permission of the Heads of the Departments concerned, a candidate may replace ONE of EBMN400, EBMI400, EBMG400 or EBMK400 with one approved module from another discipline on condition that the candidate took the subject concerned as a major for the BCom degree.

  • EBMG400: Investment Management
  • EBMH400: Strategic Management*
  • EBMI400: Marketing Management
  • EBMJ400: Financial Management*
  • EBMK400: Capita Selecta from a sub-discipline not appearing under one of the other codes
  • EBML400: A treatise on an approved practical problem*
  • EBMN400: Entrepreneurship and Small Business Management
  • EBMR400: Business Research*

Evaluation of the programme

All candidates will be subject to continuous evaluation (mid-term test, assignments and presentations).

Candidates will pass the module should the combined class mark (i.e. the continuous evaluation score) and examination marks be at least 50%. The weights of the continuous evaluation and examination marks will be made known for each module at the start of the module.

Should the combined class and examination mark be between 45% and 49% a reassessment will be possible only on the recommendation of the external examiner.

Candidates who fail one module may repeat that module once. A failure of two or more modules implies the cancellation of registration of such a candidate.

 

EBMG400: Credit value 20

Module coordinator: Ms S Viviers
 

Investment Management

  • Introduction
    • The investment environment
    • Risk and return
  • Financial markets and security types
    • Classifying securities
    • Interest-bearing securities
    • Equities
    • Derivatives
    • Option contracts
  • Fundamental analysis
    • Macroeconomic and industry analysis
    • Earnings and cash flow analysis, including financial statements
  • Valuation of ordinary shares
    • Security analysis
    • The dividend discount model
    • The two stage dividend growth model
    • Price ratio analysis
  • Share price behaviour and market efficiency
    • Technical analysis
    • Market efficiency
    • Price behaviour and market efficiency
  • Interest rates and bond markets
    • Term structure of interest rates
    • Bond prices and yields
    • Corporate bonds (debentures)
    • Government bonds
    • Mortgage-backed securities
  • Options, derivatives and futures
    • Stock (share) options
    • Option valuation
    • Future contracts
  • Portfolio management
    • Diversification and asset allocation
    • Return, risk and the security market line
    • Bond portfolio management strategies
    • Equity portfolio management strategies
    • Unit trusts
    • International finance and investments

EBMH400: Credit value 20

Module coordinator: Prof C Arnolds
 

Strategic Management

  • The strategic management process
    • The five tasks of strategic management
    • Who performs the five tasks of strategic management?
    • The benefits of a “strategic approach” to managing
  • The three strategy-making tasks
    • Direction-setting task
    • Establishing objectives
    • Crafting a strategy
    • The factors that shape a company’s strategy
  • Industry and competitive analysis
    • The methods of industry and competitive analysis
  • Evaluating company resources and competitive capabilities
    • How well is the present strategy working?
    • How strong is the company’s competitive position?
    • What strategic issues does the company face?
  • Strategy and competitive advantage
    • The five generic competitive strategies
    • Vertical integration strategies and competitive advantage
    • Cooperative strategies and competitive advantage
    • Using offensive strategies to secure competitive advantage
    • Using defensive strategies to protect competitive advantage
    • First-mover advantages and disadvantages
  • Matching strategies to a company’s situation
    • Industry leaders
    • Runner-up firms
    • Weak businesses
  • Strategy and competitive advantage in diversified companies
    • Building shareholder value
    • Diversification strategies
    • Related diversification strategies
    • Unrelated diversification strategies
    • Divestiture and liquidation strategies
    • Corporate turnaround, retrenchment and portfolio restructuring strategies
    • Multinational diversification strategies
    • Combination related-unrelated diversification strategies
  • Evaluating the strategies of diversified companies
    • Evaluating industry attractiveness: three tests
    • Evaluating the competitive strength of each of the company’s business units
    • Strategic-fit analysis
    • Resource fit analysis
    • Ranking the business units on the basis of post performance and future prospects
    • Resource allocation priorities
    • Crafting a corporate strategy
  • Implementing strategy: building resource capabilities and structuring the organisation
    • Leading the implementation process
    • Building a capable organisation
    • Organisational structures
  • Implementing strategy: budgets, policies, best practices, support systems and rewards
    • Creating strategy-supportive policies and procedures
    • Instituting best practices and a commitment to continuous improvement
    • Installing support systems
    • Strategy supportive reward systems
  • Culture and leadership
    • Building a strategy supportive corporate culture
    • Exerting strategic leadership

EBMI400: Credit value 20

Marketing Management

  • Introduction
    • Marketing strategy and decision-making
    • Formulating marketing strategy
  • Consumer behaviour
    • Customer decision-making
  • The elements of marketing
    • Product positioning
    • The product life cycle
    • Product development, market response
    • Management of established products and product lines
    • Price strategy
    • Distribution strategy
    • Promotion strategy
  • Competitive behaviour
    • Tactics and control
  • The marketing plan: An example and review of marketing strategy

EBMJ400: Credit value 20

Financial Management

  • Fundamental concepts
    • An overview of financial management
    • Risk and return (includes the modern portfolio theory, beta analysis and the capital assets pricing model)
    • Valuation of securities (includes bond yields and different risk premiums)
    • Valueing the firm: The cash flow model
  • Strategic investment decisions
    • Determining the cost of capital
    • Capital budgeting decision criteria
    • Cash flow estimation
    • Risk analysis and real options
  • Strategic financing decisions
    • Long-term financial planning
    • Capital structure decisions
    • Dividend policy
  • Tactical financing decisions
    • Investment banking and financial restructuring
    • Lease financing
    • Hybrid financing
  • Working capital management
    • Current asset management
    • Short-term financing
    • Other topics in working capital management

EBMN400: Credit value 20

Entrepreneurship and Small Business Management

  • The nature and importance of entrepreneurship and the development of entrepreneurial skills
    • Introduction
    • The nature, role, scope and importance of entrepreneurship in South Africa
    • The development of entrepreneurial skills
    • The entrepreneurial process
      • The entrepreneur and his/her team
      • Resources
      • Opportunity
      • Fit between entrepreneur, resources and opportunity
    • The entrepreneurial mind in thought and action
  • New venture ideas and opportunity recognition and screening
    • New venture ideas
    • Opportunity recognition and screening
  • The value and importance of buying into an existing business opportunity
    • Buying and evaluating existing business opportunities
    • Franchising
  • Preparing and compiling a comprehensive business plan and financing entrepreneurial ventures
    • Resource requirements and the what, whether, and why of the business plan
    • The business plan
    • Entrepreneurial finance and obtaining risk and debt capital
  • Contemporary issues facing the entrepreneur and small businesses
    • Family ventures
    • Managing growth
    • International business/exports
    • Intrepreneurship
    • Social responsibility and personal ethics
    • The troubled company

EBMR400: Credit value 20

Business Research

  • Understanding research
    • Definition and purpose of research
    • Qualities of a good researcher
    • Types of research
    • The research process
    • Characteristics of a good research project
  • Dealing with conceptual issues
    • Research paradigms
    • Paradigms and methodology
    • Types of research methodology
    • Positivistic methodologies
    • Phenomenological methodologies
    • Mixing methodologies
  • Searching the literature
    • Generating a research topic
    • Overview of the literature search
    • Starting a literature search
    • Computerised databases
    • Recording references
    • The literature review
  • Determining the research design
    • Overview of research design
    • Identifying a research problem
    • Determining the purpose of the research
    • Developing a theoretical framework
    • Defining research questions or hypotheses
    • Defining terms and concepts
    • Identifying limitations and delimitations
    • Deciding the methodology
    • Determining the expected outcome
    • Writing the research proposal
  • Collecting original data
    • Overview of data collection
    • Variables
    • Data collection methods
    • Measurement and scaling concepts
    • Attitude measurement
    • Questionnaire design and pre-testing
    • Sampling and fieldwork
    • Coding for computer analysis
    • Recording data and observations
  • Analysing quantitative data: Part I
    • Overview of quantitative data analysis
    • Exploratory data analysis
    • Presenting frequencies and percentages
    • Measuring location
    • Measuring dispersion
    • Measuring change
    • Cross tabulations
    • Confirmatory data analysis
    • Estimating from samples
    • Measuring association
    • Measuring differences
    • Forecasting
  • Analysing quantitative data: Part II
    • Univariate statistics
    • Chi-square test for goodness of fit
    • Bivariate analysis: tests of differences
    • t-test for comparing two means
    • z-test for comparing two proportions
    • ANOVA
    • Bivariate analysis: measures of association
    • Correlations
    • Regression analysis
    • Multivariate analysis
    • Analysis of interdependence: exploratory factor analysis
    • Analysis of dependence: multiple regression analysis
  • Analysing qualitative data
    • Overview of qualitative data analysis
    • Quantifying methods of qualitative data analysis
    • Non-quantifying methods of qualitative data analysis
    • Evaluating the analysis
  • Writing up the project
    • Planning the research report
    • Content of the report
    • Presenting qualitative data
    • Presenting quantitative data
    • Eleventh-hour strategies
    • Standards
    • The viva
    • Writing papers and articles