First Year – 1st Semester Courses
Analysis of Business Problems (ABP), 3 credits
This course is intended to develop a participant's basic ability to think about complex real-world business problems. At the same time it serves as an introduction to the use of the case method. The different stages involved in making decisions and implementing them are considered: defining the problem(s), establishing the criteria (both quantitative and qualitative), designing alternative solutions, and making a decision based on both objective and subjective criteria; and the ease of successful implementation of the solution chosen. Special attention is also given to evaluating proposals and setting criteria for decision making.
Corporate Financial Accounting (CFA), 3credits
This course considers the framework of Financial Accounting (Legal International and Local Standards, Business and Professional Requirements). It defines and explains the purpose of Balance Sheet; and Profit and Loss Account. It explores the functionality of Accrual Adjustments, Financial Statement Preparation and Financial Statement Analysis.
Management Communication (MC), 3credits
Management Communication is designed to improve managers' Intra- and Interpersonal Skills, address the Principles of Business Writing (Letters, Memos, and Reports), Interviewing Skills, and Persuasive Skills: Credibility, Argumentation, Emotional Intelligence, Oral Presentation Skills and handling Interpersonal Conflicts
Quantitative Analysis (QA), 3credits
The course aims at developing students' skills in innovative and comprehensive methods needed for comparing different decision alternatives inherent in business problems. It analyzes decision choices through quantitative consideration of their inherent risks and uncertainties, and how these factors can be used in formulating investment strategies.
Each aspect of the course is made practical through case studies. At the end of the course, students should be able to: define a business problem, Identify possible decision alternatives, Highlight possible outcomes, Quantify profit or loss (or any other measure of value) for each alternative, Determine or estimate the probability of occurrence of each possible outcome, Compute a weighted average profit or loss (or any other measure of value) for each decision alternative and Choose the appropriate decision alternative taking into consideration the above analyses.
First Year – 2nd Semester Courses
Operations Management (OM), 3credits
How we manage productive resources is critical to strategic growth and competitiveness. Operations management is the managing of these productive resources to achieve customer needs. It entails the design and control of systems responsible for the productive use of raw materials, human resources, equipment, and facilities in the development of a product or service. The operations management is designed to enable the candidates acquire the tools and skills for managing the productive resources. The sessions will include: Introduction to Operations Management, Process Flow Analysis Techniques, Concept of Bottleneck & Process Improvement, Queues and Waiting Lines, etcetera.
Business Ethics (BE), 3credits
The Business Ethics modules covers Fundamental Ethics Principles, Ultimate Objective(s) of Business Firms, Responsibilities of the Firm Towards Its Customers, Responsibilities of the Firm Towards Its Investors and Creditors; Financial Reporting., Responsibilities of the Firm Towards Its Employees, Responsibilities of the Firm Towards the Communities in which it Operates, Principles among the Responsibilities of the Firm and the Responsibilities of the Manager Towards his/her Firm.
Cost & Management Accounting (CMA), 3credits
This module examines the role of Management Accounting in an organization, Information in the Development and Implementation of a Firm's Business Strategy, Cost Structures and Definitions, Key Themes of Strategic Cost Management, Relevant Costs for Decision Making, Cost Analysis and Break-Even Point, Contribution Margin Analysis, Decisions at Capacity and at Under-Capacity, Products, Pricing and Customer Mix Decisions. Cost Centers, Opportunity Costs, Joint Costs and By-Products, Design and Implementation of Cost Systems; Cost Allocation to Products, Activity Based Costing, The Budgeting Process; Standard Costing and Variance Analysis.
Introduction to Marketing Management (MKT), 3credits
Effective marketing management is the key driving force in today's global business environment. In good times and bad, marketing management is a necessity if a business is going to survive and strive. It is a key contributing factor to sustainable success and makes the difference between successful companies and those which fail to grow. The sessions include: Marketing Planning, Marketing Implementation, Marketing Control, Product/Brand Management, and Introduction to Marketing Decisions; Segmentation Targeting and Positioning, Product Pricing Placing and Promotion Decisions etcetera.
First Year - 3rd Semester Courses
Economic Environment of Business (EEB) - 3credits
This course is designed to enable managers gain a clear insight into the microeconomic environment of business and the macroeconomic risk environment. The course deals with decision making at the household level and firm level as well as the risk-operating environment. Issues dealt with in the course include the application of economic methodology to decision-making problems faced by public, private and non-profit institutions. The course is in four modules as follows: Business in a Market Environment, Relationship between Business and Government, Responding to the Regulatory Environment and Macroeconomic Risk Management.
Human Behaviour in Organizations (HBO) - 3credits
This course covers various issues on the management of individuals, groups and organisations. It is aimed at increasing the personal effectiveness and skill of participants in understanding, analysing and managing people in organizations. The topics covered in the course are Introduction to Human Problems in Organizations, The Role of the Manager; Motivation, Group Dynamics, Delegation, Management Style, Power and Authority. Organizational Structure; Organizational Forms: Functional, Divisional, Matrix, Networks etcetera.
Operations Strategy (OPS), 3credits
The course focuses on the relationship between operations and the other management functions in contributing to building a competitive advantage in the market place. Also, the course will examine the purpose of operations in relation to purpose of the company (i.e. corporate goals and strategy). It will provide the students with the framework to understand how to attain competitive advantage through the operations strategy of the firm. The course is structured into three modules: The components of operations strategy and how to position the Company competitively in its chosen field of business; Strategic Management of the Supply network and Logistics, and Competing Through quality and other strategic initiatives (e.g. process improvements, etc.)
Organizational Leadership – 1.5 Credits
The primary purpose of this course is to help participants become highly effective and responsible leaders in an increasingly complex and changing environment. It encompasses: Introduction to leadership; the Challenge of Leadership; an Organization's Leadership Brand; Change and transformation; Equipping and Empowering for Change; managing change process; common pitfalls in leading change and how.
Second Year – 1st Semester Courses
Financial Management (FM) 3credits
Financial management introduces participants to the essential principles of Financial Analysis and Diagnostics, Financial Forecasting. Working Capital Management, Sustainable Growth, Receivables Management, Credit Policy, Investment Analysis and Capital Budgeting. It enables participants understand how the operations of a firm is funded through working capitals, and also explores how substantial financial investment could be achieved through proper investment appraisals etcetera.
Entrepreneurship (ENT) 1.5 credits
This course is designed to equip you with entrepreneurial skills required to identify value-creating opportunities and execute successfully. Here, success is defined as creating significant value for the customer and as a result of this, reaping good returns from the business. The objective of the course includes: Developing the skills to sustain a profitable venture by Creating customer value, Creating a committed workforce; understanding the values and components of entrepreneurial leadership, Learning to write winning business plans, Implementing entrepreneurial ideas within an organisation (Corporate Venturing/ Intrapreneurship) as well as independently, and Strategies for surviving macroeconomic challenges
Strategic Management (SM) 3credits
Thinking strategically is a difficult skill to master. The objective of this course in Strategic Management is to push students to think strategically in different situations. The course will introduce you to a coherent framework of Value Creation and Value Appropriation and related concepts that are used to analyze the competitive environment of a firm and its internal strengths and weaknesses. We expect you to be able to deal with the basic strategy concepts introduced. Nevertheless, they remain tools, which should aid you in becoming better strategic thinkers. The main objective of this course is to learn how to formulate a strategy that will shape the future environment of the firm, taking into account all the relevant strategic variables in a consistent way.
Second Year – 2nd Semester Courses
Corporate Financial Management (CFM) 3credits
Having understood the introduction to financial management, we move on to Corporate Financial Management. This course will explore the company's debt policy, effects of debt tax shield, Bonds: General Characteristics and Valuation; Bond Analysis; the Bond Market and the Interest Rate Yield Curve, Stocks: General Characteristics and Valuation. Cost of Equity: Diversification, the Capital Asset Pricing Model and Cost of Equity Capital. Dividend Policy: Retained Earnings vs. Dividend Policy; effects of Valuation Criteria on Potential Acquisitions; Mergers, Acquisitions, Management Buy-Outs and Leveraged Buy-outs; Economic Value Added, Market Efficiency and its Implications for Practitioners.
Business Law (BL) 3credits
Business Law for Executive MBA aims to help executives to effectively deal with all kinds of commercial transactions in which they may accept personal or corporate liability. The course is designed to be practical. It will not and does not attempt to turn you into corporate lawyers. It should however raise your awareness of certain issues that are relevant to business so that you can react knowledgeably when faced with certain situations or problems, and make decisions required of you as managers. Instead of viewing law as that which constrains the executive, this course will seek to explain how legally astute executives can help shape the legal environment in which they do business and embrace the tools and opportunities the law offers to manage their businesses more effectively. The end result should be an increase in the executive's ability to use the law strategically. This will be manifested in their ability to use intellectual property protection to maximize intangible assets; preserve brand equity; manage disputes, deal effectively with labour relations, etc.
Management Information Systems (MIS) 3credits
In business, the management and development of information systems in organisations is often perceived as an information technology (IT) function led by technologically proficient personnel or IT managers. In as much as IT personnel are relevant, they are unfortunately not able to perform all relevant information systems management functions effectively. One major cause of this is that IT professionals are "techies" who have little understanding of the business the firm is engaged in and the core business objectives and/or strategies. As a result of this misalignment, some organisations acquire technology that fails to add value. This challenge of IT, is a global dilemma that is made worse by the complexity of IT and the lack of understanding of the full scope of IT management.
This course is not an IT course and IT personnel will not have any "unfair" advantages. The focus of this module is to introduce a new perspective to the management of information technologies for businesses – the general manager's perspective – providing insights into general management questions such as: What do I need to know and do to ensure that IT is used effectively to drive the business? For the IT manager, the course also provides insight into the scope and role of IT in the organisation to make them better managers of IT.
Second Year – 3rd Semester Courses
Social and Political Environment of Business (SPEB) 3credits
This course seeks to provide a clear understanding of the dynamic social, political and economic environment of the firm. A good knowledge of the relationship between government, business and society, trends in national strategy within the context of a changing international environment and their implications for the firm is imperative for the strategically minded general manager. It is designed to help managers understand the forces that shape those trends, adapt strategy as appropriate and identify a broad range of stakeholders in the environment of the firm with a view to enhancing the capacity for managing relationships with these stakeholders.
Human Resource Management (HRM) 3credits
This HRM course has been carefully designed to help you develop the core people management competencies you need to succeed as a manager. The overarching theme of the 20 sessions in this course is that people are essential agents for the success of the strategy of any organisation, and that by managing them purposefully, they can be a source of sustainable competitive advantage. You will gain a deep understanding of the key issues, trends and challenges associated with managing people in organisations, in five key areas: resourcing and talent management, performance management, reward management, human capital development, and employee relations. The HRM course builds on two foundational core courses: Human Behaviour in Organisations I and II, and enlists the disciplines of economics, social psychology, and sociology.
Negotiation (NEG) 1.5 credits
The purpose of the course is to enable the individual identify the numerous opportunities and imperatives for negotiation and to assist the individual and the organization in turning negotiation into a winning corporate capability. In today's world, research evidence has shown that every person (Legal and human) exists in a complex web of relationships formed, one at a time, through NEGOTIATION. As more relationships become necessary, and are entered into, they are preceded by and arise out of further negotiations. Purchasing and sales agreements are negotiated with vendors, marketing arrangements are negotiated with Agencies and third parties. Wages, salaries and employment terms are negotiated with unions or individual employees. Conflict situations are settled through negotiations and assisted negotiations. Taken together the thousands of negotiations an organization engages in have an enormous effect on both its strategy and its bottom line.
Life Project (LP) 1.5 credit
This module is designed to help participants to set themselves realistic goals for both their professional and personal life(s), based on the right values and on their strengths, taking account of their weaknesses but also of the resources available for them to move forward towards ambitious goals. More so, participants will be required to work out a personal career plan as well as a family plan on the basis of an analysis of their strengths, weaknesses, opportunities and threats. The teaching methods used include a case study, tools for self-assessment, feedback from classmates, tools for feedback from others, and working sessions.
Business Plan (BP) 6 credits
The Final Year Business Plan is a compulsory aspect of the MEMBA programme aimed at enhancing the participant's academic and professional development. The Business Plan is researched and written during the last two terms of the programme. Participants work in groups under supervision by a faculty member to prepare a business plan for a business of their choice. This process enables each participant to put into practice the knowledge acquired during the first and second years of the programme in developing a viable business plan. Though participants work in groups, emphasis is placed on individual contributions within the group in order to ensure appropriate learning is accomplished.
One Week Study Trip Abroad 6 credits
The MEMBA Programme is enriched with varieties of learning methods, networking activities and empirical projects that yield effective results during and on completion of the programme; it expands the horizon, perspectives of both intra-preneurs and entrepreneurs. Embedded in this enriched programme is a compulsory trip abroad. Participants in various programs from Lagos Business School have been participating in several trips abroad, more so is a red tape experience for the pioneer Modular Executive MBA (MEMBA) set, who flew to one of world's most admirable city state – Singapore in partnership with Nanyang Technology University for a one-week abroad study trip and networking sessions with Singaporean Executive Professionals and Business men. The week study trip is a compulsory aspect of the programme that exposes the participants to other country's business and corporate culture. Evident is the benefit to organizations that may desire to expand their businesses globally; and for executives to have wider networks.