BANGOR BUSINESS SCHOOL - Bangor University

POSTGRADUATE 

STUDENT HANDBOOK 

BANGOR BUSINESS SCHOOL 

in the 

College of Business, Social Sciences & Law 

Bangor University 

Gwynedd LL57 2DG 

Reception Tel: (01248) 383231 

Reception FAX: (01248) 383228 

e-mail: bbs@bangor.ac.uk 

Head of School: Professor Phil Molyneux 

Postgraduate Director of Studies (Business) & Deputy Head of School: 

Professor Sally Sambrook 

Postgraduate Director of Studies (Finance): Professor Jonathan Williams 

Curriculum Support Manager: Miss Rachel Gibbs 

0

CONTENTS 

WELCOME TO BANGOR 2 

1. THE BANGOR BUSINESS SCHOOL 3 

2. GENERAL INFORMATION 4-5 

3. STAFF DETAILS 6-7 

4. TIMETABLE STRUCTURE FOR THE 2008/09 ACADEMIC YEAR 8 

5. CONTINUOUS ASSESSMENTS AND ASSIGNMENTS 9-11 

1 

Page 

6. GUIDE TO MARKING CRITERIA FOR ASSESSMENTS AND 12-13 

EXAMINATIONS 

7. ACADEMIC MISCONDUCT AND UNFAIR PRACTICE 14-15 

8. THE PERSONAL TUTOR SCHEME 16-19 

9. HEALTH AND SAFETY 20-21 

10. DEGREE PROGRAMME STRUCTURES 22-31 

11. SUMMARY MODULE OUTLINES 31-73

Message from the Head of School 

Welcome to the Bangor Business School! 

WELCOME TO BANGOR 

Our emphasis within Bangor Business School is very much on friendly and informal 

relationships between staff and students. One of the advantages of studying in a 

School with a relatively small number of students (in comparison with some of the 

‘big city’ campuses) is that you will easily make personal contact with members of 

staff, who are always ready and willing to help out with any difficulties which you may 

encounter during your studies. Bangor Business School, therefore, offers you the 

opportunity to study in a School which combines an international academic 

reputation with a friendly, welcoming and hospitable atmosphere. We look forward to 

working with you to enhance your university experience. 

Professor Phil Molyneux, 

Head of Bangor Business School 

2

1. THE BANGOR BUSINESS SCHOOL 

Bangor Business School is part of the College of Business, Social Sciences and 

Law. This new College came into effect on 1 August 2006 as part of a wider reorganisation 

of the University into six Colleges. Bangor Business School is a multidisciplinary 

school, which employs over 30 full-time academic staff (including thirteen 

professors), together with external lecturers, tutorial assistants and other support 

staff. 

It is essential that lecturers remain active in research, publication and consultancy. 

This ensures that the courses remain fresh and relevant, and include the latest ideas 

and developments from academe and practice. Lecturers in Bangor Business 

School are more than just teachers; their active research record allows them to bring 

an enthusiasm and authority to their subjects. 

In the last UK-wide RAE (Research Assessment Exercise), Bangor Business School 

achieved a top score of 5 for its research. A score of 5 is highly prestigious, and is 

only given to internationally recognised research schools and departments. 

An important student resource facility in Bangor Business School is the Institute of 

European Finance (IEF). The IEF is based in its own Information Centre within the 

School. The Centre contains one of the best specialised banking and finance 

libraries of any European University, and these facilities are open to all Bangor 

Business School students. The IEF employs its own staff and publishes the bimonthly 

World Banking Abstracts. 

3

2.1 Information about modules 

2. GENERAL INFORMATION 

Your selection of modules is co-ordinated by the Postgraduate Directors of Studies. 

You will make your initial selection of modules for Semesters 1 and 2 during the first 

week of term. 

You have three weeks at the start of each semester to make the final choice of your 

optional modules. After three weeks no student may change modules. You 

must complete a change of module form (available from the College Reception) if 

you wish to change your initial choice of optional modules within the first three 

weeks. This form must be signed by the Postgraduate Director of Studies or by the 

Curriculum Support Manager. 

Whilst every effort will be made to satisfy your first choice of modules, some 

restrictions may apply where: 

i. there is an insufficient number of students on a module. 

ii. maximum numbers on a module are imposed. 

Module Organisers will give detailed information in the first lecture of each module. 

They will provide a detailed course syllabus, details of tutorials, a list of reading 

material, assessments and examinations. 

You should also look at the notice boards in the College Reception for further details 

and for any changes made to the timetable during the course. Please also check 

your e-mails regularly, as important information will be sent to you in this way. 

2.2 Tutorials 

Module Organisers will give details of tutorials where applicable. It may be 

necessary to divide some classes into several groups for tutorials. You should 

ensure that you know which group you are in, and the timetable and arrangements 

for your group. If you are uncertain about the arrangements please contact the 

Module Organiser. 

2.3 Attendance 

Attendance at tutorials and lectures is a compulsory part of your course and may be 

monitored. Poor attendance will be taken into account when reporting on your 

progress. 

4

2.4 Cancellation of lectures or tutorials 

Every effort will be made to notify you via Email if a lecture or tutorial has to be 

cancelled. Therefore it is very important that you check your Emails before attending 

a lecture or tutorial. If you haven't got access to Email, and you have to travel a 

distance in order to attend your lecture or tutorial, you may phone the College 

Reception in advance to check that no unforeseen circumstances (such as staff 

illness) have prevented the lecture from taking place. 

2.5 Student representatives 

There is a formal mechanism within the School for you to make your voice heard. 

Each year, student representatives from Taught and Research Postgraduate 

students as well as Undergraduate courses (full-time and part-time) are nominated 

and elected by their peers to represent their interests on the School’s Student 

Liaison Committee. This is an important committee in the Business School and is 

chaired by Professors Jonathan Williams and Sally Sambrook, the School’s 

Postgraduate Directors of Studies, with representation from members of the teaching 

staff. The committee meets at least once in each semester. 

5

3. STAFF DETAILS 

Full-Time Lecturing Staff 

Most of the School’s full-time lecturers are based in the ‘Hen Goleg’ building (unless 

otherwise stated). For their room numbers and contact details, please see below. 

Name Room Ext. E-mail 

Altunbas, Professor Yener 113 2191 y.altunbas@bangor.ac.uk 

ap Gwilym, Professor Owain 203a 2176 owain.apgwilym@bangor.ac.uk 

ap Gwilym, Mr Rhys 203b 8814 r.a.gwilym@bangor.ac.uk 

Ayling, Dr Dave 203c 2174 d.e.ayling@bangor.ac.uk 

Burke, Mr Chris 104b 2176 c.burke@bangor.ac.uk 

Cain, Professor Michael 309 2161 m.cain@bangor.ac.uk 

Chakravarty, Professor Shanti 211 2171 s.p.chakravarty@bangor.ac.uk 

Doloriert, Dr Clair 306 2158 clair.doloriert@bangor.ac.uk 

Gardener, Professor Ted 3.01 (Alun building) 2168 e.p.m.gardener@bangor.ac.uk 

Goddard, Professor John 216 3221 j.goddard@bangor.ac.uk 

Griffiths, Dr Gareth 105a tbc gareth.griffiths@bangor.ac.uk 

Hodgkinson, Professor Lynn 210 2165 l.hodgkinson@bangor.ac.uk 

Jaafar, Dr Aziz 215b 3226 a.jaafar@bangor.ac.uk 

James, Mr David 117 3227 d.james@bangor.ac.uk 

Jones, Mr Brian 103b 3280 b.m.jones@bangor.ac.uk 

Jones, Mrs Rosalind 119 8790 abp277@bangor.ac.uk 

Jones, Mr Stephen 106 2089 s.j.jones@bangor.ac.uk 

Karami, Dr Azhdar 103a 8350 a.karami@bangor.ac.uk 

Khammash, Dr Marwan 305 2167 m.khammash@bangor.ac.uk 

Law, Dr David 209 2172 d.law@bangor.ac.uk 

McLeay, Professor Stuart 202 2180 s.j.mcleay@bangor.ac.uk 

Merkl-Davies, Dr Doris 215a 2120 d.m.merkl-davies@bangor.ac.uk 

Mitchelmore, Mrs Siwan 302 8345 siwan@bangor.ac.uk 

Molyneux, Professor Phil 201 2170 p.molyneux@bangor.ac.uk 

Mouselli, Dr Sulaiman 214c 3796 s.mouselli@bangor.ac.uk 

Onali, Mr Enrico 105b 3650 e.onali@bangor.ac.uk 

Parry, Miss Sara 119 8457 abs802@bangor.ac.uk 

Sambrook, Professor Sally 101 2046 sally.sambrook@bangor.ac.uk 

Stern, Professor Philip 301 3948 p.stern@bangor.ac.uk 

Schaeck, Dr Klaus 105c tbc klaus.schaeck@bangor.ac.uk 

Thornton, Professor John 104a tbc abs816@bangor.ac.uk 

Wells, Dr Joanna 214b 2993 j.wells@bangor.ac.uk 

Williams, Professor Jonathan 214a 2642 Jon.williams@bangor.ac.uk 

Part-time lecturing staff 

Since the majority of our part-time lecturing staff are not based in the Hen Goleg or Alun 

buildings, the best way to contact them is via e-mail. 

Name Room Ext E-mail 

Ashurst, Wendy n/a n/a abs613@bangor.ac.uk 

Bradley, Mr Colin n/a n/a abs60c@bangor.ac.uk 

Brown, Mr Richard n/a n/a abs203@bangor.ac.uk 

Closs-Stacey, Sara n/a n/a abs614@bangor.ac.uk 

Dowdney, Mrs Penny n/a n/a p.j.dowdney@bangor.ac.uk 

Ellams, Mr David 005 2591 d.ellams@bangor.ac.uk 

Rowley, Professor Jenny n/a n/a j.e.rowley@bangor.ac.uk 

Sovetkin, Mr Vladimir n/a n/a v.sovetkin@bangor.ac.uk 

Williams-Jones, Mr Jeff n/a n/a j.williams-jones@bangor.ac.uk 

6

Support staff 

The majority of the support staff for the College of Business, Social Sciences and Law 

are based in the Alun building on College road and this is the first point of contact for all 

students in the College of Business, Social Sciences and Law. For their room numbers 

and contact details, please see below. 

Name Role Building / 

Room 

Ext. E-mail 

Blackshaw, Mrs Nerys College Financial 

Assistant 

Dyfrdwy, 0.06 2194 n.a.blackshaw@bangor.ac.uk 

Connor, Mr Ian College 

Administration 

Manager 

Alun, 3.01 3229 i.connor@bangor.ac.uk 

Evans, Miss Caryl Receptionist Alun reception 3231 sos604@bangor.ac.uk 

Farnell, Mr Bill College Financial 

Manager 

Dyfrdwy, 0.04 5961 b.farnell@bangor.ac.uk 

Gibbs, Miss Rachel College Curriculum 

Support Manager 

Alun, 3.02 8197 r.gibbs@bangor.ac.uk 

Hamilton-Hine, Mrs Curriculum 

Alun, 1.07 2644 b.hamilton@bangor.ac.uk 

Bethan 

Administrator 

(Postgraduate) 

Jones, Miss Karen Personal Assistant to 

Head of School / 

College 

Alun, 3.03 2166 k.w.jones@bangor.ac.uk 

Owen, Miss Dwynwen Receptionist Alun reception 3231 dwynwen.owen@bangor.ac.u 

k 

Owen, Miss Rebecca College Marketing 

Assistant 

Alun, 3.04 3192 r.j.owen@bangor.ac.uk 

Roberts, Mrs Beryl Resource Assistant Hen Goleg, 

IEF library 

(109) 

2277 b.m.roberts@bangor.ac.uk 

Robinshaw, Mrs Curriculum 

Alun, 0.05 3844 s.robinshaw@bangor.ac.uk 

Susanne 

Administrator 

(Year 2 and 3 

students) 

Thomas, Miss Alison Curriculum 

Administrator 

(Year 1 students) 

Alun, 0.05 2578 a.c.thomas@bangor.ac.uk 

Thomas, Miss 

College Marketing Alun, 3.04 2177 angharad.thomas@bangor.ac 

Angharad 

Manager 

.uk 

The College Reception is open from 9.00am – 5.00pm, Monday to Friday, and remains 

open throughout the lunch period. The Support team aims to provide a friendly, efficient 

and confidential service to all students. If you would like to speak to somebody in 

confidence, rather than to a member of staff at reception, you are welcome to speak to 

Mr Ian Connor or Miss Rachel Gibbs. 

7

Semester 1 

4. TIMETABLE STRUCTURE FOR THE 2008 - 2009 ACADEMIC YEAR 

Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 

Monday 29 6 13 20 27 3 10 17 24 1 8 5 12 19 

Sept Oct Oct Oct Oct Nov Nov Nov Nov Dec Dec Jan Jan Jan 

Terms 

Autumn Term 

(Teaching) 

Reading 

week 

Autumn Term 

(Teaching) 

1 week of 

teaching 

Examination 

period 

Semester 2 

Week 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 

Monday 26 2 9 16 23 2 9 16 23 20 27 4 11 18 25 1 

Jan Feb Feb Feb Feb Mar Mar Mar Mar Apr Apr May May May May June 

Terms 

Assessment period 

Spring Term 

(Teaching) 

Full semester details and vacation dates can be viewed online at: 

http://www.bangor.ac.uk/ar/main/calendar/search.php 

8 

Summer Term 

(Teaching) 

The timetable of your lectures and seminars will be available at the start of each semester online at: 

https://www.bangor.ac.uk/itservices/admin/timetable/

5. CONTINUOUS ASSESSMENT AND ASSIGNMENTS 

5.1 Assessment Methods 

The methods of assessment have been selected by the module teaching team as being 

the most appropriate, and it is possible that some modules could be assessed 

completely by coursework while others could be assessed completely by a traditional 

unseen examination. In practice, most modules will be assessed by a combination of 

coursework and examination. 

Students will be issued with an assessment programme for each module, detailing the 

balance between coursework and examinations, and the dates of any coursework 

assignments and examinations. 

5.2 Workload 

During your degree course you will have varying types of assignment, each due at 

different times and in different formats, as part of the continuous assessment 

programme. 

You will find it useful to draw up a personal timetable. You can then, for example, fill in 

dates for submission of assignments in advance and so formulate a plan of work. Having 

done this you should not find yourself with everything to do at the last minute. You will 

find that you need access to key texts to read background material. Module organisers 

(the members of staff who teach the module) will advise on the purchase of key texts 

during the lecture programme. 

Early organisation, in terms of managing your workload, will prepare you for all aspects 

of your degree programme, and should therefore leave you with a good balance of 

recreational time as well! 

It is your responsibility to advise your Module Organiser or Personal Tutor if you are 

absent for an extended period of time. Staff may refer to attendance records in 

considering special cases at Progression Boards and Award Boards. 

5.3 Procedure for submission of assignments 

All assignments must be submitted in two formats: electronically and on paper. 

The electronic copy must be submitted through the TurnItIn software on Blackboard. 

Please click on the ‘assignments’ link on the Blackboard site for the module, and follow 

the instructions. The time and date on which you submit the assignment electronically will 

be recorded automatically, and this process will provide us with confirmation that you 

have submitted in compliance with the assignment deadline. If you do not submit an 

electronic copy of your assignment before the assignment deadline, you will be deemed 

to have missed the deadline, even if you have submitted a paper copy of the assignment 

before the deadline. 

Please note that TurnItIn contains plagiarism detection software, which is available to the 

Module Organiser. We reserve the right to use this software on all submitted assignments. 

9

The paper copy must be deposited in the ‘assignment collection box’ located in the 

College reception area of the Alun building. The content of the paper copy must 

correspond exactly to the content of the electronic copy that is submitted through 

Blackboard. The paper copy should also be submitted before the assignment deadline. 

Please avoid submitting work in ways that makes it difficult for lecturers to mark it. 

Common problems include over-zealous stapling of pages, using binders or files that are 

difficult to open, and binding pages in such a way that writing in the margins cannot be 

read. 

The paper copy can, under exceptional circumstances, be accepted by post, but it is your 

responsibility to ensure that the assignment has been received. 

5.4 Policy on deadline extensions 

An important part of your training is to work to deadlines and for this reason we expect 

you to adhere strictly to assessment deadlines. 

Please note that it is your responsibility to make sure that you are aware of 

submission deadlines and to plan accordingly. 

If you find that you are having a problem completing a piece of work because you do not 

understand what you are required to do or because you are having problems organising 

yourself, then go and see the Module Organiser, your Personal Tutor or the Senior Tutor 

well before the submission date so that they can help you to solve the problem. 

If you are unable to meet a submission deadline for good reasons (as explained below) 

you may submit your work together with documentary evidence as to why you have 

missed the deadline. The School Examination Board will decide whether or not your 

work shall be accepted. 

The only admissible reasons for submitting work late are: 

Serious personal illness with a doctor’s certificate (a self-certificated medical 

note will not be accepted) 

The death of a relative or close friend 

Serious family problems such as divorce, separation, eviction 

Other reasons will be accepted only in extreme circumstances. 

Examples of unacceptable reasons for failing to submit work on time and for which a 

mark of zero will be awarded include: 

paid employment 

having exams 

having other work to do 

not having access to a computer 

having computer-related problems 

being on holiday 

not being able to find any books on the subject 

The School Examination Board will consider all late submissions at its meetings in 

February and June (a late submission is defined as being work submitted after the 

10

deadline on the appropriate submission date as specified by the module organiser). 

Following these meetings, students who submitted work late shall be informed whether 

or not their marks have been reduced to zero. 

5.5 Feedback 

The School’s policy is for marked work to be returned within four weeks (excluding 

vacations) of the submission date. If you do not receive your work within this time period 

you are entitled to notify the Head of School, either directly or via your representative on 

the Student Liaison Committee. Module Organisers may mark your work either by 

annotating the electronic copy, or by writing on the printed copy. Where marking is done 

electronically, you will be able to access the marks and the comments through 

Blackboard. Where marking is done by hand, an opportunity will be given for you to 

collect your marked work in person from the Module Organiser. Uncollected work will be 

returned via the pigeon holes in the College Reception Area (Alun building). It is your 

responsibility to ensure that you collect your marked work. 

Feedback on overall module performance will be given to students as follows: 

End of semester 1 results: available via tutors or on Bangor Portal* in week 20 

End of semester 2 results: available via Bangor Portal* in early July 

* Bangor Portal can be accessed via the link on the Intranet homepage (under ‘quick 

links’, bottom right hand corner). 

11

6. GUIDE TO MARKING CRITERIA 

FOR ASSESMENTS & EXAMINATIONS 

6.1 Guidelines for marking assignments and examinations 

The following guidelines are used by Bangor Business School staff in marking 

coursework assessments and examinations. Staff will attach different levels of 

importance to the specific criteria for a particular assignment. Normally students will 

have met most of the stated criteria for a particular mark. 

Excellent standard: 70+ 

• An outstanding performance, exceptionally able. 

• The relevant information accurately deployed. 

• Excellent grasp of theoretical/conceptual/practice elements. 

• Good integration of theory/practice/information in pursuit of the assessed work's 

objectives. 

• Strong evidence of the use of creative and reflective skills. 

High Standard: 60-69 

• Very good performance 

• Most of the relevant information accurately deployed. 

• Good grasp of theoretical/conceptual/practical elements. 

• Good integration of theory/practice/information in pursuit of the assessed work's 

objectives. 

• Evidence of the use of creative and reflective skills. 

Average Standard: 50-59 

• Much of the relevant information and skills mostly accurately deployed. 

• Adequate grasp of theoretical/conceptual/practical elements. 

• Fair integration of theory/practice/information in the pursuit of the assessed work's 

objectives. 

• Some evidence of the use of creative and reflective skills. 

Satisfactory standard: 40-49 

• No major omissions or inaccuracies in the deployment of information/skills. 

• Some grasp of theoretical/conceptual/practical elements. 

• Integration of theory/practice/information present intermittently in pursuit of the 

assessed work's objectives. 

Compensatable Fail Standard: 30-39 

• Major deficiencies or omissions in information/skills/theoretical/conceptual/practical 

elements. 

• Limited or no integration of these in pursuit of the assessed work's objectives. 

Disqualifying Fail: 0-29 

• Total deficiency or omission in information/skills/theoretical/conceptual/practical 

elements. 

• No evidence of achievement of the objectives of the assignment. 

Regulations for Taught Postgraduate Programmes can be found through the 

following link: 

https://www.bangor.ac.uk/ar/main/regulations/BUReg02-v200801.pdf 

12

6.2 Appeals 

The University has formal procedures for appealing against the results agreed at the 

Examining Boards. Please refer to the Bangor University Student Guide for details. If 

you have concerns about marks awarded within individual modules then in the first 

instance you should discuss the mark with the person who assessed the work. If you 

remain concerned about the mark you should discuss the matter with the School’s 

Examinations Officer, Dr Azhdar Karami; he will advise you whether you have any right 

of appeal. Your attention is drawn to the University’s handbook on Verification and 

Appeals procedures, a copy of which may be obtained from the Academic Registry, or 

via the intranet. 

13

7. ACADEMIC MISCONDUCT AND UNFAIR PRACTICE 

Academic dishonesty is defined as: 

“any attempt by a student or any attempt by an individual to aid a student, to gain an unfair advantage in 

any assessment by deception or fraudulent means”. 

This is viewed very seriously by the University. The following are examples of 

academic dishonesty – read them and be aware of them so that you do not fall into this 

trap and suffer the consequences: 

Aiding and abetting dishonest practice; 

Bribery - paying another student for a copy of their work, paying for an advance copy of 

an unseen paper; 

Calculator fraud – storing information in the memory of a programmable calculator for 

use during an exam; 

Collusion – presenting an unauthorised piece of group work as your own; 

Commissioning another person to complete work and submitting it as your own; 

Computer fraud – the use of material of another person stored on a hard or floppy disc; 

Duplication – inclusion of material which has already been submitted for any other 

assessment in this University or elsewhere; 

False declarations – like claiming false extenuating circumstances to obtain exemption 

from work or to explain a missed deadline; 

Falsification of data – e.g. ‘making up’ data in a project; 

Misconduct in exams or tests – use of crib notes, copying from another student, sitting 

an examination on behalf of another student or asking someone to do this for you, 

leaving the exam/test to look at pre-hidden notes, taking any stationery from an exam 

venue if you are not allowed to do so; 

Plagiarism is a very serious academic offence. It is the equivalent of stealing 

someone’s work and fraudulently pretending that it is your own in order to gain higher 

marks than you deserve. Copying, word for word, large chunks of writing from any 

source (e.g. paper, book, other students’ work, an internet source) without 

acknowledgement of the author or owner, is plagiarism as it is wrongly claimed that 

ideas, models, new techniques are yours. With modern technology this has become 

increasingly easy to do and anyone who suspects that it is happening should seek advice 

immediately. This also applies to a situation where you have lent someone your work to 

help them and they have substantially reproduced it without acknowledgement. 

Plagiarising someone else’s work is very different from the collaborative teamwork that 

helps you to develop ideas and is a shared learning activity. 

14

Given the seriousness of the offence, plagiarism can lead to permanent exclusion from 

the University. Within the School any suspected offences will be investigated by the 

module organiser concerned. A member of staff who suspects that plagiarism has 

occurred will ask another member of staff for a second opinion before asking you (and 

any others involved) to justify your actions. If, in the member of staff’s view, there is a 

case to answer, the Examinations Officer and the Director of the School will be informed. 

Further investigations will take place and, where plagiarism is identified, appropriate 

penalties applied. Depending on the extent of the offence, assignments, modules and 

ultimately your degree, may be failed. 

All students should be aware that Bangor Business School imposes penalties on 

any student who is guilty of plagiarising work or of engaging in unfair practice in 

any assessment. You should be aware that cheating has resulted in 

disqualification from the degree. The penalty will obviously relate to the seriousness 

of the offence and to the past record of the student. For further details see the official 

University Policy on plagiarism. You will have the usual right to appeal against any such 

decision using the University procedures. If you are unclear about what does or does not 

constitute plagiarism, you should seek advice from a member of staff. 

Any suspected academic dishonesty will be investigated thoroughly. Marks will be 

withheld where it is suspected and you will be notified in writing that your work is 

under investigation and given details of the process that will be followed. 

BANGOR UNIVERSITY’S WARNING TO STUDENTS – DON’T CHEAT 

The University lists the following examples of cheating: 

1. Engaging in plagiarism by using other people’s work and submitting for examination 

or assessment as though it were one’s own work. 

2. Taking unauthorised materials (such as a book, notes or loose papers of any kind) 

or any source of unauthorised information into an examination room. 

3. Communicating with another person in an examination room. 

4. Copying or using in any other way unauthorised materials or the work of any other 

candidate. 

5. Impersonating an examination candidate or allowing oneself to be impersonated. 

6. Claiming to have carried out experiments, observations interviews or any form of 

research that one has not in fact carried out, or claiming to have obtained results 

that have not in fact been obtained. 

7. To present evidence of special circumstances to examination boards which is false, 

falsified or which in any way is intended to mislead the boards. 

15

8. THE PERSONAL TUTOR SCHEME 

Each student is assigned a member of staff who will act as their Personal Tutor within 

the University. Normally you will have the same Personal Tutor for the whole of your 

university career, but there is no problem with changing your tutor if you wish to do so. 

If your Personal Tutor is away for a long period of time you will be told the name of your 

new tutor. The Senior Postgraduate Tutor (or the PGT Directors of Studies), who has 

overall responsibility for the tutorial system and student support within the School, is 

available for additional advice. 

The Personal Tutor’s role is to help you navigate through your studies by providing 

advice and guidance at critical points. Students will be provided with an opportunity to 

meet with their Personal Tutors in order to discuss their academic progression and 

strategies for developing and enhancing skills. Your Personal Tutor may also ask you 

to make an appointment to see him/her if decisions have to be made, or if you are 

slipping behind in your work. You may, of course, make an arrangement to meet your 

Personal Tutor at any time – you do not have to wait for an invitation! 

It is your responsibility to make sure that you use your Personal Tutor’s expertise 

and that you inform him/her about any circumstances that might affect your work. 

Problems of a personal nature should be taken first to your Personal Tutor. If you are 

unable to contact your Personal Tutor, the Senior Tutor will be available for consultation 

and advice. We can, however, only help those who communicate with us so it remains 

your responsibility to let us know that you need some support. If in doubt, check with the 

School’s Support Staff (based in the Alun building) who will liaise with the Senior Tutor, 

Curriculum Support Manager or Examinations Officer as appropriate. 

All members of staff have a notice posted on their office doors detailing their consultation 

hours for personal tutees and some have sign-up sheets where you can book yourself in 

to see them. Many members of staff prefer you to communicate with them by email when 

arranging appointments. 

16

8.1 Roles and Responsibilities within the Personal Tutorial Scheme 

Personal Tutor 

Your Personal Tutor provides a stable point of reference and continuity. Your Personal 

Tutor should provide a safe and secure environment where doubts and anxieties 

may be expressed in confidence. Your Personal Tutor can clarify the duties, 

obligations and rights of the student and of the Institution. Your Personal Tutor 

supports the student in exploring his/her academic, personal and social development 

and maintains an overview of the student's progress. 

Senior Tutor (Dr Yener Altunbas) 

The Senior Tutor oversees the implementation of the tutorial scheme and monitors its 

strengths and weaknesses. The Senior Tutor can be contacted by students in the 

absence of their Tutor or if problems develop in the relationship between Tutor and 

tutee. The Senior Tutor will re-allocate a student to another Personal Tutor where it 

is felt that this is in the best interest of the student. The Senior Tutor will co-ordinate 

reports of illness or personal circumstances in collaboration with the School’s 

administrative officers and Examinations Officer and report these to the relevant 

internal and external examinations boards. 

Postgraduate Directors of Studies 

(Professor Jonathan Williams – Finance and Professor Sally Sambrook - Business) 

The Postgraduate Directors of Studies will provide students with specific information 

relevant to the academic requirements of their course. This will supplement material 

contained on the on-line Gazette. Written material will be supplemented by meetings 

with the Postgraduate Directors of Studies as required. 

Module Organisers 

The Module Organiser is the lecturer who directs and runs your module. Typically, s/he 

will do most of the teaching on the module. This lecturer is a good first contact if you 

have any queries or problems associated with the module. 

Director of the School (Professor Phil Molyneux) 

The Director of the School may be seen by students at any time, by prior appointment, to 

discuss matters that are of specific concern and that have not been resolved by the 

personal tutorial Scheme. Any students who are contemplating withdrawing must be 

seen by the Director so that their position can be discussed fully before they reach a firm 

decision. 

College Administration Manager / Curriculum Support Manager 

(Mr Ian Connor / Miss Rachel Gibbs) 

The College Administration Manager or Curriculum Support Manager can be contacted at 

any time regarding issues of concern. They will ensure the appropriate help and advice 

are offered depending upon the problem or concerns. 

17

Student Liaison Committee 

Issues of concern to individual students regarding course matters can be directed to the 

Student Liaison Committee either through the student representatives or the Curriculum 

Support Manager. This committee is chaired by the School’s Undergraduate Director of 

Studies (Professor John Goddard). 

Where to go/Who to ask ? 

What should I do if I have a problem? The simple answer is to ask someone. Please do 

not be afraid to ask – we are here to help you. We will always try our best to answer your 

question immediately or to let you know who can answer it. The chart is designed as a 

guide. It shows that you can get answers to your questions by several routes. If you 

cannot find someone then leave a message for them at the College Reception desk in 

the Alun building. 

About 

Lectures 

About 

Modules 

Lecturer 

Module Organiser 

About 

Marks 

QUESTIONS 

About 

my 

Degree 

Personal Tutor/Senior Tutor 

Postgraduate Directors of 

Studies 

18 

About 

Illness 

/Absence 

Curriculum Support Manager 

About 

Personal 

Problems 

University Student 

Support Services 

Many of the people mentioned above are named in this handbook. If you are not sure 

who they are or where to find them, ask your Tutor or a member of staff at the College 

reception desk. 

What if I am having problems? 

You should tell your Personal Tutor about any problems you are experiencing, 

particularly if they are affecting your work. These may be personal problems, such as 

illness, bereavement, domestic difficulty and so on, or they may be work-related 

problems. Never worry that your problem is too trivial. If it is causing you to worry, 

affecting your studies/personal life, then share the problem with us. Our aim is always to 

try and enable you to resolve any problems as quickly as possible. Bangor prides itself 

on its ‘student focus’ (and we are ranked as one of the top UK universities in this 

respect).

What will my Personal Tutor say? 

Your Personal Tutor will listen to you, ask questions, perhaps offer advice. Occasionally 

a Personal Tutor may feel that your problem needs to be aired with someone more 

experienced than themselves, and they will recommend someone to you. This may be 

another member of staff, or a trained counsellor. But the majority of problems that 

students experience can be dealt with by their Personal Tutor. 

What will my Personal Tutor do with the information? 

Your Personal Tutor will keep a record of what you tell them. This is confidential and all 

material is stored under the provisions of the Data Protection Act. Only a limited number 

of people will have access to this information and it will be treated in the strictest of 

confidence. 

What if I have a long-term problem or requirement? 

Always inform your Personal Tutor if there is a problem which we should know about. 

Your Personal Tutor can refer you to specialist support units, for instance the Dyslexic 

Unit or Counselling Unit, where support and advice is available. The Senior Tutor will 

ensure that members of staff are advised accordingly (where appropriate) of any 

circumstances / conditions which may need them to modify tuition or assessment 

methods, in line with the University’s assessment regulations. The handbook from 

Student Services details the broad range of services which the University provides for 

you. 

What if I experience any problems with my Personal Tutor? 

The School’s Senior Tutor oversees the whole of the personal tutorial system and is the 

person to approach should there be any queries or difficulties regarding your Personal 

Tutor. 

What if I want to change my Personal Tutor? 

You can change your Personal Tutor easily. Just ask your Senior Tutor who will help you 

arrange this. The Personal Tutor from whom you wish to change will not be offended! 

19

9. HEALTH AND SAFETY 

All staff and students of the University are expected to comply with all health and safety 

arrangements that are in force within the University. 

It is the legal duty of all staff and students whilst within the University to: 

1. take reasonable care for the health and safety of themselves and other persons 

who may be affected by the way in which they carry out their work; 

2. co-operate with all staff and students to enable them to carry out their own health 

and safety duties; 

3. report to supervisory staff any situation, working practice or procedure which they 

may suspect is potentially hazardous; 

4. report incidents to supervisory staff; 

5. use, but not misuse, protective clothing, equipment or materials provided; 

6. comply with the health and safety instructions, both written and spoken, which are 

issued to them; 

7. use machinery, plant or equipment only with the appropriate guards or safety 

devices in position. 

Any persons contravening these requirements may be subject to University disciplinary 

proceedings or possible legal action. 

Accident and Incident Reporting 

All accidents involving injury to staff, students or visitors to the University must be 

reported to the Occupational Health and Safety Unit as soon as possible using the report 

forms provided for this purpose which are available in all Schools and Halls of 

Residence. 

If accidents involve serious injury (e.g. major fracture, head injuries, etc.) or if the 

casualty is taken to hospital, the Occupational Health and Safety Unit ext. 3847 must be 

informed immediately by telephone – outside of normal hours call University Security on 

extension 2795. 

This is necessary because the University has a legal requirement to notify the Health 

and Safety Executive of such occurrences as soon as they occur. The usual accident 

report form must also be completed in these cases. 

In addition to reporting accidents involving injury, impersonal ‘incidents’ must be reported 

using the same form. In this context an incident is regarded as an accident in which, 

fortuitously, no-one was injured. The object of reporting incidents is to help identify 

potentially dangerous situations. Examples of incidents which should be reported are: 

♦ “near misses” by falling objects; 

♦ explosions in unattended experiments; 

♦ fires 

♦ gas leaks 

20

Certain serious incidents, for example, the collapse of scaffolding, are immediately 

notifiable to the Health and Safety Executive just as certain serious accidents are 

notifiable (and see above). 

The Health and Safety Officer for the College of Business, Social Sciences and 

Law is Mr Ian Connor, College Administration Manager, ext 3229, e-mail: 

i.connor@bangor.ac.uk, who is based in the Alun building. 

Disability Statement 

Our declared aim in Bangor Business School is to take all possible, practicable steps to 

enable all our students to participate in all aspects of School life. 

Equal Opportunities Statement 

Please note the following: 

“The University will comply with all relevant legislation and good practice and will not 

tolerate any individual receiving less favourable treatment on grounds of religious or 

political beliefs, gender, sexual orientation, family circumstance, race or ethnic origin, 

nationality, age, social or economic class, or disability, and will not be disadvantaged by 

any other condition or requirement which is not relevant to good practice and cannot be 

shown to be justifiable”. 

21

10. DEGREE PROGRAMME STRUCTURES 

The following pages provide a summary of the compulsory and optional modules for each 

postgraduate degree course in the Bangor Business School. Use the tables to find the module 

requirements of your degree course. 

Please note that the following information is correct at the time of printing. Since our degree 

programmes and modules are reviewed on a regular basis, you are asked to consult the online 

gazettes for updates to module and degree programme information. The online gazette can 

be accessed by clicking on the ‘module information’ icon under ‘quick links’ on the Bangor 

University Intranet page or via: 

http://admint.bangor.ac.uk/gazonline/ 

22

MA BANKING AND FINANCE 

Module Sem Compulsory Modules Module Organiser Credits 

ASB4401 1+ 2 RESEARCH METHODS Yener Altunbas 30 

ASB4402 1 BANK FINANCIAL MANAGEMENT Ted Gardener 15 

ASB4403 1 INTERNATIONAL FINANCIAL MARKETS Owain Ap Gwilym 15 

ASB4411 2 INTERNATIONAL BANKING Jonathan Williams 15 

ASB4405 2 INTERNATIONAL FINANCIAL MANAGEMENT Soulaiman Mouselli 15 

ASB4900 MA DISSERTATION 

Optional Modules (choose 2) 

ASB4423 1 ISLAMIC BANKING Phil Molyneux 15 

ASB4414 1 CORPORATE RISK MANAGEMENT Dave Ayling 15 

ASB4407 2 BANK STRATEGY AND PERFORMANCE 

Jo Wells/ 

Ted Gardener 

15 

ASB4408 2 FINANCIAL ECONOMETRICS John Goddard 15 

ASB4424 2 ISLAMIC FINANCE John Thornton 15 

ASB4425 2 INVESTMENT STRATEGY & PORTFOLIO MANAGEMENT Owain Ap Gwilym 15 

MSc BANKING AND FINANCE 





ASB4416 2 FINANCIAL MODELLING Michael Cain 15 



ASB4902 MSc DISSERTATION 60 




Jo Wells/ 

Ted Gardener 

15 

ASB4417 2 FINANCIAL ENGINEERING Michael Cain 15 



MA BUSINESS AND FINANCE 




ASB4002 1 HUMAN RESOURCE MANAGEMENT Sally Sambrook 10 

ASB4003 1 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR Azhdar Karami 10 

ASB4006 1 MARKETING STRATEGY Stephen Jones 10 

ASB4413 2 STRATEGIC MANAGEMENT Gareth Griffiths 15 


Optional Modules (Choose 2) 




ASB4415 2 MANAGEMENT RESEARCH Azhdar Karami 15 

23

MSc BUSINESS AND FINANCE 














MA FINANCE 









ASB4419 2 ADVANCED FINANCIAL REPORTING & REGULATION Aziz Jaafar 15 




MSc FINANCE 






ASB4417 2 FINANCIAL ENGINEERING Michael Cain 15 







24

MA ISLAMIC BANKING AND FINANCE 









ASB4900 DISSERTATION 60 

MSc ISLAMIC BANKING AND FINANCE 










MSc INTERNATIONAL BANKING AND DEVELOPMENT FINANCE 





ASB4409 1 BANKING AND DEVELOPMENT Jonathan Williams 15 








Jo Wells/ 

15 

Ted Gardener 

ASB4412 2 INVESTMENT AND PRIVATE BANKING Phil Molyneux 15 


25

MSc ACCOUNTING AND FINANCE 



ASB4418 1 ACCOUNTING THEORY Doris Merkl-Davies 15 




ASB4420 2 MANAGEMENT ACCOUNTING Wendy Ashurst 15 








MBA BANKING AND FINANCE 


ASB4501 1 RESEARCH METHODS Yener Altunbas 10 






ASB4004 2 CORPORATE STRATEGY Gareth Griffiths 10 



ASB4901 MBA DISSERTATION 60 



ASB4509 1 BANKING AND DEVELOPMENT Jonathan Williams 10 

ASB4030 1 KNOWLEDGE MANAGEMENT Clair Doloriert 10 

ASB4510 2 

FINANCIAL INSTITUTIONS STRATEGIC 

Jo Wells / Ted 

10 

MANAGEMENT 

26 

Gardener 



ASB4027 2 INTERNATIONAL BUSINESS Stephen Jones 10

MBA MANAGEMENT 



ASB4003 1 

MANAGEMENT AND ORGANISATIONAL 

BEHAVIOUR 

Azhdar Karami 10 


ASB4007 1 FINANCE FOR MANAGERS Lynn Hodgkinson 10 


ASB4005 2 e-BUSINESS & VALUE CHAIN Gareth Griffiths 10 


ASB4027 2 INTERNATIONAL BUSINESS Stephen Jones 10 

ASB4010 2 NEW VENTURE CREATION Siwan Mitchelmore 10 

ASB4028 2 BUSINESS PLANNING Jeff Williams-Jones 10 



ASB4029 1 EUROPEAN BUSINESS Brian Jones 10 



ASB4516 2 PUBLIC SECTOR MANAGEMENT Brian Jones 10 

MBA MARKETING 


ASB4003 1 


BEHAVIOUR 






ASB4521 2 MARKETING COMMUNICATIONS Phil Stern 10 

ASB4522 2 RELATIONSHIP MARKETING Rosalind Jones 10 



ASB4901 MBA DISSERTATION / PROJECT 60 






27

MA BUSINESS AND MARKETING 



ASB4003 1 


BEHAVIOUR 





ASB4004 2 CORPORATE STRATEGY Gareth Griifths 10 


ASB4521 2 MARKETING COMMUNICATIONS Phil Stern 10 

ASB4522 2 RELATIONSHIP MARKETING Rosalind Jones 10 

ASB4900 DISSERTATION 60 







MA BUSINESS AND CONSUMER PSYCHOLOGY 



PBP4004 1 

ISSUES IN QUALITATIVE & QUANTITATIVE 

ANALYSIS 

Paloma Mari Beffa 

10 

PNP4004 1 

COGNITIVE NEUROSCIENCE AND THE VISUAL 

ARTS 

Jane Raymond 

15 



PCP4004 2 CONSUMER AND APPLIED PSYCHOLOGY James Intriligator 15 

ASB4900 MA DISSERTATION 60 



ASB4003 1 


BEHAVIOUR 








28

MSc BUSINESS AND CONSUMER PSYCHOLOGY 



PBP4004 1 

ISSUES IN QUALITATIVE & QUANTITATIVE 

ANALYSIS 

Paloma Mari Beffa 

10 

PNP4004 1 

COGNITIVE NEUROSCIENCE AND THE VISUAL 

ARTS 

Jane Raymond 

15 



PCP4004 2 CONSUMER AND APPLIED PSYCHOLOGY James Intriligator 15 




ASB4003 1 


BEHAVIOUR 








MA BANKING AND LAW 


ASB4402 1 Bank Financial Management Ted Gardener 15 


SXL4417 1 CREDIT AND SECURITY LAW Howard Johnson 15 

SXL4406 1 INTERNATIONAL COMMERCIAL ARBITRATION Wei Shi 15 


Jo Wells/ 

Ted Gardener 

15 

SXL4405 2 

INTERNATIONAL BANKING & CAPITAL 

MARKETS LAW 

Mark Hsiao 15 

ASB4900 MA DISSERTATION 60 


Banking Optional Modules (Choose 1) 





Law Optional Modules (Choose 1) 

SXL4404 1 INTELLECTUAL PROPERTY LAW Howard Johnson 15 

SXL4410 1 WORLD TRADE LAW Wei Shi 15 

SXL4402 1 INDUSTRIAL PROPERTY LAW Howard Johnson 15 

SXL4403 2 INTERNATIONAL INSURANCE LAW Zhen Jing 15 

SXL4407 2 

INTERNATIONAL CORPORATE FINANCE LAW 

MERGER REGULATION LAW 

Dermot Cahill 15 

SXL4401 2 COMPETITION LAW Howard Johnson 15 

SXL4412 2 

INTERNATIONAL FINANCIAL INSTRUMENTS 

LAW 

Mark Hsiao 15 

SXL4413 2 INTERNATIONAL TAXATION LAW Dermot Cahill 15 

29

MBA BANKING AND LAW 


SXL4517 1 CREDIT AND SECURITY LAW Howard Johnson 10 

SXL4506 1 INTERNATIONAL COMMERCIAL ARBITRATION Wei Shi 10 






SXL-4507 2 

INTERNATIONAL CORPORATE FINANCE LAW 

AND MERGER REGULATION LAW 


SXL4505 2 

INTERNATIONAL BANKING & CAPITAL MARKETS 

Mark Hsiao 10 

LAW 

ASB-4901 MBA DISSERTATION 60 


Banking Optional Modules (Choose at least 1) 





ASB4506 2 FINANCIAL ANALYSIS Stuart McLeay / Aziz 

Jaafar 

10 

ASB4510 2 

FINANCIAL INSTITUTIONS STRATEGIC 

Jo Wells / Ted 

10 

MANAGEMENT 

30 

Gardener 

SXL-4512 2 INTERNATIONAL FINANCIAL INSTRUMENTS LAW Mark Hsiao 10 

Law Optional Modules (Choose at least 1) 




SXL4511 1 COMPARATIVE CORPORATE GOVERNANCE Aled Griiffiths 10 

SXL-4512 2 INTERNATIONAL FINANCIAL INSTRUMENTS LAW Mark Hsiao 10 


SXL4514 2 EMPLOYMENT LAW Aled Griffiths 10 

SXL4501 2 COMPETITION LAW Howard Johnson 10 

SXL4513 2 INTERNATIONAL TAXATION LAW Dermot Cahil 10

MBA LAW MANAGEMENT 




SXL4516 1 CONSUMER LAW Howard Johnson 10 

SXL4511 1 COMPARATIVE CORPORATE GOVERNANCE Aled Griffiths 10 

ASB4004 2 CORPORATE STRATEGY Gareth Griffths 10 



SXL-4501 2 COMPETITION LAW Howard Johnson 10 

SXL4514 2 EMPLOYMENT LAW Aled Griffiths 10 



Law Optional Modules (Choose at least 1) 


SXL4506 1 

INTERNATIONAL COMMERCIAL ARBITRATION 

Wei Shi 10 




SXL-4507 2 

INTERNATIONAL CORPORATE FINANCE LAW AND 


MERGER REGULATION LAW 

SXL4513 2 INTERNATIONAL TAXATION LAW Dermot Cahill 10 

Management Optional Modules (Choose at least 1) 




ASB4005 2 e-BUSINESS & VALUE CHAIN Gareth Griffiths 10 


ASB4506 2 FINANCIAL ANALYSIS Stuart McLeay / 

Aziz Jaafar 

10 

31

11. SUMMARY MODULE OUTLINES 

This section contains summary outlines for all Bangor Business School postgraduate 

modules. More detailed module outlines will be provided by the Module Organisers at 

the start of each module. For Law and Psychology modules you should consult the online 

gazette: 

http://admint.bangor.ac.uk/gazonline/ 

The details given in the summary module outlines are subject to change from time to 

time. In particular, you should check with the Module Organiser before you commit to 

purchasing a textbook. 

32

ASB-4002 HUMAN RESOURCES MANAGEMENT 

Credits: 10 Contact Hours: 30 

Semester: 1 Pre-requisites: None 

Module organiser: Sally Sambrook 

Aims: To develop a critical awareness of theoretical and practical approaches to human 

resource management (HRM), and the key HRM issues that arise within organisations. 

Learning outcomes: On completing the module, students are expected to be able to: 

• Critically evaluate the strengths and weaknesses of the main approaches to HRM 

and their relevance in a global context; 

• Assess the contribution of the HRM function to organisational performance; 

• Demonstrate familiarity with the debates surrounding contemporary employment 

practices and issues; 

• Identify the sources of conflict and tension in the employment relationship. 

• Integrate theory and practice by relating HRM concepts to issues in the business 

literature and personal experience. 

Module content: 

• The nature and scope of HRM. 

• The changing nature of work and employment. 

• Roles and responsibilities of line managers and HRM specialists. 

• Human resource planning, recruitment and selection, equality and diversity. 

• Rewarding performance, employee involvement and empowerment. 

• Human resource development, organisational performance, managing change. 

• The employment relationship and its implications for the managerial role. 

• Organisational, national and international aspects of HRM. 

Teaching Format: 

• One 3-hour lecture per week. 

Assessment: 

• Individual written coursework assignment (60%). 

• Group coursework assignment, written report and class presentation (40%). 

Texts: 

Beardwell, I., Claydon, T. and Holden, L. (2007). Human resource management: A 

contemporary approach, 5th ed. FT Prentice Hall. 

Bratton, J. and Gold, J. (2007). Human resource management: Theory and practice, 4th 

ed. Palgrave Macmillan. 

Marchington, M. and Wilkinson, A. (2005). Human resource management at work, 3rd 

ed. CIPD. 

Redman, T. and Wilkinson, A. (2006). Contemporary human resource management: 

Text and cases, 2nd ed. FT Prentice Hall. 

Torrington, D., et al. (2005). Human resource management, 6th ed. FT Prentice Hall. 

33

ASB-4003 MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR 



Module organiser: Azhdar Karami 

Aims: To provide an integrated analysis of management, drawing on the work of 

classical and contemporary writers, and as a practical strategic activity. 


• Critically evaluate management and organizational theory and practice. 

• Relate management theory to personal experience of a working environment. 

• Assess the human relations aspects of managing individuals and groups, and the 

nature of leadership. 

• Distinguish between types of organizational structure, and recognise the 

importance of organizational culture. 

• Identify different aspects of the management process. 

• Critically assess the management processes involved in managing in a changing 

and competitive environment. 


• Theories and models of management. 

• Individuals, groups and teams in the organisation. 

• Learning organisations, communication, motivation and teamwork. 

• Organization structures: strategy, design and function. 

• Organization processes: survival, change, growth and development. 

• The importance of organization culture. 

• Leadership and decision making. 

• Power, control and conflict resolution. 


• One 3-hour interactive lecture/workshop per week. 

Assessment: 

• 2-hour written examination (60%). 

• Coursework assignment (40%). 

Texts: 

Huczinski, A. and Buchanan, D. (2007). Organisational behaviour: An introductory text, 

6th ed., FT Prentice Hall. 

Mullins, L. J. (2005). Management and organisational behaviour, 7th ed. FT Prentice 

Hall. 

34

ASB-4004 CORPORATE STRATEGY 

Credits: 10 Contact hours: 20 


Module organiser: Gareth Griffiths 

Aims: To introduce the language of strategy, explore the link between strategic and 

operational management, discuss strategic management as a core management 

process and the dangers of strategic drift; to ensure familiarity with the work of key 

writers; and to place strategic decision making in a culturally defined, dynamic 

environment. 

Learning Outcomes: On completing the module, students are expected to be able to: 

• Use the terminology of strategic management in an organisational context. 

• Distinguish between and understand the relationship of strategic and operational 

management. 

• View strategy as a continuing managerial process and appreciate the dangers of 

drift. 

• Identify and cite the key theorists. 

• Understand the dynamics of strategic decision making and implementation and 

the significance of culture and cultural change. 

Module Content: 

• The concepts of strategic management. 

• The vocabulary of strategy; prescriptive and emergent strategies. 

• Strategy, the organisation and the environment. 

• The core processes: strategic analysis; strategy formulation; strategic choice. 

• Implementing strategy: building capacity and allocating resources. 

• Managing strategic change. 

• Monitoring and reviewing the implmentation process. 

Teaching Format: One 3-hour lecture per week. 

Assessment: 



Text(s): 

Johnson G., Scholes, K., Whittington (2008). Exploring corporate strategy, 8th ed. 

Prentice Hall. [main text] 

Analoui, F., and Karami, A (2003). Strategic management in small and medium 

enterprises. Thomson. 

35

ASB-4006 MARKETING STRATEGY 



Module organiser: Stephen Jones 

Aims: To introduce the “fundamentals” of marketing, by illustrating strategies in a wide 

range of situations, and covering the various schools of thought in marketing, together 

with relevant analytical models and management practices. 


• Demonstrate basic understanding and knowledge of concepts of marketing. 

• Appreciate the wide-ranging applications in which marketing applies and the 

adjustments required. 

• Analyse specific situations and propose appropriate marketing strategies. 

• Evaluate the challenges of implementing effective strategies. 


• The philosophy and process of marketing, including service operations. 

• The marketing environment and market research. 

• Understanding the buyer and seeking relationships. 

• Creating value for customers. 

• Decisions about communicating and delivering value. 

• Implementation of strategy: measuring and managing the 7Ps. 

• The international environment of marketing: customers and competitors. 

• Ethics and the future of marketing. 



Assessment: 



Texts: 

Jobber, D. (2007). Principles and practices of marketing, 5th ed. McGraw Hill. 

Fisk R.P., Grove S.J. and John J. (2008). Interactive services marketing. Houghton 

Mifflin, 3rd edition. 

36

ASB-4007 FINANCE FOR MANAGERS 



Module organiser: Lynn Hodgkinson 

Aims: To enable students to gain a basic understanding of accounting and financial 

management, by examining basic principles and concepts in accounting statements and 

financial information so that they can be used to improve the quality of decision-making. 


• Appreciate the need for, and gain an understanding of, the principles underlying 

the preparation of accounting information. 

• Understand the principles used in recording business transactions and be able to 

prepare and analyse financial statements. 

• Understand the use of accounting information for decision making, planning and 

control. 


• The different roles of accounting and its relationship to shareholder value and 

business structure. 

• Measuring and reporting financial performance: the balance sheet and the profit 

and loss account. 

• Management control and the use of budgets. 

• The role of accounting information in marketing, operating, human resource and 

accounting decisions. 

• Strategic investment decisions. 

• The management of working capital. 

• Sources of finance & financial markets. 



• One workshop per week 

Assessment: 


• Coursework assignment, comprising an individual written essay and a group 

project and class presentation (50%). 

Texts: 

Collier, P. (2006). Accounting for managers: Interpreting accounting information for 

decision-making. Wiley. 

37

ASB-4010 NEW VENTURE CREATION 



Module organiser: Siwan Mitchelmore 

Aims: To evaluate the role of entrepreneurs and small firms as the lifeblood of an 

economy; to examine their contribution to innovation, wealth creation and employment; 

and to gain insights into the concepts of entrepreneurship and routes to new venture 

creation. 


• Identify the characteristics of entrepreneurs and appreciate the different types of 

entrepreneur that can exist and their role in society. 

• Understand the role of entrepreneurship in new venture development; 

• Understand the role of small firm in the economy. 

• Demonstrate familiarity with the routes available to new venture creation; 

• Evaluate and screen new venture opportunities. 


• Entrepreneurship theory and evolution of the concept. 

• Starting your own business. 

• Franchising. 

• Buying a business. 

• Succeeding in family business. 


• One 5-hour lecture per week for five weeks. 

Assessment: 



Texts: 

Kirby, D. (2002). Entrepreneurship. McGraw Hill. 

Timmons, J. and Spinelli, S. (2004). New venture creation: Entrepreneurship for the 21 st 

century. McGraw-Hill/Irwin. 

Zimmerer, T. and Scarborough, N. (2008). Essentials of entrepreneurship and small 

business management. Pearson. 

38

ASB-4027 INTERNATIONAL BUSINESS 



Module organiser: Stephen Jones 

Aims: To establish the relevance of globalisation to all organisations; to recognise the 

differing objectives of governments and commercial organisations; to identify the 

opportunities and challenges of integration between nations; and to formulate and 

implement international business strategies. 


• Interpret the different commercial objectives of companies, and the broader set of 

objectives of nations. 

• Appreciate the full range of methods of operating internationally. 

• Analyse specific country and product combinations, recognizing the merits of 

standardization and adaptation. 

• Formulate and implement effective international business (IB) strategies based on 

a sound conceptual basis. 


• The opportunities and threats of IB. 

• The international environment. 

• Multinational organisations (MNEs) and trade theories. 

• Government objectives and tensions with MNEs. 

• Transaction means for IB (Exporting, co-operative means, direct investment, 

etc.). 

• Selecting and implementing IB strategy. 

• SMEs and services in IB. 



Assessment: 



Texts: 

Daniels J., Radebaugh L.H. and Sullivan, D. (2007). International business: 

Environments and operations, 11th ed. FT Prentice Hall. 

Dunning, J.H. & Lundan S.M. (2008). Multinational enterprises and the global economy. 

Edward Elgar. 

Porter, M.E. (1998). The competitive advantage of nations. Free Press. 

39

ASB-4028 BUSINESS PLANNING 



Module organiser: Jeff Williams-Jones 

Aims: This module explores the process of establishing a venture from idea generation 

to the completion of a business plan. It then takes the student through the actual 

process of developing a business plan and its different components, including business 

description and the market; development and production; sales and marketing; 

management team and the financial plan. 


• Understand the purpose of a business plan and how to write the various 

components both individually and collectively as a strategy for new business 

creation. 

• Be able to explore sources of finance available to businesses. 

• Be able to calculate and realistically forecast a businesses financials 


• Introduction to the Business Plan 

• Components of the business plan: Business description and the market 

• Components of the business plan: – Development and production; Sales and 

marketing 

• Components of the business plan: – management plan and financing the venture 


• Lectures: 6 hours per week (taught on one day) for 5 weeks. 

Assessment: 

Coursework (100%) 

• Business plan development and presentation 

Texts: 

Full details will be provided by the module organiser at the first lecture 

40

ASB-4029 EUROPEAN BUSINESS 



Module organiser: Brian Jones 

Aims: To consider the complexities and challenges of doing business in Europe and 

the singular characteristics of an economic, political and social space which contains 27 

countries and almost 500 million people, which generates around 30% of the world’s 

GDP and which is subject to a unique system of supra-national governance. 


• Discuss the role of the European Union (EU) and its significance as a supranational 

instrument of governance. 

• Understand and explain the characteristics of the Single European Market and 

critically assess the role of the Euro and the nature of a European labour market. 

• Understand the impact of EU policy in respect of competition, industry, the 

regions and the environment. 

• Recognise that business and marketing strategy will be mediated by the 

multicultural nature of the EU. 

• Critically evaluate the role of the EU in a globalised economy. 


• The structure, institutions and purpose of the EU. 

• The internal market and the Euro. 

• Competition, industry and aid policy. 

• A European workforce. 

• Nice and the implications of enlargement. 

• Business strategy in the Single European Market. 

• Marketing in the Single European Market. 

• Managing in a multi-cultural Europe. 

• Globalisation, Kyoto and Europe. 



Assessment: 



Text(s): 

Johnson D., Turner C. (2006). European business: Policy challenges for the new 

commercial environment. 2nd ed. Routledge. 

Mercado S., Welford R., Prescott K. (2001). European business. FT Prentice Hall. 

Lawrence, P. (1998). Issues in European business. Macmillan. 

41

ASB-4030 KNOWLEDGE MANAGEMENT 



Module organiser: Dr Clair Doloriert 

Aims: To develop knowledge and critical understanding of Knowledge Management 

(KM) and Organisational Learning (OL) theory and practice; and to learn about the 

nature of KM and OL in organisations, their differences and their relationships to 

creativity, innovation and change. 


• Develop an epistemic awareness of the nature of knowledge within organisations 

and the practical significance this has for Knowledge Managers. 

• Develop a critical awareness of some of the key KM and OL models within the 

research literature, and of how such models inform practice. 

• Develop a critical awareness of organisational challenges associated with KM 

and OL including the valuing of knowledge assets, Intellectual Property and the 

remuneration of knowledge creation. 

• Explore the challenges of international KM and KM across borders and nations. 

• Develop an applied understanding of KM in practice and its importance for 

learning, communication and effective teamwork. 


• The nature of knowledge and learning within organisations and the philosophical 

perspectives on knowledge. 

• KM processes in organisations, and their relationship to creativity, innovation, 

change and leadership. 

• Tools and technologies for capturing, evaluating, sharing, storing and presenting 

knowledge. 

• KM systems 

• Creating knowledge sharing cultures and communities of practice. 

• KM and the learning organisation. 

• Intellectual capital, intellectual property and knowledge auditing in practice. 

• KM across national borders. 

Teaching Format: One 3-hour lecture per week. 

Assessment: 100% coursework, incorporating group activity. 

Texts: 

Jashapara, A (2004). Knowledge management: An integrated approach. FT Prentice 

Hall. 

Journal of Knowledge Management (1997 to present). Emerald. 

(Available FREE through Bangor University Electronic Resources). 

42

ASB-4401 RESEARCH METHODS 


Semester: 1+2 Pre-requisites: None 

Module organiser: Yener Altunbas 

Aims: To student with knowledge of intermediate and advanced qualitative and 

quantitative research methods, and provide a basis in research methodology 


• Demonstrate an understanding of basic statistical concepts, basic ideas of 

sampling and statistical inference. 

• Demonstrate a good foundation in research methods and techniques that can be 

applied in writing reports. 

• Obtain data from primary and secondary sources, and carry out investigations 

using summary statistics, graphs, techniques of exploratory data analysis, 

correlation and regression. 

• Formulate feasible research questions and strategies; and assemble, select and 

present the results of data analysis and data modelling. 

• Demonstrate computer skills for data analysis and modelling, and use statistical 

computer packages. 


• Describing and summarising data. 

• Elements of data modelling. 

• Principles of probabilistic inference. 

• Regression analysis. 

• Time series analysis. 

• Advanced econometric techniques. 

• Survey methodology. 



• One 1-hour practical session per week. 

Assessment: 

• 3-hour written examination at the end of Semester 2 (50%). 

• Four written assignments, and regular attendance and participation in classes 

(50%). 

Texts: 

Brooks, C. (2008). Introductory econometrics for finance, 2nd ed. Cambridge University 

Press. 

Gujarati, D.N. (2003). Basic econometrics, 4th ed. McGraw-Hill. 

Newbold, P., et al. (2002). Statistics for business and economics, 5th ed. Prentice Hall. 

Pindyck, R.S. and D.L. Rubinfeld (1998). Econometric models and economic 

forecasts, 4th ed. McGraw-Hill. 

43

ASB-4402 BANK FINANCIAL MANAGEMENT 



Module organiser: Ted Gardener 

Aims: To provide a grounding in the nature, strategic context and managerial functions 

of financial management in banks, and other financial services firms. 


• Appreciate the nature, strategic context and managerial functions of practical 

financial management in banks and similar financial service firms. 

• Understand how bank financial management contributes towards meeting a 

bank’s strategic and related objectives. 

• Apply the skills and practical competences needed for high-level financial 

management in banking. 

• Understand contemporary problems and issues that bear on bank financial 

management. 

• Develop a suitable analytical framework from the bank financial management 

corpus to be capable of addressing new and contemporary issues. 


• External and internal drivers that shape bank financial management. 

• Financial and performance analysis. 

• Asset and liability management. 

• Lending and securitisation. 

• Risk and capital adequacy;. 

• Capital allocation and VAR (Value-At-Risk) modelling. 

• Current issues in bank financial management. 



• One 1-hour class per fortnight. 

Assessment: 



Texts: 

Saunders, A. and Millon Cornett, M. (2006). Financial institutions management: A risk 

management approach. Irwin. 

Hempel, G.H. and D.G. Simonson (1999). Bank management: Text and cases. John 

Wiley. 

Mullineux, A.W. and Murinde, V. (2003). Handbook of international banking. 

Edward Elgar. 

Casu, B., Girardone, C. and Molyneux, P. (2006). Introduction to banking. FT Prentice 

Hall. 

Matthews, K. and Thompson, J. (2008). The economics of banking, John Wiley. 

44

ASB-4403 INTERNATIONAL FINANCIAL MARKETS 



Module organiser: Owain ap Gwilym 

Aims: To provide an introduction to finance theory, and its practical applications for 

investors, analysts and portfolio managers. 


• Demonstrate a good understanding of the pricing of the main financial assets 

traded in international financial markets. 

• Apply finance theory to portfolio selection and asset pricing. 

• Demonstrate an awareness of the implications of finance theory for best practice 

in investment strategy and portfolio management. 

• Critically evaluate empirical evidence concerning the operation of international 

financial markets. 


• An overview of financial markets and instruments. 

• Review of the concepts of risk and return. 

• Portfolio theory and diversification. 

• The capital asset pricing model. 

• Other asset pricing models. 

• Efficient markets, behavioural finance and anomalies. 

• Hedging, speculation and arbitrage. 

• Foreign exchange and derivative markets. 

• Option characteristics and option pricing. 

• Forwards, futures and swaps. 


• One 3-hour lecture/class per week. 

Assessment: 



Texts: 

Cuthbertson, K. and Nitzsche, D. (2008). Investments, 2 nd ed. Wiley [main text] 

Bodie, Z., Kane, A. and Marcus, A.J. (2008). Investments, 7 th ed. McGraw-Hill. 

Copeland, T.E., Weston, J.F. and Shastri, K. (2005). Financial theory and corporate 

policy, 4th ed. Pearson. 

Elton, E.J., Gruber, M.J., Brown, S.J. and Goetzmann, W.N. (2007). Modern portfolio theory 

and investment analysis, 7 th ed. Wiley. 

Kolb, R.W. (2003). Futures, options and swaps, 4th ed. Blackwell. 

45

ASB-4405 INTERNATIONAL FINANCIAL MANAGEMENT 



Module organiser: Sulaiman Mouselli 

Aims: To analyse the financial management of multinational companies, and the 

influence of the macroeconomic, fiscal, currency and political environments on financial 

decision-making. 


• Evaluate the impact of interest rates and inflation rates on exchange rates and 

the usefulness of the parity relationships. 

• Assess transaction and economic currency exposures and their management 

using external (derivatives and money markets) and internal techniques. 

• Evaluate the implications of the globalisation of financial markets for the financial 

management of multinational companies. 

• Analyse the factors that influence the evaluation and implementation of 

international investment projects. 

• Evaluate the impact of taxation issues on MNC’s, and demonstrate how internal 

techniques are used to position profits and manage liquidity and risk. 


• The financial management of multinational companies (MNCs). 

• The macroeconomic, fiscal, currency and political environments. 

• Determinants of exchange rates, and purchasing power and interest rate parity. 

• Management of exchange rate exposure through forwards, options. 

• Corporate financing decisions and the role of the global financial markets. 

• Cost of capital and performance evaluation; capital investment appraisal. 

• Taxation and its implications for MNC decision-making. 

• Working capital management and the positioning of funds in the MNC. 



Assessment: 



Texts: 

Eiteman, D.K., Stonehill, A.I. and Moffett, M.H. (2006). Multinational business finance, 

11 th edition, Addison Wesley. 

Madura, J. and Fox, R. (2007). International financial management. Thomson. 

Brealey, R.A. Myers, S.C. and Allen, F. (2006). Principles of corporate finance, 8th 

edition. McGraw-Hill. 

Shapiro, A.C. (2006). Multinational financial management, 8th edition, Prentice Hall. 

Butler, K.C. (2008). Multinational finance, 4th edition. Wiley. 

46

ASB-4406 FINANCIAL ANALYSIS 



Module organiser: Stuart McLeay 

Aims: 

To analyse the techniques that are used to evaluate a company’s financial position and 

performance, and develop a critical awareness of the uses of financial data by capital 

markets for valuation purposes. 


• Apply appropriate methodologies in order to produce inter-firm comparisons of 

performance, and comparisons between the performance of the same firm over 

time. 

• Appreciate the uses of financial information by capital markets. 

• Demonstrate competence in the use of specialised software for purposes of 

equity valuation. 

• Be able to apply basic and advanced techniques for the purposes of financial 

forecasting and the assessment of equity and credit risk. 


• Balance sheet and income statement analysis. 

• Financial ratio analysis and inter-firm comparison. 

• Trend analysis and financial forecasting. 

• Analysis of profitability and growth. 

• The quality of financial statements, and using financial statements in valuation. 

• Cash accounting, accrual accounting and discounted cash flow valuation. 

• Pricing book values and earnings. 

• Distress prediction. 


• One 2-hour lecture per week, plus computer workshops. 

Assessment: 


• Coursework assignment, including two class presentations (25%). 

Texts: 

Penman, S.H. (2004). Financial statement analysis and security valuation, 2nd ed. 

McGraw Hill 

Palepu, K.G., Bernard, V.L. and Healy, P.M. (1999). Business analysis and valuation: 

Using financial statements, 2nd ed. South-Western and ITP. 

Rees, B. (1995). Financial analysis, 2nd ed. Prentice Hall. 

Mayes, T. and Shank, T. (2003). Financial analysis with Microsoft Excel, 3rd ed. Dryden 

Press. 

47

ASB-4407 BANK STRATEGY AND PERFORMANCE 



Module organiser: Philip Molyneux 

Aims: To develop a critical awareness of the theory of the banking firm, and regulatory 

and structural issues impacting on bank behaviour and performance. 


• Critically evaluate the rationale for banks and banking business. 

• Analyse the important determinants of bank performance and efficiency. 

• Demonstrate awareness of the dynamic aspects of banking business, such as 

bank growth and innovation. 

• Critically evaluate theoretical and empirical evidence on the principal 

determinants of bank behaviour and performance. 


• Structure Performance Relationships in European banking. 

• Banking structure in the US and Japan. 

• Competition in banking. 

• Financial innovation. 

• Technology in banking. 

• Bank regulation and introduction to risk. 

• Loan sales and securitization. 

• Internationalization in banking. 

• Capital, risk and efficiency. 

• Shareholder value creation in banking. 

• Private banking and wealth management. 

• Banks and equity markets. 



Assessment: 



Texts: 

Berger, A.N., Molyneux, P. and Wilson, J.O.S. (2008). Oxford handbook of banking. 

Oxford University Press. 

48

ASB-4408 FINANCIAL ECONOMETRICS 



Module organiser: John Goddard 

Aims: To provide advanced coverage of econometric methods and practices that are 

used to model financial and business data, and to develop a critical awareness of the 

strengths and limitations of modelling techniques. 


• Demonstrate an understanding of the key theoretical underpinnings and practical 

applications of econometrics for financial and business analysts. 

• Design, estimate and evaluate econometric models to financial and business data 

sets using the Stata econometrics software package. 

• Demonstrate a critical awareness of the implicit assumptions and the limitations 

underlying empirical models based on financial and business data. 

• Demonstrate an understanding of recent developments in time series 

econometrics, and their implications for modelling the returns and volatility of 

financial assets. 

• Critically evaluate academic literature with an empirical content in economics, 

finance and business. 


• Review of the linear regression model: estimation and hypothesis testing. 

• Dynamic regression models: distributed lag and autoregressive models. 

• Non-stationarity and testing for unit roots. 

• Modelling long-run relationships: cointegration. 

• Modelling volatility: univariate ARCH and GARCH models. 

• Regression analysis using panel data. 


• Two 1-hour lectures per week, and one 1-hour computer workshop per week. 

Assessment: 



Texts: 


Press [main text] 

Campbell, J., Lo, A. and McKinlay, A. (1997). The econometrics of financial markets. 

Princeton University Press. 

Greene, W.H. (2002). Econometric analysis, 5th ed. Prentice Hall. 

Wang, P. (2002). Financial econometrics: Methods and models. Routledge. 

49

ASB-4409 BANKING AND DEVELOPMENT 



Module organiser: Jonathan Williams 

Aims: To evaluate the theory underlying the policy of financial liberalisation, and 

examine its implementation, primarily in developing countries. 


• Understand why financial development is important in relation to economic 

growth. 

• Evaluate the general policy prescription of financial liberalisation. 

• Comprehend the importance of institution building. 

• Explain interest rate behaviour after liberalisation. 

• Understand why bank efficiency is an important part of liberalisation programmes. 

• Discuss the role of entry barriers and ownership criteria. 

• Comprehend stock market liberalisation and the process of financial integration. 

• Evaluate arguments for and against capital account liberalisation and consider 

contagion effects across national financial systems. 


• Financial development and economic growth. 

• Financial repression, financial liberalisation and financial restraint. 

• Governance, institutions and law. 

• Financial fragility and the institutional environment. 

• Interest rate spreads and financial liberalisation. 

• Financial liberalisation and bank efficiency. 

• The role and performance of foreign banks. 

• Privatising the banking system. 

• Financial development and the role of stock markets. 

• International capital flows: causes, consequences and policy responses. 

• Financial contagion. 



Assessment: 


• Coursework assignment, comprising an individual written essay (25%). 

Texts: 

There is no core text for this module. A full set of journal article and discussion paper 

readings is provided for each lecture. 

50

ASB-4411 INTERNATIONAL BANKING 




Aims: To examine the origins of international banking, the activities of international 

banks, the markets in which they participate, and the sources of risk in international 

banking. 


• Explain why banks operate across national boundaries, identify their activities as 

well as the characteristics of international financial markets and centres. 

• Understand the relationships that underpin the international monetary system. 

• Review the expansion of international banking including the evolution of market 

structure and efficiency gains. 

• Discuss issues associated with evaluating international credit risk. 

• Review the causes of major international financial crises and appraise the policy 

responses of multi-lateral financial institutions. 

• Comprehend issues relating to the regulation of international banks. 


• Evolution of international banking and the growth of Euromarkets. 

• International monetary system. 

• Interest parity conditions. 

• International bank activities. 

• Strategies and market structure. 

• Cross border bank mergers and acquisitions. 

• Evaluating country risks. 

• Financial crises. 

• Issues in international bank regulation. 

• The internationalisation of the Brazilian banking system. 



Assessment: 


• Coursework assignment, comprising an individual essay (25%). 

Texts: 

Hughes, J.E. and MacDonald, S.B. (2002). International banking: Text and cases. 

Addison-Wesley. 

Smith, R.C. and Walter, I. (1997). Global banking. Oxford University Press. 

51

ASB-4412 INVESTMENT AND PRIVATE BANKING 



Module organiser: Phil Molyneux 

Aims: To develop a critical awareness of the changing business characteristics of the 

global investment banking sector, and to examine private banking services including 

asset and risk management. 


• Demonstrate awareness of the main components of investment and private 

banking business. 

• Analyse regulatory issues affecting investment and private banking. 

• Demonstrate awareness of the main types of offshore and onshore private client 

activity. 

• Critically evaluate strategic trends and developments in private banking. 

• Analyse the changing structure of the global and European investment banking 

industry. 


• Introduction to wealth management and private banking. 

• Private banking industry challenges. 

• Clients. 

• New products and pricing. 

• Distribution channels and players. 

• Operational excellence and organizational design. 

• Regulatory and tax issues. 

• Investment banking: industry trends. 

• Asset and revenue structures of investment banks. 

• Shareholder value creation. 



Assessment: 



Text(s): 

Maude, D. (2006). Global private banking and wealth management. Wiley Finance. 

Cap Gemini / Merrill Lynch. (2008). World wealth report. 

52

ASB-4413 STRATEGIC MANAGEMENT 



Module organiser: Gareth Griffiths 

Aims: To introduce the language of strategy, explore the link between strategic and 

operational management, discuss strategic management as a core management 

process and the dangers of strategic drift; to ensure familiarity with the work of key 

writers; and to place strategic decision making in a culturally defined, dynamic 

environment. 


• Use the terminology of strategic management in an organisational context. 

• Distinguish between and understand the relationship of strategic and operational 

management. 

• View strategy as a continuing managerial process and appreciate the dangers of 

drift. 

• Identify and cite the key theorists. 

• Understand the dynamics of strategic decision making and implementation and 

the significance of culture and cultural change. 


• The concepts of strategic management. 

• The vocabulary of strategy; prescriptive and emergent strategies. 

• Strategy, the organisation and the environment. 

• The core processes: strategic analysis; strategy formulation; strategic choice. 

• Implementing strategy: building capacity and allocating resources. 

• Managing strategic change. 

• Monitoring and reviewing the implmentation process. 



Assessment: 



• 2500 word seminar paper and presentation. 

Text(s): 

Johnson G., Scholes, K., Whittington (2008). Exploring corporate strategy, 8th ed. 

Prentice Hall. [main text] 

Analoui, F., and Karami, A (2003). Strategic management in small and medium 

enterprises. Thomson. 

53

ASB-4414 CORPORATE RISK MANAGEMENT 



Module organiser: Dave Ayling 

Aims: To provide an understanding of pure risk and its management; to provide an 

analytical background to identifying, measuring, controlling and financing loss 

exposures; to examine decision rules for choosing between alternative risk management 

strategies; and to apply risk management concepts and techniques in practical 

situations. 


• Understand the risk management function in business, risks faced by business 

organisations, risk management objectives and the interaction of risk 

management with other business functions. 

• Understand principles of risk identification and measurement (including the uses 

and limitations of probability distributions) and costs and benefits of risk control 

and financing techniques. 

• Understand the uses and limitations of insurance within the overall risk 

management strategy and interactions between insurance and internal risk 

management activities. 


• The nature of risk management. 

• Risk identification. 

• Business loss exposures. 

• Risk measurement. 

• Probability distributions (uses and limitations). 

• Risk control tools. 

• Risk financing tools. 

• Influence of the market on risk management decisions. 

• The interdependence of insurance and loss prevention decision 

• Insurance versus alternatives. 

Assessment: 


• Coursework assignment, comprising a written essay and a class presentation 

(40%). 



Text(s): 

Harrington, S.E. and Niehaus, G.R. (2004). Risk management and insurance, 2nd ed. 

McGraw Hill. 

Williams, C.A. Jr., Smith, M.L. and Young, P.C. (1998). Risk management and 

insurance, 8th ed., McGraw Hill. 

54

ASB-4415 MANAGEMENT RESEARCH 




Aims: To examine key methodological issues and approaches to research in the 

management sciences, and to critically evaluate the strengths and limitations of data 

gathered from interviews, case studies, focus groups, surveys and experiments. 


• Demonstrate an awareness of the historical development of both quantitative and 

qualitative approaches to research in management. 

• Explain how a researcher’s philosophical position may influence the choice of 

research methods. 

• Critically evaluate the shift towards qualitative and interpretive research in 

management. 

• Compare, contrast and critically evaluate alternative research strategies and 

designs. 

• Demonstrate the capability to employ the most appropriate method of analysis to 

any specific business or management research agenda. 


• Research methodologies and philosophy: positivism and interpretivism. 

• Qualitative research methods and the search for meaning. 

• The process: selecting a research strategy and design. 

• Data gathering, documentary records, triangulation and mixed methods. 

• Content analysis, conversation analysis, discourse analysis, grounded theory. 

• Quantitative research design and methodologies. 

• Analysis of quantitative data. 

• Univariate and multivariate analysis, factor analysis, cluster analysis, manova and 

mancova, discriminant analysis. 




Assessment: 


• Coursework assignment, comprising a group project and an individual written 

project proposal (40%). 

• 2500 seminar paper and presentation 

Texts: 

Hair, J., Babin, B., Money, A. and Samouel, P. (2005). Essentials of business research 

methods. Wiley. 

Birks, D. and Malhotra, N. (2005). Marketing research: An applied approach, 2nd ed. 

Prentice Hall. 

Swift, L. and Piff, S. (2005). Quantitative methods for business, management and 

finance, 2nd ed. Palgrave Macmillan. 

55

ASB-4416 FINANCIAL MODELLING 



Module organiser: Michael Cain 

Aims: To introduce and develop the basic techniques of mathematical and stochastic 

modelling in finance, with applications to portfolio selection and option pricing. 


• Evaluate probabilities involving games of chance and gambling. 

• Evaluate the mean and variance of return of an investment portfolio. 

• Appreciate the ideas of arbitrage and pricing via arbitrage. 

• Demonstrate an understanding of risk attitudes and expected utility. 

• Appreciate the Black-Scholes pricing of puts and calls. 


• Probability and distribution theory. 

• Mean, variance, covariance and portfolio return. 

• Geometric Brownian motion. 

• Present value analysis and rates of return. 

• Pricing via arbitrage. 

• Expected utility and portfolio selection. 

• CAPM and mean variance analysis. 

• Black-Scholes option pricing. 



• One 1-hour tutorial per week. 

Assessment: 

• 2-hour written (closed-book) examination (60%). 

• 2-hour written (open-book) class test (40%). 

Texts: 

Ross, S.M. (1999). An introduction to mathematical finance: Options and other topics. 

Cambridge University Press. [main text] 

Capinski, M. and Zastawniak, T. (2005). Mathematics for finance: An introduction to 

financial engineering. Springer. 

Higham, D. (2004). An introduction to financial option valuation: Mathematics, 

stochastics and computation. Cambridge University Press. 

Neftci, S.N. (1996). An introduction to the mathematics of financial derivatives. 

Harcourt Publishers Ltd/Academic Press. 

56

ASB-4417 FINANCIAL ENGINEERING 



Module organiser: Michael Cain 

Aims: To introduce basic concepts and methods of financial engineering involving 

options, futures and other derivatives. 


• Understand principles and methods for the management of risk in financial 

markets using derivatives. 

• Understand principles and methods for the valuation of derivatives via risk 

management. 

• Understand principles and methods for the hedging of risk in derivative portfolios. 


• Derivatives and risk management. 

• The valuation of forward and futures contracts. 

• Interest rates and swaps. 

• Options. 

• The binomial asset pricing model. 

• The Black-Scholes-Merton model. 

• Risk management of portfolios of options. 

• Bookmaking and betting. 



• One 1-hour tutorial per week. 

Assessment: 



Texts: 

Hull, J.C. (2006). Options, futures and other derivatives, 6 th Edition, FT Prentice Hall. 

[main text] 

Neftci, S.H. (2004). Principles of financial engineering. Elsevier Academic Press. 

Galitz, L. (1995). Financial engineering: Tools and techniques to manage financial risk. 

Pitman Publishing, . 

Campbell, J.Y., Lo, A.W. and MacKinlay, A.C. (1997). The econometrics of financial 

markets. Princeton University Press. 

57

ASB-4418 ACCOUNTING THEORY 



Module organiser: Doris Merkl-Davies 

Aims: To critically evaluate the various theories in accounting; and to understand how 

accounting theories can be used to explain the behaviour of preparers and users of 

accounting information. 


• Critically evaluate the strengths and weaknesses of various accounting theories. 

• Analyse the development and intellectual underpinning of rival theories that seek 

to explain accounting behaviour. 

• Analyse the structure of the key accounting theories. 

• Analyse the options and strategy of accounting regulators. 

• Examine the nature and content of key accounting standards in relation to their 

theoretical content. 


• Introduction to financial accounting theory. 

• Theories of regulation. 

• Normative theories of accounting. 

• Positive accounting theory. 

• Behavioural accounting theories. 

• Systems-oriented theories. 

• Critical accounting theories. 



• One 1-hour tutorial per fortnight. 

Assessment: 


• Coursework assignment, comprising an individual written essay and a group 

project and class presentation (50%). 

Texts: 

• Gaffikin, M. (2008). Accounting theory: Research, regulation and accounting practice, 

1st ed. Pearson. [main text] 

• Deegan, C. and Unerman, J. (2005). Financial accounting theory, 1st ed. McGraw 

Hill. 

• Godfrey, J., Hodgson, A., Holmes, S. and Tarca, A. (2006). Accounting theory, 6th 

ed. Wiley. 

• Riahi-Belkaoui, A. (2004). Accounting theory, 5th ed. Thomson. 

58

ASB-4419 ADVANCED FINANCIAL REPORTING AND REGULATION 



Module organiser: Aziz Jaafar 

Aims: To enhance understanding of advanced topics in financial reporting and 

regulation within the context of International Accounting Standards and GAAP; and to 

assesses the impact of accounting theory and regulation in resolving key reporting 

issues and examines the importance of relevant academic research to the area. 


• Analyse the options and strategy of accounting regulators, in particular in relation 

to emerging issues in financial reporting. 

• Analyse the development and intellectual underpinning of various financial 

reporting standards. 

• Explain the relationship between accounting information and capital markets and 

highlight this relationship by reference to empirical evidence. 

• Analyse, summarise and synthesise independently researched academic and 

professional literature. 


• Evolution of international GAAP and conceptual frameworks. 

• Regulatory environment of financial reporting. 

• Accounting for business combinations. 

• Accounting for goodwill and intangible assets. 

• Accounting for financial instruments. 

• Earnings management. 

• Financial reporting and capital markets. 



Assessment: 



Key reading 

Alexander, D., Britton, A. and Jorissen, A. (2005). International financial reporting and 

analysis, 2nd ed. Thomson. 

Ernst and Young (2007). International GAAP 2007. Lexus Nexis. 

59

ASB-4423 ISLAMIC BANKING 




Aims: To provide participants with an objective and professional assessment of Islamic 

banking theory and practice and to identify the salient features of Islamic banking as a 

model for financial intermediation. 


• Explain the implications of the application of Islamic principles in banking and 

financial intermediation. 

• Understand the implications of the traditional Islamic concepts of musharakah 

and mudarabah for the practical commercial operations of banks and financial 

institutions. 

• Draw comparisons between the conventional and Islamic banking business 

models. 

• Apply appropriate techniques for the evaluation of the financial performance and 

efficiency of Islamic banks. 

• Identify the challenges currently facing the Islamic banking sector, and the 

prospects and opportunities for future growth and development. 


• Theoretical foundations of Islamic banking. 

• Development of the Islamic banking model. 

• Islamic banking products and services. 

• Performance of Islamic banks. 

• Regulation of Islamic banks. 

• Challenges facing the Islamic banking sector. 



Assessment: 



Texts: 

Iqbal, M. and Molyneux, P. (2005). Thirty years of Islamic banking. John Wiley and 

Sons. 

Rosly, S.A. (2005). Critical issues on Islamic banking and financial markets. 

AuthorHouse. 

60

ASB-4424 ISLAMIC FINANCE 



Module organiser: John Thornton 

Aims: To provide participants with an understanding of the core principles of Islamic 

finance, and the working of Islamic financial markets and financial instruments; and to 

examine the role played by Islamic finance in the wider process of economic and 

financial development.. 


• Explain the distinction between Islamic principles and conventional practices 

based on interest. 

• Understand the implications of the traditional Islamic concepts of musharakah 

and mudarabah for practical business activities in the financial sector. 

• Apply the principles of Islamic finance to a range of investment and portfolio 

management issues. 

• Design financial instruments that satisfy the requirements for Shar’iah 

compliance, and the correct methods for their application. 

• Demonstrate understanding of the contribution of Islamic finance to the growth of 

the financial sector and broader economic development. 


• Financial contracting and riba. 

• Islamic financial instruments. 

• The role of the capital market. 

• Islamic financial engineering. 

• Risk management, and Islamic financial products. 



Assessment: 



Texts: 

Iqbal, Z.and Mirakhor, A. (2006). An introduction to Islamic finance: Theory and practice. 

John Wiley and Sons. 

Ayub, M. (2006). Understanding Islamic finance. John Wiley and Sons. 

El Gamal, M.A. (2006). Islamic finance: Law, economics and practice. Cambridge 

University Press. 

61

ASB-4425 INVESTMENT STRATEGY AND PORTFOLIO MANAGEMENT 



Module organiser: Owain ap Gwilym 

Aims: To analyse portfolio strategies which can effectively control risk and enhance 

returns; to develop intellectual skills and research expertise in the area of investment 

analysis and portfolio management; and to demonstrate appropriate modelling 

techniques for investment decision-making and risk management. 


• Demonstrate awareness of the process of investment management. 

• Apply the principles of investment theory and practice to the optimal selection of 

investments to satisfy a specific set of risk-return objectives. 

• Construct a portfolio from a range of available investment instruments, including 

bonds, equities and derivative securities. 

• Explain the different sources of risk and return in managing equity and bond 

portfolios. 

• Analyse appropriate benchmarks and methods for the evaluation of the 

performance of a portfolio of investments. 

• Explain the key considerations in risk measurement and risk management of 

portfolios. 


• The characteristics and roles of investment institutions. 

• Investment objectives and the asset allocation decision. 

• Principles of portfolio management. 

• Bond valuation and bond portfolio management strategies. 

• Equity portfolio management strategies. 

• Performance measurement. 

• Risk measurement and risk management. 


• One 3-hour lecture/class per week. 

Assessment: 



Texts: 

Blake, D. (2000). Financial market analysis, 2 nd ed. Wiley. 

Bodie, Z., Kane, A. and Marcus, A.J. (2008). Investments, 7 th ed. McGraw-Hill. 

Buckle, M. and Thompson, J. (2004). The UK financial system, 4 th ed. Manchester 

University Press. 

Cuthbertson, K. and Nitzsche, D. (2008). Investments, 2 nd ed. Wiley. 

62

ASB-4501 RESEARCH METHODS 



Module organiser: Yener Altunbas 

Aims: To student with knowledge of intermediate and advanced qualitative and 

quantitative research methods, and provide a basis in research methodology 


• Demonstrate an understanding of basic statistical concepts, basic ideas of 

sampling and statistical inference. 

• Demonstrate a good foundation in research methods and techniques that can be 

applied in writing reports. 

• Obtain data from primary and secondary sources, and carry out investigations 

using summary statistics, graphs, techniques of exploratory data analysis, 

correlation and regression. 

• Formulate feasible research questions and strategies; and assemble, select and 

present the results of data analysis and data modelling. 

• Demonstrate computer skills for data analysis and modelling, and use statistical 

computer packages. 


• Describing and summarising data. 

• Elements of data modelling. 

• Principles of probabilistic inference. 

• Regression analysis. 

• Survey methodology. 



• One 1-hour practical session per week. 

Assessment: 

• 2-hour written examination at the end of Semester 1 (60%). 

• Two written assignments, and regular attendance and participation in classes 

(40%). 

Texts: 


Press. 

Gujarati, D.N. (2003). Basic econometrics, 4th ed. McGraw-Hill. 

Newbold, P., et al. (2002). Statistics for business and economics, 5th ed. Prentice Hall. 

Pindyck, R.S. and D.L. Rubinfeld (1998). Econometric models and economic 

forecasts, 4th ed. McGraw-Hill. 

63

ASB-4502 BANK FINANCIAL MANAGEMENT 



Module organiser: Ted Gardener 

Aims: To provide a grounding in the nature, strategic context and managerial functions 

of financial management in banks, and other financial services firms. 


• Appreciate the nature, strategic context and managerial functions of practical 

financial management in banks and similar financial service firms. 

• Understand how bank financial management contributes towards meeting a 

bank’s strategic and related objectives. 

• Apply the skills and practical competences needed for high-level financial 

management in banking. 

• Understand contemporary problems and issues that bear on bank financial 

management. 

• Develop a suitable analytical framework from the bank financial management 

corpus to be capable of addressing new and contemporary issues. 


• External and internal drivers that shape bank financial management. 

• Financial and performance analysis. 

• Asset and liability management. 

• Lending and securitisation. 

• Risk and capital adequacy. 

• Capital allocation and VAR (Value-At-Risk) modelling. 

• Current issues in bank financial management. 




Assessment: 



Texts: 

Saunders, A. and Millon Cornett, M. (2006). Financial institutions management: A risk 

management approach. Irwin. 

Hempel, G.H. and D.G. Simonson (1999). Bank management: Text and cases. John 

Wiley. 

Mullineux, A.W. and Murinde, V. (2003). Handbook of international banking. 

Edward Elgar. 

Casu, B., Girardone, C. and Molyneux, P. (2006). Introduction to banking. FT Prentice 

Hall. 

Matthews, K. and Thompson, J. (2008). The economics of banking, John Wiley. 

64

ASB-4504 CORPORATE RISK MANAGEMENT 



Module organiser: Dave Ayling 

Aims: To provide an understanding of pure risk and its management; to provide an 

analytical background to identifying, measuring, controlling and financing loss 

exposures; to examine decision rules for choosing between alternative risk management 

strategies; and to apply risk management concepts and techniques in practical 

situations. 


• Understand the risk management function in business, risks faced by business 

organisations, risk management objectives and the interaction of risk 

management with other business functions. 

• Understand principles of risk identification and measurement (including the uses 

and limitations of probability distributions) and costs and benefits of risk control 

and financing techniques. 

• Understand the uses and limitations of insurance within the overall risk 

management strategy and interactions between insurance and internal risk 

management activities. 


• The nature of risk management. 

• Risk identification. 

• Business loss exposures. 

• Risk measurement. 

• Probability distributions (uses and limitations). 

• Risk control tools. 

• Risk financing tools. 

• Influence of the market on risk management decisions. 

• The interdependence of insurance and loss prevention decision 

• Insurance versus alternatives. 

Assessment: 


• Coursework assignment, comprising a written essay and a class presentation 

(40%). 



Text(s): 

Harrington, S.E. and Niehaus, G.R. (2004). Risk management and insurance, 2nd ed. 

McGraw Hill. 

Williams, C.A. Jr., Smith, M.L. and Young, P.C. (1998). Risk management and 

insurance, 8th ed. McGraw Hill. 

65

ASB-4505 INTERNATIONAL FINANCIAL MANAGEMENT 



Module organiser: Sulaiman Mouselli 

Aims: To analyse the financial management of multinational companies, and the 

influence of the macroeconomic, fiscal, currency and political environments on financial 

decision-making. 


• Evaluate the impact of interest rates and inflation rates on exchange rates and 

the usefulness of the parity relationships. 

• Assess transaction and economic currency exposures and their management 

using external (derivatives and money markets) and internal techniques. 

• Evaluate the implications of the globalisation of financial markets for the financial 

management of multinational companies. 

• Analyse the factors that influence the evaluation and implementation of 

international investment projects. 

• Evaluate the impact of taxation issues on MNC’s, and demonstrate how internal 

techniques are used to position profits and manage liquidity and risk. 


• The financial management of multinational companies (MNCs). 

• The macroeconomic, fiscal, currency and political environments. 

• Determinants of exchange rates, and purchasing power and interest rate parity. 

• Management of exchange rate exposure through forwards, options. 

• Corporate financing decisions and the role of the global financial markets. 

• Cost of capital and performance evaluation; capital investment appraisal. 

• Taxation and its implications for MNC decision-making. 

• Working capital management and the positioning of funds in the MNC. 



Assessment: 



Texts: 

Eiteman, D.K., Stonehill, A.I. and Moffett, M.H. (2006). Multinational business finance, 

11 th ed. Addison Wesley. 

Madura, J. and Fox, R. (2007). International financial management. Thomson. 

Brealey, R.A. Myers, S.C. and Allen, F. (2006). Principles of corporate finance, 8th ed. 

McGraw-Hill. 

Shapiro, A.C. (2006). Multinational financial management, 8th ed. Prentice Hall. 

Butler, K.C. (2008). Multinational finance, 4th ed. Wiley. 

66

ASB-4509 BANKING AND DEVELOPMENT 




Aims: To evaluate the theory underlying the policy of financial liberalisation, and 

examine its implementation, primarily in developing countries. 


• Understand why financial development is important in relation to economic growth 

• Evaluate the general policy prescription of financial liberalisation. 

• Comprehend the importance of institution building. 

• Explain interest rate behaviour after liberalisation. 

• Understand why bank efficiency is an important part of liberalisation programmes. 

• Discuss the role of entry barriers and ownership criteria. 

• Comprehend stock market liberalisation and the process of financial integration. 

• Evaluate arguments for and against capital account liberalisation & consider 

contagion effects across national financial systems. 


• Financial development and economic growth. 

• Financial repression, financial liberalisation and financial restraint. 

• Governance, institutions and law. 

• Financial fragility and the institutional environment. 

• Interest rate spreads and financial liberalisation. 

• Financial liberalisation and bank efficiency. 

• The role and performance of foreign banks. 

• Privatising the banking system. 

• Financial development and the role of stock markets. 

• International capital flows: causes, consequences and policy responses. 

• Financial contagion. 



Assessment: 


• Coursework assignment, comprising a group report (40%). 

Texts: 

There is no core text for this module. A full set of journal article and discussion paper 

readings is provided for each lecture. 

67

ASB-4510 FINANCIAL INSTITUTIONS STRATEGIC MANAGEMENT 




Aims: To provide academic training and practical insight into some of the main 

structural, performance and strategic management problems faced by banks and 

other financial service firms (FSFs); to provide an appreciation of the kinds of 

trade-offs and operational difficulties faced by FSFs in developing and 

implementing strategic management; and to develop an understanding of the 

competitive environment that shapes practical strategy within banking and other 

financial firms. 


• Critically evaluate the rationale for banks and banking business. 

• Analyse the important determinants of bank performance and efficiency. 

• Demonstrate awareness of the dynamic aspects of banking business, such as 

bank growth and innovation. 

• Critically evaluate theoretical and empirical evidence on the principal 

determinants of bank behaviour and performance. 


• Structure-performance relationships in European banking. 

• Banking structure in the US and Japan. 

• Competition in banking. 

• Financial innovation. 

• Technology in banking. 

• Bank regulation and introduction to risk. 

• Loan sales and securitization. 

• Internationalization in banking. 

• Capital, risk and efficiency. 

• Shareholder value creation in banking. 

• Private banking and wealth management. 

• Banks and equity markets. 



Assessment: 



Texts: 

Berger, A.N., Molyneux, P. and Wilson, J.O.S. (2008). Oxford handbook of banking. 

Oxford University Press. 

68

ASB-4511 INTERNATIONAL BANKING 




Aims: To examine the origins of international banking, the activities of international 

banks, the markets in which they participate, and the sources of risk in international 

banking. 

Learning outcomes: 

On completing the module, students are expected to be able to: 

• Explain why banks operate across national boundaries, identify their activities as 

well as the characteristics of international financial markets and centres. 

• Understand the relationships that underpin the international monetary system. 

• Review the expansion of international banking including the evolution of market 

structure and efficiency gains. 

• Discuss issues associated with evaluating international credit risk. 

• Review the causes of major international financial crises and appraise the policy 

responses of multi-lateral financial institutions. 

• Comprehend issues relating to the regulation of international banks. 


• Evolution of international banking and the growth of Euromarkets. 

• International monetary system. 

• Interest parity conditions. 

• International bank activities. 

• Strategies and market structure. 

• Cross border bank mergers and acquisitions. 

• Evaluating country risks. 

• Financial crises. 

• Issues in international bank regulation. 

• The internationalisation of the Brazilian banking system. 



Assessment: 


• Coursework assignment, comprising a group report (40%). 

Texts: 

Hughes, J.E. and MacDonald, S.B. (2002). International banking: Text and cases. 

Addison-Wesley. 

Smith, R.C. and Walter, I. (1997). Global banking. Oxford University Press. 

69

ASB-4512 INVESTMENT AND PRIVATE BANKING 



Module organiser: Phil Molyneux 

Aims: To develop a critical awareness of the changing business characteristics of the 

global investment banking sector, and to examine private banking services including 

asset and risk management. 


• Demonstrate awareness of the main components of investment and private 

banking business; 

• Analyse regulatory issues affecting investment and private banking. 

• Demonstrate awareness of the main types of offshore and onshore private client 

activity. 

• Critically evaluate strategic trends and developments in private banking. 

• Analyse the changing structure of the global and European investment banking 

industry. 


• Introduction to wealth management and private banking. 

• Private banking industry challenges. 

• Clients. 

• New products and pricing. 

• Distribution channels and players. 

• Operational excellence and organizational design. 

• Regulatory and tax issues. 

• Investment banking: industry trends. 

• Asset and revenue structures of investment banks. 

• Shareholder value creation. 



Assessment: 



Text(s): 

Maude, D. (2006). Global private banking and wealth management. Wiley Finance. 

Cap Gemini / Merrill Lynch. (2008). World wealth report. 

70

ASB-4515 MANAGEMENT RESEARCH 




Aims: To examine key methodological issues and approaches to research in the 

management sciences, and to critically evaluate the strengths and limitations of data 

gathered from interviews, case studies, focus groups, surveys and experiments. 


• Demonstrate an awareness of the historical development of both quantitative and 

qualitative approaches to research in management. 

• Explain how a researcher’s philosophical position may influence the choice of 

research methods. 

• Critically evaluate the shift towards qualitative and interpretive research in 

management. 

• Compare, contrast and critically evaluate alternative research strategies and 

designs. 

• Demonstrate the capability to employ the most appropriate method of analysis to 

any specific business or management research agenda. 


• Research methodologies and philosophy: positivism and interpretivism. 

• Qualitative research methods and the search for meaning. 

• The process: selecting a research strategy and design. 

• Data gathering, documentary records, triangulation and mixed methods. 

• Content analysis, conversation analysis, discourse analysis, grounded theory. 

• Quantitative research design and methodologies. 

• Analysis of quantitative data. 

• Univariate and multivariate analysis, factor analysis, cluster analysis, manova and 

mancova, discriminant analysis. 




Assessment: 


• Coursework assignment, comprising a group project and an individual written 

project proposal (40%) 

Texts: 

Hair, J., Babin, B., Money, A. and Samouel, P. (2005). Essentials of business research 

methods. Wiley. 

Birks, D. and Malhotra, N. (2005). Marketing research: An applied approach, 2nd ed. 


Swift, L. and Piff, S. (2005). Quantitative methods for business, management and 

finance, 2nd ed. Palgrave Macmillan. 

71

ASB-4521 MARKETING COMMUNICATION 


Semester: 2 Pre-requisites: ASB-2107 

Module organiser: Philip Stern 

Aims: To examine the processes by which an integrated marketing communications 

program is planned, developed and executed; and to examine the environment in which 

advertising and promotion take place and the various regulatory, social and economic 

factors that affect an organisation’s integrated marketing communications program. 


• Understand and critically evaluatethe theories and principles underlying 

marketing communication practice. 

• Apply the techniques used by marketers in developing marketing 

communications. 

• Develop a creative integrated marketing communication plan. 

• Implement the plan from a managerial and strategic perspective. 

• Apply managerial judgement and analytical and critical skills to promotion 

problems. 

Module Contents: 

• Integrated marketing communication. 

• Application of contemporary communication theory and research methods. 

• Marketing communications strategies and planning. 

• Advertising and media planning. 

• Sales promotion and online marketing communication. 

• Public relations and exhibitions. 

• Packaging and field marketing. 

• Implementation and evaluation of integrated marketing communications strategy. 



Assessment: 


• Group project (40%). 

Text(s): 

Percy, L. and Elliott, R. (2005). Strategic advertising management, 2nd ed. OUP. 

Picton, D. and Broderic, A. (2005). Integrated marketing communications, 2nd ed. FT 


Yeshin, T. (2006). Advertising. Thomson. 

Parente, D.E. (2006). Advertising campaign strategy: A guide to marketing 

communication plans. Thomson Southwestern. 

72

ASB-4522 RELATIONSHIP MARKETING 


Semester: 2 Pre-requisites: ASB-4006 Module 

organiser: Rosalind Jones 

Aims: To examine the contribution of relationship marketing to the marketing function, 

and to evaluate the impact of relationship marketing on a business or other organization. 


• Evaluate the key characteristics of relationship marketing in a variety of contexts 

(networks and partnerships; alliances, mergers and acquisitions). 

• Develop methods and systems for the management of relationships in complex 

environments. 

• Analyse those relationships in specific business sectors and propose appropriate 

relationship management strategies. 

• Discuss and debate issues associated with developing sustainable relationships 

with successful outcomes. 

• Undertake case study analysis of relationship management functions in a 

business. 


• Introduction to relationship marketing. 

• B2C - Business to Customer Relationships. 

• CRM - Customer Relationship Management systems and processes. 

• B2B - Business to Business relationships, partnerships and networks; alliances, 

mergers and acquisitions. 

• SME - Small and Medium-sized Enterprise marketing. 

• B2G - Business to Government relationships, networks and partnerships. 

• N-P - Not-for-profit relationship marketing. 

• Public Sector marketing, partnership and network relationships. 



• One 1-hour tutorial per fortnight. 

Assessment: 

• Individual coursework assignment, not exceeding 4,000 words (100%). 

Texts: 

Christopher, M., Payne, A., and Ballantyne, D. (2002). Relationship marketing: Creating 

stakeholder value. Butterworth-Heinnemann, London. 

Egan, J. (2004). Relationship marketing: Exploring relational strategies in marketing. 

Prentice-Hall, London. 

Gummesson, E. (2002). Total relationship marketing. Butterworth Heinnemann, London. 

73

BANGOR BUSINESS SCHOOL - Bangor University

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