Edinburgh Business School

MBA, MSc & DBA programmes

k G á«q Hô©dG á¨q∏dÉH »ŸÉY MBA èeÉfôH ∫hCG

!É°†jC
Contents Intermediate Awards 9
Welcome 1 MSc Financial Management 10
Background 2 MSc Marketing 10
Heriot-Watt University 2 MSc Human Resource Management 11
Edinburgh Business School 2 The DBA 12
EBS ArabWorld 2 Programme structure 13
The EBS Alumni Club 2 The courses and programmes 14
Recognition of Quality 3 Course descriptions 16
EBS ArabWorld 4 The course websites 20
Approved Learning Partners 4 What our students say 21
The EBS approach to learning 5 The Faculty 22
The MBA 6 Classroom support for students 24
Arabic Language option 7 Graduation 25
Specialist MBAs 8 Application process 25
Welcome
Thank you for your interest in Edinburgh Business School,
the Graduate School of Business of Heriot-Watt University

Edinburgh Business School (EBS) is well known throughout the world because of its The distinguishing features of
innovative MBA programme, which, since its launch in 1990, has produced over 11,500 EBS courses are:
graduates, and over 7,500 active students studying the MBA Programme in 150 countries. • Degrees from Heriot-Watt University are
The successful and innovative approach of Edinburgh Business School has its roots in recognised globally
research carried out at Stanford Business School, USA, where I was investigating • Heriot-Watt is a Royal Charter University
innovative teaching techniques and how students learn. After this research phase,
• Heriot-Watt is approved by the US
I spent 15 years developing the Core Courses with a team of leading faculty drawn
Department for Education
from top Business Schools in Europe and the US. The core content is now enhanced
by online services which provide high levels of interactivity and support for students. • Our courses are created by experts from
top US and European Business Schools
Our programmes offer complete flexibility – as a student you may choose the self-study
mode and take several years to earn your degree, or you may study on-campus in • Our MBA programme was listed second
Edinburgh intensively over one year, or at one of our Approved Learning Partners with largest in the Financial Times survey ‘20
local tutors. You may also choose to combine study routes in achieving your goal. of the top distance learning MBAs’ in
March 2009
In addition to the MBA Programme, the DBA programme, launched in 2003, now has
over 400 students placing EBS again in the forefront of world leading business schools. • Over 40% of the top Fortune 500
companies have employees on EBS
This year we announce the launch of a range of MSc programmes in business
programmes
subjects and the availability of our courses and examinations in three languages in
addition to English. • Flexibility of study mode ranging from full
time on campus to distance learning with
If you believe you have the intellectual energy and commitment for these programmes,
possibilities of mixtures of both;
now is the time to get in touch.
• Tutorial attendance with approved learning
partners throughout the world;
• Online services making possible high levels
of interactivity with EBS faculty and other
students;
Professor Keith Lumsden MA, PhD, FRSE • Student freedom to decide when, where
Director, Edinburgh Business School
and in which language to take examinations.
Heriot-Watt University, Scotland

www.ebsarabworld.com 1
 Background
An institution with a history of cutting-edge education
Heriot-Watt University
Heriot-Watt University was established in 1821 as a school for
engineers and was the world’s first technical institute.
Its founders intended the school to educate people for the rapidly
changing technologies of the day and its name commemorates two
Scottish champions of technology and commerce: George Heriot,
financier to King James VI, and James Watt, the pioneer of steam
power.
The University has achieved a consistent level of innovation
offering an extensive range of degrees in science, engineering,
technology, business and languages. The high standards of the
University are monitored through inspections carried out by the
UK government’s Quality Assurance Agency.
Just as its founders in 1821 intended, the University continues to
thrive as an institution at the cutting edge of the technologies of
our time, and continues to build on its reputation for academic
rigour and innovative thought.
Edinburgh Business School
Edinburgh Business School is the Graduate School of Business
of Heriot-Watt University and provides applied management
programmes to both individual students and
major corporations.
The School is located in a state-of-the-art teaching and
administrative centre on the Heriot-Watt campus, where the
needs of on-campus, corporate and international students are
met in one location.
The Business School is subject to the academic processes of
the University and is run by a Board of Directors drawn from the
worlds of academia and business under the chairmanship of
Sir Bob Reid.
EBS ArabWorld
EBS ArabWorld formerly known as Arab International Education
is the partner of Heriot-Watt University and Edinburgh Business
School for the MBA in English in the Arab World. EBS ArabWorld
plays a central role in translating and publishing the courses in
the Arabic language, marketing, appointment of pan-Arab
Approved Learning Partners, and many aspects of student service.
The founder of EBS ArabWorld was Mr Khalil Habib Sayegh
founder of Librairie du Liban, 1944. Librairie du Liban is one of
2
the Arab world’s largest educational publishers, publishing over
700 dictionaries, Islamic encyclopedias, the Sciences of the Holy
Koran, academic works, educational programmes and school
textbooks. It is a long term joint venture partner of Pearson
Education with successful publishing programmes and
translations across the Arab World.
For more information on EBS ArabWorld visit:
www.ebsarabworld.com
The Edinburgh Business School
Alumni Club
The greatest ambassadors of the Edinburgh Business School
are the students and graduates of the programmes, whose
successes, and belief in the Business School, have helped it
grow into one of the largest in the world.
Edinburgh Business School has over 11,500 alumni. This
powerful community drawn from over 150 countries and from all
major industry sectors provides an active social and professional
network. The School encourages networking through its alumni
website www.ebsglobal.net, regional ambassadors, local clubs
and events.
Recent Edinburgh Business School alumni events have been held
in Cairo, Dubai, Kenya, Hong Kong, Trinidad, Germany,
Switzerland, Canada and of course in Edinburgh. In addition, all
Edinburgh Business School alumni are members of the Watt Club,
Heriot-Watt University’s wider alumni association and this also holds
events on a global basis.
Every year, the School hosts pre-graduation parties in Edinburgh
and takes the opportunity to welcome personally all new graduates
into the alumni network.
wEBSpace - connecting Edinburgh
Business School alumni around the world.
wEBSpace is the new free service available to all graduates of
Edinburgh Business School which enables online communication
between them across 150 countries worldwide. Through
discussion forums, a searchable directory, an events calendar
and a career section, alumni can debate, explain, search,
suggest, create, solve and learn in the company of a powerful
worldwide network of people with a common set of business
tools and techniques. To get connected to wEBSpace, contact
Sally MacLeod at the School on sem@ebs.hw.ac.uk
Recognition of Quality
Quality and Standards at Heriot-Watt University

Within the education system in the United Kingdom, institutions Royal Charter
are only able to award a recognised higher education degree by
virtue of a Royal Charter, or more recently by Act of Parliament.
Heriot-Watt was granted its Royal Charter in 1966.

The University assures the quality and academic standards of its

educational provision in a number of ways. All universities in the
• Postgraduate Studies Committee which reviews programmes
UK are subject to regular audit by the Quality Assurance Agency
every 5 years to ensure that programmes are up to date and
(QAA), a national body responsible for ensuring that higher
offer appropriate academic standard,
education institutions meet national quality standards at both
institutional and subject level. • Quality and Standards Forum which ensures that programmes
and courses comply with the national frameworks for
Universities are also subject to scrutiny from the relevant funding
standards and quality set by QAA,
body, in the case of Heriot-Watt, the Scottish Higher Education
Funding Council. • Boards of Examiners including independent external
examiners, ensure that every assessment is at an appropriate
In addition to external agencies, Heriot-Watt University, like all UK
standard, that marking processes are fair and consistent and
Universities, has a number of internal structures and systems
that the assessment procedures are conducted appropriately.
designed to ensure that the quality of awards is maintained. The
Edinburgh Business School programmes have to pass through a Heriot-Watt is also approved by the US Department of
number of authorities within the University including the: Education.

Dr Youssef Boutros-Ghali Minister of Finance of Egypt with EBS MBA graduates, Celebration of Achievement ceremony, Cairo 2007.

www.ebsarabworld.com 3
 EBS ArabWorld
Partner of EBS for the Arab World

EBS ArabWorld is the strategic partner of Edinburgh Business
School in the Arab world and specialises in the requirements of
students from these regions.
EBS ArabWorld can help you by advising on courses, taking
your course orders and invoicing you in your local currency.
EBS ArabWorld works with Edinburgh Business School to
provide support to the students in the delivery of the MBA, DBA
and Masters Programmes.
For full details and further information, contact:
EBS ArabWorld c/o Arab International Education
Sayegh Building, Zouk Mosbeh, Kesrouan, Lebanon.
Tel: + 961 9 222 827 / +961 9 224 827
Fax: +961 9 224 828
Email: ebsmba@ebsarabworld.com (for the MBA & MSc)
ebsdba@ebsarabworld.com (for the DBA)
Web: www.ebsarabworld.com
Arabic MBA: arabic@ebsarabworld.com

EBS ArabWorld manages the Student Adviser team to help self-

study students and enquirers from the Arab countries in English Approved Learning Partners
or Arabic. Not all students wish to tackle the programme or specific
courses within it as self - study learners. For this reason, a
On becoming a student of Edinburgh Business School, you are
network of Approved Learning Partners exists in the Arab World
allocated a Student Adviser who remains with you throughout to provide you with academic services using tutors who have
your studies. been individually approved by Edinburgh Business School and
Your adviser: Heriot - Watt University, offering teaching and tutoring schemes
that have the approval of Edinburgh Business School.
• Provides you with information
Amongst EBS’s Arab world academic partners are the American
• Answers your queries University in Cairo and Ain Shams University where the EBS
• Helps you with your application and student administration MBA programme allows participants to acquire a degree from
a globally recognized Royal Chartered University in the heart of
• Advises you on the study routes and course options most Cairo, Egypt, and Heriot-Watt University Dubai Campus which
suitable for you is located in a state-of-art teaching and administrative centre
• Takes your course orders in Dubai Academic City.
EBS ArabWorld will announce the appointment of further
• Stays in touch with you as you progress through your
Approved Learning Partners for the teaching of the EBS MBA
programme
courses in the Arab countries.
• Ensures that you are kept up to date on all developments, until
For further information regarding the Arab world Approved
you have completed your degree.
Learning Partners please go to the following website:
Payment plans www.ebsglobal.net

You can pay fees in U.S. dollars, Sterling, or in your local

currency and fees can be submitted by cheque or bank transfer
to the following address:

Beneficiary: EBS ArabWorld Ltd.

Account number: 907362
With: Bank Audi S.A.L. - Saradar Group
Zouk Branch - Espace(73)
Swift Code:AUD BL BBX

EBSAW is responsible for the marketing and distribution

of the Arabic version globally. Heriot-Watt University Dubai Campus

4
The Edinburgh Business
School approach to learning
Totally flexible study combined with rigorous assessment

Edinburgh Business School offers you a range of courses which

can be taken in different combinations to earn different
postgraduate degrees.
While the flagship programme is the MBA, in 2006/7 the school
launched a range of MSc programmes. The DBA programme
continues to grow.
The standard MBA and MSc programmes each consist of
9 courses, some of which are mandatory core courses and
others are chosen from a range of elective courses (see chart
on pages 14-15).

How each course works

Each course covers a specific subject and represents
approximately 200 hours of actual study time. Each equates to
20 credit points under the UK system (and typically 5 under the
US system).
Each course text is divided into chapters; each chapter is
supported by a set of test materials designed to measure
understanding and application of concepts and analytical ability.
The course website for each course is accessed through a secure
password system and provides extra materials to enable you to
master the subject such as:
• Cases and questions to test comprehension,
• The unique Profiler © software which interprets your Modular structure
performance to give guidance on strengths and weaknesses,
The modular structure of the programmes and flexible nature
• Past examinations questions with worked answers, of the courses are designed to enable you, as a business
professional, to fit your study to your lifestyle.
• Faculty web-boards to allow you to post questions to faculty
and review the archived answers, • You choose to study the courses in the combination to
give you the degree award you want,
• Electronic versions of the Course text (in PDF and HTML
formats) to ensure access to fully up-to-date content, • You study at your own pace and in your own time,
and to provide it in downloadable form. with no requirement for extended study leave or a limit
on programme duration,
• You choose the study order of your courses to suit
your career needs or personal preferences,
• You sit examinations when you are ready,
• You do not need extra reading or access to a
university library,
• You are not required to attend any seminars,
• You are not required to produce project work.

www.ebsarabworld.com 5
 The MBA
More students from more countries than any other MBA programme
The MBA draws students from all the
world’s leading economies and cultures.
Over 40% of Fortune 500 corporations
have employees on this programme.
It was specifically created for business
men and women who want to gain
advanced management skills and
expertise through a programme which
does not constrain them as to where,
when or how they study – but which gives
them a degree with international respect
and credibility.
Each Course is entirely self-contained,
assumes no prior knowledge and can be
studied independently of the other
Courses in the MBA. This enables you to
choose the order in which you study each
Course, and the length of time you spend
on each.
Each Course will focus on a specific
aspect of business, and will show how to
apply the skills you learn to your own
organisation. Each Course uses a
combination of clear and applied content,
self-assessment with full feedback, fully
worked-out sample examinations,
computer profiling, and access to faculty
web-boards to equip you with the
necessary skills and knowledge to pass
the examination and to apply your learning
to your organisation.
6
You will spend approximately 200 hours You can choose from over 350 exam
studying each of the 9 Courses, and the centres around the world.
average time to complete an MBA entirely For a complete list of examination
through self-study is three years – dates until 2012, visit
although it can be completed in one year’s www.ebsglobal.net
intensive study, or over a period of many
years depending on your specific
Duration
circumstances. When you believe you
have mastered a Course, you can apply The time taken to complete the award will
for examination at the next available diet. differ according to the study route you
choose. The majority of self-study
students complete the MBA in 3 years
Admission (although some plan their studies over a
longer period). The MBA programme can
The standard entry requirement for the
be completed in one year by full-time
MBA is an undergraduate degree from a
study and two years by part-time study.
recognised institution. Alternatively, you
will be admitted onto the MBA when you
have passed three MBA Courses, which
Exemptions
must include at least 1 Core Course.
(These Courses will count towards your Holders of a relevant undergraduate
MBA). Additional requirements exist for degree may be eligible for one exemption,
students who wish to study on-campus. and there is a maximum of two
exemptions for relevant professional
qualifications. Credit transfers are also
Assessment
available. See www.ebsglobal.net for
Each Course is assessed through a details.
written three-hour examination. You do
not have a choice of question within the
examination: all are compulsory.
Examination scripts are marked by
Edinburgh Business School faculty and
are subject to rigorous scrutiny by
External Examiners from other UK
universities. You are permitted a maximum
of 2 examination attempts for each Core
Course.
Arabic Language option
MBA language options ∫ɪY’G IQGOG ‘ Òà°ùLÉŸG äɨd äGQÉ«N
Your MBA programme in your
language, if you are a speaker
of Arabic
Edinburgh Business School believes that people with the
necessary intellect and application should be able to benefit from
graduate level education, and earn their Masters degrees if they
can pass the tough examination process.
Edinburgh Business School has translated the MBA core course
texts and some elective course texts into Arabic, Chinese,
and Spanish. You can study the courses in one language or a
combination of both.
Arab International Education has translated into Arabic the
seven core courses: Accounting, Economics, Finance,
Marketing, Organisational Behaviour, Project Management,
Strategic Planning, and three electives Negotiation, Competitive
Strategy and Human Resource Management. Edinburgh
Business School will offer the three-hour written examinations in
Arabic across its network of international examination centres.
Edinburgh Business School and EBS ArabWorld will also appoint
a network of Approved Learning Partners to provide students
with tutoring and support in Arabic.
All purchasers of the MBA materials will be able to choose the
language of their printed Course text (English or Arabic), and all
students will have access to pdfs of Arabic and English language
versions from the Course websites.
We expect that students will have sufficient English to
communicate with the Edinburgh Business School administration
department.
Student advising in Arabic is available on:
arabic@ebsarabworld.com
The final awards will not refer to the language of study.
www.ebsarabworld.com
êÉ¡æe ∂«dG á«Hô©dG á¨∏dÉH Ék≤WÉf âæc GPG
∂à¨∏H ܃àμe »°SGQO
Òà°ùLÉŸG äGQô≤e AÉ£YG èeÉfôH ∫ɪYC’G IQGOE’ √nÈfpOGE á«q∏c äQƒq W ó≤d
.á«fÉÑ°S’Gh ᣰq ùÑŸG á«æ«°üdGh á«Hô©dG πª°ûJ á«aÉ°VEG äɨ∏H ∫ɪY’G IQGOG ‘
.∫ÉÛG Gòg ‘ IóFGôdG É¡fG á≤«≤◊Gh
á«°SÉ°SC’G äGQô≤ŸG Öjô©àH ¿ƒjƒHôJ á«ŸÉ©dG á«Hô©dG âeÉb ,¢Vô¨dG Gò¡d
∑ƒ∏°ùdGh ≥jƒ°ùàdGh ∫ÉŸG º∏Yh OÉ°üàb’G º∏Yh áÑ°SÉÙG :»gh á©Ñ°ùdG
äGQô≤ŸG ¤EG áaÉ°V’ÉH ,»é«JGΰS’G §«£îàdGh ™jQÉ°ûŸG IQGOGh »JÉ°ù°SDƒŸG
á«é«JGΰS’Gh ájô°ûÑdG OQGƒŸG IQGOGh ¢VhÉØàdG :á«dÉàdG áqjQÉ«àN’G
.á«°ùaÉæàdG
IQGOE’ √È
n f p OG
E á«q ∏c ≈æ©o J ±ƒ°Sh äÉYÉ°S çÓK É¡Jó
q ªa á«£ÿG äÉfÉëàe’G Éeq CG
.á«dhódG ÉgõcGôe áμÑ°T ÈY É¡FGôLÉH ∫ɪYC’G
¿Óª©J EBS ArabWorldh ∫ɪYC’G IQGOE’ √nÈfpOGE á«q∏c q¿GC ¤G IQÉ°TE’G QóŒ
¢ShQódG ÚeCÉàd ∂dPh Ióªà©ŸG º«∏©àdGh ºYódG õcGôe øe áμÑ°T õ«¡Œ ≈∏Y
.ô°üe ‘ ¢ùª°T ÚY á©eÉL õcGôŸG √òg øe ôcòfh .á«Hô©dG á¨∏dÉH ºYódGh
QÉ«àNG á°Uôa ∫ɪY’G IQGOG Òà°ùLÉe OGƒe øe øjó«Øà°ùŸG íæe ¤G ∞°VG
á«fÉμeG áaÉc ÜÓ£dGh ,(á«Hô©dG hG ájõ«∏μf’G) áYƒÑ£ŸG ¢ShQódG á¨d
á«Hô©dG Úàî°ùædÉH á°UÉÿG PDF ádƒªÙG äÉØ∏ŸG ∫Éμ°TG ¤G ∫ƒ°UƒdG
.äGQô≤ŸÉH á°UÉÿG âfÎfE’G áμÑ°T ™bGƒe ∫ÓN øe ∂dPh ,ájõ«∏μf’Gh
∫ɪY’G IQGOG ‘ Òà°ùLÉŸG äGQô≤e ºYóJ »àdG ájQGOE’G ᪶fC’G q¿G ÒZ
á«aÉc áaô©Ã ™qàªàdG …Qhô°†dG øe Gòd .ájõ«∏μf’G á¨∏dÉH iƒ°S ôaƒàJ ød
.ájõ«∏μf’G á¨∏d
:ÜÓ£dG áeóN ≥jôØH ¿B’G π°üJG äÉeƒ∏©ŸG øe ójõª∏d
arabic@ebsarabworld.com
.ºt∏©àdG á≤jôW hCG á°SGQódG á¨d ¤G Ò°ûJ ø∏a á«FÉ¡ædG IOÉ¡°ûdG ÉqeCG
7
 Specialist MBAs
Enable you to extend your MBA programme to meet your specific
career requirements. The specialisms provide you with a deeper
understanding of a specific discipline

If you want the range of generalist skills
of the 7 core courses, but also wish to
specialise in a chosen subject area, you
can take 4 specialist electives for an
MBA in Finance, Human Resource
Management, Marketing or Strategic
Planning.
MBA with a Specialism
in Finance
You must complete all 7 core MBA
courses and 4 courses from the specialist
elective group:
• Corporate Governance
• Credit Risk Management
• Derivatives
• Financial Risk Management
• Mergers and Acquisitions
• Practical History of Financial Markets
• Quantitative Methods
MBA with a Specialism
in Marketing
You must complete all 7 core MBA courses
and 4 from the specialist elective group:
• Consumer Behaviour
• International Marketing
• Marketing Channels
• Marketing Communications
• Marketing Research
• Negotiation
• Quantitative Methods
• Principles of Retailing
• Sales Force Management
• Services Marketing
MBA with a Specialism in
Strategic Planning
You must complete all 7 core MBA
courses and 4 courses from the
specialist elective group:
• Alliances and Partnerships
• Corporate Governance
• Competitive Strategy
• Leadership
• Making Strategies Work
• Mergers and Acquisitions
• Strategic Negotiation
• Strategic Risk Management

MBA with a Specialism in

Human Resource Management
You must complete all 7 core courses and
4 courses from the specialist elective group:

• Developing Effective Managers

and Leaders
• Employee Relations
• Human Resource Development
• Human Resource Management
• Influence
• Managing People in Changing Contexts
• Managing People in Global Markets
• Negotiation
• Performance Management
• Employee Resourcing
• Managing Personal Competencies

8
Intermediate Awards
create your ideal programme

Programmes are structured to allow benchmark to assess your suitability for Postgraduate Diploma
you the greatest possible flexibility. the MBA programme. in Marketing
You may take individual Courses to
Requirements: Requirements:
suit your own business needs.
3 Courses including 6 Courses including
Intermediate awards can be collected
at least 1 Core Course. 4 Specialist Marketing Electives and
en route to your final MBA, or can be the Core Course Marketing.
studied in their own right. Specialist
MBAs are available in Marketing, Postgraduate Diploma in Human
Diplomas
Human Resource Management, Resource Management
Finance and Strategic Planning to The Postgraduate Diploma is recognition
Requirements:
allow you to take your study into of the knowledge and success gained in
6 Courses including
a more advanced area. a specific field, and provides employers
4 Specialist Human Resource
with evidence of a milestone achievement
Management Electives and
or a stand-alone award.
Individual Courses the Core Course Organisational
Postgraduate Diploma in Behaviour.
You can take each of the MBA Courses Business Administration
individually to update specific skills or to Postgraduate Diploma in
meet a specific business requirement. Requirements: Strategic Planning
6 Courses including
Requirements:
at least 1 Core Course.
6 Courses including
Certificate
Postgraduate Diploma in Finance 4 Specialist Strategic Planning Electives
Postgraduate Certificate in and the Core Course Strategic Planning.
Requirements:
Business Administration
6 Courses including
The Certificate allows you to matriculate
4 Specialist Finance Electives
onto the MBA programme without a first
and the Core Course Finance.
degree. It also provides you with a

www.ebsarabworld.com 9
 MSc programmes
These Masters level programmes are for professionals at the
beginning of their chosen career, or for those who want to increase
their specialist skills and knowledge
MSc Financial Management
The Masters in Financial Management is
targeted at professionals who want to
develop a career in finance, and who
require a wide ranging understanding of
financial techniques and their application –
but do not require high level mathematical
understanding of finance theories.
The MSc offers specialist study in the areas
of corporate finance, investments, and risk
management. It will give you a relevant
practical knowledge of finance that can be
put into use straight away. Careers in
finance depend upon a strong
understanding of the foundations of
finance, investment behaviour, and the
dynamic nature of finance. The MSc will
provide a strong preparation for a career in
a wide variety of positions within the
finance profession.
A full list of the core and elective course
in this MSc programme is given in the
chart on pages14-15, and full
descriptions of each subject course are
given on pages16-19.
Admission: entry normally requires a
relevant undergraduate degree; or passes
in ‘Finance’ and two other core courses.
Passes: required in 5 core and 4
elective courses.
10
Exemptions/credit transfers: ACCA part
3 holders may be eligible for credit transfers
from 4 of the MSc courses.
1) Accounting
2) Finance
3) ACCA students who have passed the
ACCA part 3 course Advanced Taxation
will be exempt from one elective course
4) ACCA students who have passed the
ACCA part 3 course Audit and
Assurance Services will be exempt
from one elective course
Other professional qualifications or
undergraduate degrees may also
merit exemption.
Interim/exit awards: passes in ‘Finance’
and two other core course lead to the
award of a Postgraduate Certificate in
Financial Management. Passes in 6
courses including all 5 core lead to a
Postgraduate Diploma in Financial
Management.
MSc Marketing
The MSc in Marketing is an intellectually
challenging programme which equips you
with the necessary knowledge of the key
concepts, tools and techniques of
marketing. The emphasis of the
programme is on developing your ability to
apply this knowledge effectively and to
produce marketing professionals who can
add value to their organisations through
their ability to solve marketing problems
and make informed decisions in complex
and dynamic markets.
A full list of the core and elective courses in
this MSc programme is given in the chart on
pages14-15, and full descriptions of each
subject course are given on pages 16-19.
Admission: entry normally requires a
relevant undergraduate degree; or passes
in ‘Marketing’ and two other core courses.
Passes: required in 5 core and 4 elective
courses (see pages 14-15).
Exemptions/credit transfers: CIM
Professional Diploma holders are exempt
from 4 of the core courses (all the core
except International Marketing). Other
professional qualifications and undergraduate
degrees may also merit exemptions.
Interim/exit awards: passes in Marketing
and two other core courses lead to the
award of a Postgraduate Certificate in
Marketing. Passes in 6 courses including
all 5 core lead to a Postgraduate
Diploma in Marketing.
MSc Human Resource Management
This programme is aimed at professional
managers already working in the field of
‘people management’ or who see their
careers developing in that direction.
The programme is designed to help
managers develop the strategic, functional
and personal competences required to meet
the increasingly demanding roles of HR,
whatever their present level of experience.
The programme is structured to reflect the
roles now demanded of the HR
professional:
• Strategic partner: working to align
Human Resources with business
strategy,
• Change agent: managing change
processes to increase the effectiveness
of the organisation,
• Administrative expert: working to
improve organisational processes and
deliver basic Human Resource services,
• Employee champion: listening and
responding to employees' needs.
In addition to core HR concepts and
techniques, the programme addresses the
increasingly important interfaces between
HR and other key business functions,
including marketing and communications,
information and communications
technologies and knowledge management.
Managing across these interfaces is seen
as an important way in which HR can meet
the key strategic aims of organisations.
A full list of the core and elective course
in this MSc programme is given in the
chart on pages 14-15, and full
descriptions of each subject course
are given on pages16-19.
Admission: entry normally requires a
relevant undergraduate degree; or passes
in ‘Human Resource Management’ and
two other core courses.
Passes: required in 5 core and
4 elective courses.
Exemptions/credit transfers: various
undergraduate degrees and professional
qualifications may merit exemption.
Interim/exit awards: passes in ‘Human
Resource Management’ and two other
core courses lead to the award of a
Postgraduate Certificate in HRM.
Passes in 6 courses including all 5 core
lead to a Postgraduate Diploma in HRM.
www.ebsarabworld.com
MSc Strategic Planning
The Masters in Strategic Planning is
targeted at individuals who either are,
or intend to become, senior managers
holding substantive positions in
organisations.
Typically, at senior management level
individuals are expected to contribute
more than their functional specialty. In
doing so they need to understand how an
organisation can arrive at and deliver its
strategic objectives. In the world of rapid
change organisations that can identify the
need for change, design the changes
needed and implement those more
effectively and efficiency than others are
more likely to survive and prosper.
While an MBA prepares individuals for the
wide role of management, the area of top
level strategy formulation and execution
requires an additional set of knowledge
and skills.
Admission: entry normally requires a
relevant undergraduate degree, or passes
in’ Strategic Planning’ and two other
core courses.
Passes: required in 5 core and 4
elective courses.
Exemptions/credit transfers: Various
undergraduate degrees and professional
qualifications may merit exemption.
Interim/exit awards: passes in Strategic
Planning and two other core courses lead
to an award of a Postgraduate
Certificate in Strategic Planning. Passes
in 6 courses including all five core courses
lead to a Postgraduate Diploma in
Strategic Planning.
11
 The DBA
Designed for executives who want to apply research-based thinking to
business issues.
Whereas a PhD will develop
professional researchers, this
DBA will enable you to use
research methods to define,
implement and evaluate issues
facing your organisation.
The EBS DBA is non-specific and can
cover almost any aspect of applied
business. In the Course stage (see
opposite) candidates can specialise in
one of four specific discipline areas, or if
they have relevant Masters qualification
they can apply directly on to the DBA;
EBS will then determine an appropriate
bespoke study route to support the
candidate’s research interest.
In the later stages of the DBA,
programme, students can develop more
or less any area of specialisation
provided the chosen area is sufficiently
reliable and robust. Candidates can base
their research on applications directly
relevant to their own companies and or
employers.
DBA benefits
The EBS DBA offers a number of
valuable benefits.
The programme:
• builds on the internationally successful
EBS MBA programme utilising
established distance learning based
delivery and support systems,
• produces applied research
professionals; people who are able to
analyse complex business issues and
develop original and reliable solutions,
• generates understanding of synergies
and insights that can only be
developed by integrating different
disciplines within the context of
original research.
12
DBA background
This DBA programme was introduced in
2003 as one of a small number of active
DBA programmes within the UK. It
currently has several hundred high calibre
candidates from all over the world from a
diverse range of backgrounds - from
senior police commanders in Asia to
company CEOs in Canada, and from
senior academics in Ireland to post
doctoral researchers in Vietnam.
To achieve your DBA, you are required to
• demonstrate your knowledge and
expertise in the subject discipline(s)
required to underpin the subject of
your thesis – the Course stage
• acquire the skills needed to define and
undertake a thesis, and define an
appropriate subject for your thesis –
the Mentored stage
• conduct a literature search, and
write and defend your thesis – the
Supervised stage.
Current research subjects under
supervision include the following
general areas.
• From silo to enterprise wide risk
management – to what extent does
the introduction of an enterprise wide
risk management system affect the
corporate governance system at...
(a major university)
• The effects of intrinsic performance
incentives on the alignment between
front line operational activities and
strategy in... (a major police force)
• The Sarbanes-Oxley Act and
(European) non-profit organisations:
empirical research of organisational
compliance
• Capital investment decision making in…
(a mining PLC) from 2000 – 2008:
reconciliation of strategic management
and financial management theories
through the risk interdependency model.
• An investigation into the environmental
uncertainty characteristics and
adopted strategic orientations in the
telecommunications Industry in…
(an African country).
Admission and application
To be eligible for admission to an EBS
MSc programme, you must have a
relevant undergraduate degree from a
recognised university.
To be eligible for direct admission to the
DBA programme you must hold at least
one of the following qualifications:
• a Heriot-Watt University MBA,
• an approved MBA of equivalent
standard to that offered by EBS,
• a Masters degree such as MSc, MA,
MPhil in a relevant field of study,
• a PhD in a relevant area.
In addition, you should normally have a
minimum of 5 years relevant business
experience.
All candidates are required to apply to
EBS for admission using the relevant
application and reference forms which are
available to download from
www.ebsglobal.net
There is no fixed start date for the DBA
programme: you can apply and
commence your studies, at any time
of year.
Fees: The subject courses and the
Introduction to Business Research
courses carry the standard EBS fee per
course plus the standard EBS
examination fee
There are additional DBA fees for:
The Mentored stage: £1,200.
Payable on allocation of a mentor.
The Supervised stage: £4,000 per
year. Payable in advance of each
12 month period.
Total DBA fees are therefore the relevant
EBS subject course and examination
fees, plus the Research proposal fee,
plus the annual supervision fee(s) for the
Supervised stage.
Please note that there is no DBA
Application or Registration fee.
Subject to status. Fees liable to change
without notice
DBA – The Three Stages
Subject Knowledge – the Course stage
You have two ways to demonstrate your
knowledge in the subject area of your
proposed thesis:
• Complete one of the EBS MSc degree
programmes listed on pages 10 and
11. EBS currently offers MSc
programmes in Financial Management,
Human Resource Management,
Marketing, and Strategic Planning. The
EBS MSc programmes will ensure you
have sufficient subject knowledge for a
thesis in any of these broad subject
areas, and each includes the course
Introduction to Business Research 1
which provides a basic understanding
of what research is and how it is done.
Or
• Apply to the EBS DBA Research
Committee with details of an existing
degree at Masters level (or higher) and
the proposed subject for your thesis.
The Committee will determine
additional subject-based courses that
you will be required to complete with
EBS before you can start the Mentored
stage. This ‘tailored’ route is at the
discretion of the DBA Research
Committee and additional academic
references may be required.
If you do not have a clear concept for
your thesis proposal, it is recommended
that you focus on a specialist MSc
programme in the Course stage.
The EBS subject courses can be studied
by self-managed distance learning, or
with an EBS Approved Learning Partner
(see page 4). Some subject courses may
also be studied on campus at EBS.
Each course normally requires 200 hours
of study.
Research skills and research proposal
– the Mentored stage
To embark on this stage of your DBA, you
will be allocated a mentor and be required
to complete the EBS courses Introduction
to Business Research 2 and 3. In this stage
you will also develop your thesis proposal.
Introduction to Business Research 2
considers research methodology and
literature review. It explains how to do a
business-related literature review and then
use it to develop a hypothesis or theory
about a business issue.
Introduction to Business research 3
concentrates on statistical techniques
for data collection, analysis and
drawing conclusions.
As with other EBS subject courses, the
two Introduction to Business Research
courses are each assessed by written
three hour examinations.
Your EBS mentor will work with you to
help in the preparation of the research
proposal. Your mentor will be a senior
academic with experience of mentoring
DBA students but not necessarily an
expert in the subject of your final thesis.
Your research proposal must be submitted
to the EBS DBA Research Committee for
approval. If the research proposal is not
acceptable, it is returned to you with
suitable explanations and you will continue
to develop the research proposal until a
standard acceptable to the EBS Research
Committee is achieved. Once the research
proposal is accepted, you will be allocated
a supervisor whose expertise lies within
your proposed area of research.
The Mentored stage is normally of one
year’s duration.
www.ebsarabworld.com
Literature review and thesis – the
Supervised stage
During this stage of the DBA programme,
you work under the direction of the
supervisor, allocated to you by EBS, to
conduct a literature review to support
your research and underpinning
methodology, carry out your research and
write your thesis. Your supervisor will be a
senior academic with specific knowledge
of your chosen area of research. He or
she may or may not by a member of
EBS’s faculty, and will allocate to you
approximately six hours of contact time
per month. Communication with your
supervisor will primarily be via email.
As with the research proposal, each
stage of your research must be
developed to a level acceptable to the
EBS DBA Research Committee.
After acceptance of the literature
review and synthesis, you will work on your
thesis (approximate length 45,000 words)
under the direction of your supervisor,
which is then submitted formally to the
University and assessment takes the form
of a review followed by a viva voce
‘defence’ of your thesis. The examination
will be conducted in person or by live video
link at the university’s discretion.
The supervised stage is normally of two
to three years duration, but this can of
course vary greatly by individual student.
13
 The courses
and programmes
Course MBA MSc MSc Financial MSc MSc Strategic
Marketing Management HRM Planning

Accounting Core – Core – –

Alliances and Partnerships Elective – – – Elective

Competitive Strategy Elective – – – Core

Consumer Behaviour Elective Core – – –

Corporate Governance Elective – Elective – Elective

Credit Risk Management Elective - Core – –

Derivatives Elective – Core – –

Developing Effective Elective – – Elective -

Managers and Leaders

Economics Core – – – –
Employee Relations Elective – – Elective –

Employee Resourcing Elective – – Core –

Finance Core – Core - –

Financial Risk Management Elective – Core – –

Human Resource Development Elective – – Core –

Human Resource Management Elective – – Core –

Influence Elective – – – –

International Marketing Elective Core – – –

Introduction to Business Research 1 – – – – –

Introduction to Business Research 2 – – – – –

Introduction to Business Research 3 – – – – –

Leadership Elective – – – Elective

14
Course MBA MSc MSc Financial MSc MSc Strategic
Marketing Management HRM Planning

Making Strategies Work Elective – – – Core

Managing People in Global Markets Elective – – Elective

Managing People in Elective – – Core –
Changing Contexts
Managing Personal Competence * Elective – – Elective –
Marketing Core Core – – –
Marketing Channels Elective Elective – – –
Marketing Communications Elective Core – – –
Marketing Research Elective Core – – –
Mergers and Acquisitions Elective – Elective – Elective
Negotiation Elective Elective – Elective –
Organisational Behaviour Core – – Elective –
Performance Management Elective – – Core –
Practical History of Elective – Elective – –
Financial markets
Principles of Retailing Elective Elective – – –
Project Management Core – – – Core
Quantitative Methods Elective Elective Elective – –
Research Methods in Business Elective Elective Elective Elective Elective
and Management
Sales Force Management Elective Elective – – –
Services Marketing Elective Elective – – –
Strategic Negotiation Elective – – – Elective
Strategic Planning Core – Elective – Core
Strategic Risk Management Elective – – – Core

* scheduled for release in 2010 – contact EBS for further information

www.ebsarabworld.com 15
 Course descriptions
Full details at www.ebsglobal.net
Accounting
Professor Niall Lothian,
Professor John Small
What do profit and loss accounts and balance
sheets tell you? They are valuable sources of
insight into the financial strength of competitors
but you have to know what you are looking for;
in fact, many managers are unaware of the
financial position of their own organisations.
How much should you charge for your
products? To decide this you have to know how
much they cost and this is notoriously difficult to
determine. An understanding of financial and
management accounting techniques, and their
strengths and weaknesses, is essential for
effective decision making.
Alliances and Partnerships
Professor Alex Roberts,
Dr William Wallace
Organisations are increasingly making use of
alliances and partnerships as a way of
improving position. In making use of joint
ventures organisations can pool individual
resources and strengthen areas and work as an
organisational team in order to improve
effectiveness.
Competitive Strategy
Professor Neil Kay
This course is about strategic choices. It looks at
alternative directions (such as vertical moves,
new markets and technologies, international
expansion) and means for pursuing these
directions (such as internal expansion,
acquisition, alliance). Competitive Strategy
develops a set of analytical approaches and tools
to help formulate and evaluate these strategies
on a topic-by-topic basis.
Consumer Behaviour
Dr David Statt
Consumer behaviour is something we all
engage in every day. We buy and use goods
and services constantly. The prevalence of
consumption is such that we are often unaware
of its importance in shaping our lives and this
elective adopts a psychological approach to its
subject matter. Why consumers buy, what they
buy and how they respond to marketing and
advertising influences, are the crucial issues
dealt with in this course.
16
Corporate Governance
Dr. Kathryn Vagneur
The modern corporation operates within an ever
changing framework of law and is subject to the
direct control of the Board of Directors. The
Board must ensure the law is adhered to while
simultaneously ensuring that strategies for long
term success are set and implemented. Doing
both successfully can be very difficult to
achieve. It is therefore necessary to achieve a
balance and alignment among external and
internal controls, risk management and
competitive behaviour.
Credit Risk Management
Ken Brown, Peter Moles
Credit risk is a major concern to market
participants. This course provides an understanding
of the credit process, from good credit to bad,
and the management of financial distress. The
course will examine credit risk modelling, the
assessment of credit risk, and managing credit
risk, through to the problems that companies face
in financial distress and bankruptcy.
Developing Effective Managers and
Leaders
Chris Mabey
It is generally agreed that management
development refers to the process by which
individuals improve their capabilities and learn
to perform effectively in managerial roles. But
the enduring simplicity of this definition is
deceptive. Each element attracts controversy.
For instance, what exactly is included in the
term development, and how is this to be
distinguished from management training,
education and learning? Why should we focus
exclusively on managers and managerial
roles? What is meant by effective
performance, and how is this to be interpreted
and measured?
Derivatives
Dr Peter Moles
Derivatives, of which forward contracts,
futures, options and swaps form the major
classes, are key instruments for firms to
transfer and mitigate their risks. According to
Robert Merton, risk management is one of the
key functions of the financial system and also
one of the analytical pillars of finance.
Understanding derivative pricing is an
important element for financial engineers when
seeking to address problems in finance.
Economics
Professor Keith Lumsden
Very few managers have a grasp of economic
principles and because of this it is often wrongly
concluded that economics is irrelevant to running a
business. In fact, economic factors affect
businesses and decision making at three levels. At
the macro level factors such as the business cycle,
interest rates and exchange rates directly affect
product demand and cost of production. At the
market level the type of competition, ranging from
monopoly to perfect competition, determines
profitability and business strategy. At the company
level efficiency principles, including marginal
analysis, opportunity cost and profit maximisation,
have a direct bearing on business success. So by
ignoring economic principles you will be unable to
figure out likely changes in market conditions, you
will be unable to understand competitive forces
and you will have little idea of how to allocate
resources efficiently.
Employee Resourcing
Professor Paul Iles
Employee Resourcing is concerned with the
range of methods and approaches used by
employers in resourcing their organisations in
such a way as to enable them to meet their key
goals. It therefore involves staffing (recruitment,
selection, retention and dismissal), performance
(appraisal and management of performance),
administration (policy development, procedural
development, documentation) and change
management.
Finance
Professor Kenneth Boudreaux
Different investment projects generate different
cash flows and different levels of risk. The problem
is that choices have to be made among
competing uses for funds because businesses
typically face constraints on the availability of
capital. Financial tools make it possible to reduce a
bewildering array of cash flows spread over a
variety of time periods to a single set of numbers:
the net present values. These tools enable the
efficiency principles of economics to be applied in
a rigorous manner. Financial concepts also provide
the link between company operations and capital
markets: it is impossible to understand the
behaviour of the stock market without a grasp of
the principles of financial analysis, quality trade-offs
to be made and project management tools and
techniques are essential in keeping change
processes on track.
Financial Risk Management
Dr Peter Moles
Managers with a finance responsibility are expected
to have a working knowledge of the principles and
practices of financial risk management. Whereas in
the past such managers devoted their time to
financial reporting, this is now seen as less
important than skill in financial decision making.
The rationale for the course is straightforward:
in today’s environment the observed volatility in
financial and commodity markets is testimony to
the inherent risks firms face. Financial risk
management is the discipline that aims to analyse,
control, and – if necessary – reduce those risks to
an acceptable level.
Human Resource Development
Stephen Gibb
Effective individual learning is critical if employees
are to acquire the knowledge and skill needed to
support the organisation’s business objectives
and delivery targets. The delivery of effective
people development practices requires a
considerable increase in commitment and
enhanced skills from all managers.
A shift is taking place from training, an instructor-
led, content-based intervention, to learning, which
is a self-directed, work-based process, leading to
increased adaptive capacity.
For these reasons, and many others, the well-
rounded manager in the successful organisation
usually numbers among their priorities the
development of people, or Human Resource
Development (HRD).
Human Resource Management
Professor Tony Keenan
Human resource management (HRM) is
concerned with the effective management and
utilisation of human resources in organisations. For
most organisations, human resources are their
greatest assets and the optimal utilisation of these
resources is the key to competitive advantage in
today’s increasingly harsh economic environment.
By the end of this course managers will
understand HRM from both a strategic and an
operational perspective.
Influence
Professor Gavin Kennedy
Influence is the process by which we obtain what
we want by affecting the thoughts, feelings and
behaviours of others over whom we may have
limited or no authority but who are able to make
decisions that affect ourselves and our
organisation.
It is about understanding how managers deal
with other managers upwards and sideways
in, across and between organisations.
International Marketing
Dr Philip Cateora, Dr John Graham
This course addresses global issues and
describes concepts relevant to all international
marketers. It provides an approach and
framework for identifying and analysing the key
cultural and environmental characteristics of any
nation or global region and highlights the
importance of viewing international marketing
management from a global perspective.
Introduction to Business Research 1
Professor Alex Roberts,
Dr William Wallace,
Professor Patrick O’Farrell
Most MBA graduates will have done no
postgraduate research whatsoever. It is therefore
necessary to establish a basic understanding of
what research is and how it is done.
Introduction to Business Research 2
Professor Alex Roberts,
Dr William Wallace
The second research course concentrates on
developing an understanding of the concept of
a methodology and literature review from a
business perspective. This course will show
how to develop a business-related literature
review and use it to develop a thesis subject.
Introduction to Business Research 3
Professor Alex Roberts,
Dr William Wallace, Frances Pfab
The third methodology course concentrates on
developing the statistical techniques necessary
www.ebsarabworld.com
for data collection and analysis so that
conclusions can be generated.
Leadership
Tony Berry, Richard Bunning
Are leaders born or can leadership
characteristics be developed? This course is
designed to enable you to understand theories,
issues and tools of leadership in order to
develop yourself as a leader and develop
leadership in your organisation.
Making Strategies Work
Professor Alex Roberts,
Andrew Maclennan
Today, a key preoccupation of the CEOs of most
organisations is how to make their intended
strategies work in practice. There is no shortage
of good strategic planning. However, the issues
surrounding how to implement strategies are
less well known. To make the planned strategy
work a series of complex monitoring and control
tools are required to keep the implementation of
the strategy on course.
Managing Employee Relations
Mike Leat
This course focuses on the employment
relationship, the conflicts inherent to that
relationship and the processes used to
resolve these conflicts and manage the
relationship.
In the era of globalisation, an increasing
internationalisation of markets, supply chains
and production activities –
and with many organisations needing to be
competitive internationally as well as locally –
the employment relationship is subject to a
much wider range of influences than has
traditionally been the case. These influences
and their implications for employee relations are
examined in depth in this course.
Managing People in
Changing Contexts
Professor Graeme Martin
This course is aimed at helping managers
understand the key issues in the management and
leadership of change in contemporary organisational
contexts and provide them with practical advice,
frameworks and tools to help them manage change
more effectively in global economies. It is an essential
17
 course for students and managers wanting to
understand the people and organisational problems
inherent in modern organisations.
Drawing on a wide range of disciplines including
organisational behaviour, HRM, marketing, IT,
economics, strategy and operations, the course
focuses on the nature of management and
leadership, individual behaviour, motivations and
engagement with organisations, the design of
modern organisations and managing in
international organisations and cultures. It also
examines the nature of management and
leadership of corporate reputations, brands and
corporate social responsibility, the management of
knowledge-based enterprises, the changing nature
of technology in new forms of organisations and
the management of changing cultures.
The course is international in outlook and draws
on a wide range of originally-research cases
and illustrations drawn from companies in the
US, UK, continental Europe and Asia, reflecting
the author's international academic and
practical experience.
Managing Personal Competencies
Iain Henderson and Martin Dowling
This course is concerned with how managers
can develop the personal skills of effective self-
management and the interpersonal skills needed
to influence people in organisations.
Managing People in Global Markets
Dr Monir Tayeb
Major global companies have been the principal
agents of globalisation of the market and indeed
the world. These companies draw on many
resources from managerial talent, to
technological know-how, to favourable market
conditions. One of their major resources is their
workforce. The main objective of this course is
to examine how global companies go about
managing their multicultural workforce, what
complications they may encounter in doing so
and how they might deal with these
complications. The course also discusses other
strategic and managerial issues that have a
bearing on global employee management.
Marketing
John Mullins, Orville Walker,
the late Harper Boyd
In highly competitive markets the success or
failure of a product or service may be determined
by the marketing decisions you take. This course
will help you make the right ones. The course will
enable you to analyse and critically evaluate
marketing problems and opportunities. It will also
help you develop and implement marketing
strategies and programmes which take best
advantage of your firm's situation.
18
Marketing Channels
Dr Lou Pelton, Dr David Strutton,
Dr James Lampkin
Channel relationships are increasingly important
in creating market value and sustainable
competitive advantage. This elective provides an
up-to-date perspective of the relationships
among marketing channels using the Channel
Relationship Model (CRM).
Marketing Communications
Chris Fill, Barbara Jamieson
The often-misunderstood concept of marketing
communications is examined from a strategic
perspective in this course. The following ideas
are explored: the interlinking of corporate,
marketing and communication strategy; the
blend of internal and external communications;
the relational aspects of network
communications; the context within which
marketing communications operate; how
audiences frame and interpret marketing
messages. This course assumes relationship
marketing to be essential and sees
communication in the context of both
transactional and relational exchanges.
Corporate and marketing communications are
considered as important components of the
complete process.
Marketing Research
Professor Tony Proctor
This course provides students with a solid
understanding of the marketing research
process as well as the practical skills necessary
to undertake marketing research of both a
qualitative and quantitative nature.
The emphasis is on solving marketing problems
using marketing research. Extensive case study
material provides insights into the problems and
practical applications of the research techniques.
Mergers and Acquisitions
Professor Alex Roberts,
Dr William Wallace, Dr Peter Moles
It is well known that mergers and acquisitions
rarely result in an effective outcome in terms of
creating shareholder value. So why is it so
difficult? There are three answers to this. First,
organisations need to be clear about their
strategic fit. Second, the price paid is often too
high in the sense that potential gains are included
in the bid. Third, the change processes
necessary to achieve successful integration are
typically not identified up front.
Negotiation
Professor Gavin Kennedy
Negotiation is one of several means available to
managers to assist in the making of decisions.
The course aims to provide a thorough
grounding in the science and practice of
negotiation. Various academic disciplines
(economics, psychology, sociology, politics,
anthropology and mathematics) have
researched negotiation from their particular
standpoints and much of this material forms the
basis for the scientific analysis of negotiation.
Organisational Behaviour
Bob Dailey
If you work in organisations, you probably think
you know a lot about them. But do you? An
organisation continually has to adapt to
changes in the competitive environment. Its
effectiveness depends on the motivation and
behaviour of the workforce. To capitalise on the
capabilities of the workforce, it must have
appropriate incentives, develop effective teams,
design an attractive job environment and
manage the dynamics of organisational change.
By understanding the principles of
organisational behaviour you acquire a deeper
knowledge of how you relate to other members
of the organisation.
Performance Management
Dr Herman Aguinis
This course addresses the topic of performance
management, a continuous process of
identifying, measuring and developing the
performance of individuals and teams and
aligning performance with the strategic goals of
the organisation.
• Performance management systems are
described as key tools to transform people’s
talent and motivation into a strategic
organisational advantage.
• Topics include the design and implementation
of individual and team performance
management systems, performance
management and organisation- and unit-level
goals and strategies, performance
management and employee development,
performance management and coaching and
feedback, performance and rewards, the
measurement of performance, and legal
issues.
• Performance management is discussed as an
integral part of all organisational units and not
the domain of the HR function only.
• Numerous examples of how performance
management systems are implemented in
publicly traded, private, government,
domestic, and global organisations, including
organisations outside of the United States.
• Over 30 integrative cases addressing the
design and implementation of various aspects
of performance management systems in a
diverse set of organisations and industries.
• Scholarly and practitioner-oriented
bibliographic sources from a broad set of
disciplines including auditing, cognitive
psychology, communication, education,
human performance, human resources
management, industrial and organisational
psychology, information systems, international
business, management, marketing,
organisational behaviour, public
administration, social psychology, sociology,
and strategy.
Practical History of
Financial Markets
Andrew Smithers, Stephen Wright, Gordon
Pepper, Peter Warburton
Joachim Goldberg, Herman Brodie,
Barry Riley, Russell Napier
There are important lessons from history which
are typically locked up in the heads of older
practitioners in the field and which each
succeeding generation appears to find it
necessary to learn afresh. The intention of this
course is to set out these important lessons and
provide fund managers with an historical context
within which current events can be interpreted.
Principles of Retailing
Suzanne Fernie, John Fernie,
Christopher Moore
This course considers how retailers can achieve
competitive advantage by rapid organisational
response to changing consumer demands. As
well as examining operational functions of
retailing, the course shows how the integration of
marketing, buying and logistics functions drive
the growth of retail organisations. The course
also investigates future patterns for retail growth
particularly in international/global retailing and in
e-commerce.
Project Management
Professor Alex Roberts,
Dr. William Wallace
Implementing organisational change can be
visualised as a project with time, cost and quality
trade-offs. Project management tools and
techniques are essential in keeping change
processes on track. If you don't realise that
organisational processes are actually projects,
you may get nasty surprises when things turn
out unexpectedly. Rigorous project management
techniques will not solve all problems but they
do clarify the process of achieving the project's
goals.
Quantitative Methods
Professor David Targett
In order to make decisions it is necessary to
have access to information. In the world of
business, that information will often be in
numerical form. The objective of this course is
to enable students to make good decisions and
to be able to organise and understand
numbers.
Research Methods in Business
and Management
Devi Jankowicz
Topics covered include:
• Research methods and
your dissertation
• The project process
• The research process
• Using what’s already known
• Semi-structured primary
data techniques
• Fully structured primary data techniques
• Writing the dissertation
Sales Force Management
Professor David Jobber,
Professor Geoff Lancaster
An integrated approach to sales management
has a direct effect on sales performance. As
well as providing a thorough and up-to-date
overview of the accumulated theory and
research evidence relevant to sales force
management, this course considers sales force
management from a strategic perspective.
Practical actions which sales managers can
take to direct, influence and control sales staff
are also examined.
Services Marketing
Christopher H. Lovelock,
Sandra Vandermerwe,
Barbara Lewis, Suzanne Fernie
Service industries face dramatic changes in their
environment, ranging from developments in
computerisation and telecommunications
(including the Internet) to the emergence of
global markets for their output. Perhaps the
most significant trend – representing both a
threat and an opportunity – is the increasingly
competitive nature of service markets.
Established ways of doing business are no
longer adequate. Around the world, innovative
newcomers offering new standards of service
are succeeding in markets where established
competitors have failed to please today’s
demanding customers. This course emphasises
the need for a distinctive approach to planning
and implementing marketing strategy for service
organisations.
Strategic Negotiation
Professor Gavin Kennedy
The focus of Strategic Negotiation is on the
generation and implementation of negotiation
strategy. Strategy is not a series of axioms to be
www.ebsarabworld.com
rote learned; it is about the application of
thoughtful analysis to real-world problems.
Strategic Negotiation follows this advice into the
implementation phase of strategy and is
organised around case examples to
demonstrate the application of the concepts
from its process model to the real world. The
cases are drawn from consultancy work in
various industries and business situations and
they also draw upon the work of colleagues
who have demonstrated competence in
this field.
The case subjects in this text, and others
included in the online materials, illustrate the
application of the core concepts. They provide
a framework for your understanding of the
strategic negotiation process and for your
application of the process to general situations.
Strategic Planning
Professor Alex Scott
The major problem facing chief executives is to
make sense of a spectrum of information and
apply appropriate tools and techniques in driving
an organisation through a complex and
continually changing competitive environment.
The complexity of real life can be structured as a
process involving objective setting, analysing
competitive positioning, choosing a strategy,
implementing it and adapting to feedback over
time. Clearly all of these steps are crucial and
organisations succeed or fail depending on the
robustness of their strategic processes. This
means that there are no easy answers to
strategic problems and the solutions offered by
business gurus can be seen for what they are:
popular appeals to intuition which are largely
devoid of any conceptual or empirical basis.
Strategic planning is above all about thinking
effectively and using the strategic process
approach requires a sound understanding of the
other core disciplines.
Strategic Risk Management
Professor Alex Roberts,
Dr. William Wallace and Neil McClure
Corporate risk is typically regarded as equivalent
to financial risk. This is a major error because
financial risk is only one element of an
organisation's risk profile. Other risks include
change risk, operational risk and unforeseeable
risk. Taken together they can be classed as
strategic risk, and the question is then how to
manage risk in all its dynamic complexity. There is
a huge difference between understanding risk
and managing risk. This course provides a
unique tool kit for all managers who have to
confront risk issues.
19
 The course websites
• Fully searchable version of the course text.
• Multiple choice questions, case studies and essays
to test your understanding of the subject.
• Topic-by-topic analysis of your strengths and weaknesses,
based on your responses to the self-assessment questions.
• Past examination papers with model answers.
• Discussion board where you can post queries for Faculty.
• Access to pdf version of the course text and other
downloadable files.
• Links to external websites of relevance to the subject
• View a detailed table of contents as well as listings of tables
and figures.
• Complete index of course content.
• Search for a particular term.
• Student’s question.
• EBS Faculty response.
• Main profiler: first attempt: The Profiler™ records the results
of your self-assessment tests and uses them to build up a
picture of your strengths and weaknesses.
• Main profiler: latest attempt: The Profiler™ also offers a view
based on your latest attempt at each question, so you can
see how your understanding improves.
• Profiler final examinations: first attempt: Some questions allow
you to test yourself against problems of examination standard;
the Profiler™ helps you to assess your readiness for the exam.
• Profiler final examinations: latest attempt: The Profiler™ also
offers a view based on your latest attempt at each question,
so you can see how your understanding improves.

Assessment
Each course is assessed by a written
three hour examination which is set and
graded by Edinburgh Business School
faculty. All students, regardless of study
mode or programme, take the same
examination on the same day, in one of
the 350 exam centres which Edinburgh
Business School runs all over the world.
Networking
Students come from over 150 countries
in the world and many choose to
communicate with their faculty and peers
through the web-boards or via discussion
groups set up for the purpose. Edinburgh
Business School supports this with
Faculty web-boards available via each
course website (and also by fax and
the postal service), and other online
communities. The web is also used for
many aspects of course administration,
including registration for exams and a
results service.

20
What our students say
Name: Fadi Moubarak
Origin: Lebanon
Company: Cisco Systems
“Efficient and Great Immediate Impact
to my career”.
This is how I would summarise my
experience and the program. The way
the courses are designed and delivered is extremely efficient for
somebody who has a senior and very demanding business role,
yet needs to develop his academic skills. The course designs are
fit for any kind of background and very easy to understand since
based on real life examples.
Having an engineering background, and having reached a
management role in my career, EBS MBA program offered me
exactly what I need to be able to take my career to the next level,
and this has opened a range of new career paths that were not
possible before.
Name: Safwat Kabany
Origin: Syria
For Safwat Kabany from Syria, doing
his MBA with Edinburgh Business
School was the most logical choice.
I’m in the petro-chemical industry and
Heriot-Watt University is one of the
world leading academic institutions in this field of industry. I
therefore knew a lot about the high standards at Heriot-Watt and
these are certainly evident in EBS’s MBA programme.
Being a full-time on-campus student I had to cope with both
language and cultural differences, which at first were quite
daunting. EBS however is very skilled at dealing with people from
different backgrounds and cultures and it wasn’t long before I felt
very comfortable in this environment. The faculty are extremely
helpful and take keen interest in every individual.
I am sure I would have achieved the same result had I chosen to
do the course as a distance-learning student, perhaps taking a
little more time. By being on-campus one has almost immediate
face-to-face access to faculty members, but EBS’s new on-line
technology will no doubt enhance the university’s capacity to
communicate with distance learning students in the near future.
I intend to continue my studies in Human Resources
Management with EBS. However, I’ll be taking the programme
off-campus, as a distance learning student this time!
www.ebsarabworld.com
Name: Nivine Mohamed Rushdy
Origin: Egypt
Company: Egypt Kuwait Holding
Company (Alkharafi Group)
In December 2002, I started a
challenging educational journey with
Heriot Watt MBA program. The
journey took me into deep waters, experiencing the pain of
despair and the joy of success.
The Heriot Watt program offers a comprehensive syllabus that
facilitated studying while working on a full time basis. The
strategic management edge gained through studying this MBA
was applied directly to my work at exceed Contact Center and
helped me move to the reputable Kharafi Group after completion.
This program was in no way stress free but I can comfortably say
that it has addressed most of the challenges of the business
world in an organized comprehensive manner.
I would recommend this MBA program to those who wish to
grow their career and enhance their prospects.
Name: Ahmed Gasser
Origin: Egypt
Company: Areva T&D
I have a civil Engineering background
with very limited scope of business
courses.
After three years of professional
working experience I discovered my lack of business skills, which
encouraged me to make the right decision to join Edinburgh
Business School in an MBA program. When look back at my
MBA program, and the courses that I studied, I feel very satisfied
that I have participated in such a strong program. All the courses
were very well developed to meet the current challenges of the
booming economic world.
Actually, I capitalized on all the courses I studied to feel a better
performance in my position.
I was promoted to a Sales Manager in a world leader energy
company only a few months after getting my degree from
Edinburgh Business School.
I want to thank Edinburgh Business School for contributing to my
career.
21
 The Faculty
All of the Business School’s courses are authored by leading faculty
with extensive international teaching, consultancy and research
experience. Faculty is based either in Edinburgh Business School,
or is drawn from other top European or North American Schools.

Professor Keith G. Lumsden. He wrote the first programmed-learning texts in Economics,

Director of Edinburgh Business School some of which have been translated into seven languages. He
has published 14 books and over 60 articles in professional
The concept of the MBA was the brainchild of Professor
journals. Professor Lumsden consults with major companies
Lumsden while he was at Stanford University, California. He
throughout the world. Companies that have used the Lumsden
pioneered many of the techniques that form the basis of the
materials and methodology include American Express, Barclays
MBA Courses, particularly self-assessment questions and
Bank, British Petroleum, British Telecom, Hewlett-Packard, IBM,
problems, case studies, databases and computer simulations.
Marks & Spencer, JP Morgan, Rolls-Royce, and Volvo Transport.

22
 Professor Alex Scott.
Professorial Fellow and Academic Director.
Professor Scott is an Economist and has
published 2 books and over 30 research
papers on efficiency in education, efficient use
of energy, energy and the environment, and
the cost to the taxpayer of government
industrial aid programmes. He is a pioneer in developing and
carrying out research into new educational techniques,
particularly in the field of business simulations.
Professor Robert C. Dailey. Honorary
Professor of Organisational Behaviour.
Professor Dailey was formerly Associate
Professor of Organisational Behaviour at the A.
B. Freeman School of Business, Tulane
University, New Orleans, Louisiana and Professor
of Management and Strategy at the School of
Business, Drake University, Des Moines, Iowa.
His research interests lie in identifying ways to improve competitive
advantage through changes in workforce systems and conducting
analyses of current business.
www.ebsarabworld.com
Professor Alexander Roberts.
Professorial Fellow.
Professor Roberts lectures, researches and
consults for major organisations on strategy
development and implementation.
The practical relevance of his work is
underpinned by 15 years in senior management,
including 10 years at executive director level within multinational
subsidiaries of American and European-based businesses.
Professor Niall Lothian.
Professor Lothian has taught at IMEDE (now
IMD) in Lausanne and is currently a member of
the visiting faculty of INSEAD, Fontainebleau,
France. He has conducted seminars and
managerial briefings in Europe, Africa and China,
the latter under the auspices of the United
Nations Industrial Development Organisation. Professor Lothian has
been a consultant to British Government agencies such as the
Ministry of Defence and the Cabinet Office and to a number of
international companies.
Academic Faculty
Boudreaux, K. J., AB, MBA, PhD Peacock, Sir A., DSC, MA,
Brown, K., MA, MSc DUniv, DEcon, DSc, FBA, Hon
FLSE, FRSE
Dailey, R., PhD
Ricketts, M., BA, DPhil, FRSA
Henderson, I., BSc, MBA, PhD
Roberts, A., PhD, MBA, FCCA,
Jamieson, B., BA, MBA, MCIM
FCIS, MCBS
Kay, N., BA, PhD, FRSA
Scott, A., MA, MSc, PhD
Keenan, A., BA, PhD
Small, J., CBE, FCCA
Kennedy, G., BA, MSc, PhD,
Targett, D., MA, PhD
FCInstM
Walker, O. C., BSc, MA, PhD
Lauder, I., MA, FCIPD
Wallace, W., BSc, MSc, PhD,
Lothian, I. N., BA, CA, FRSA
MCIOB, MAPM
Lumsden, K. MA, PhD, FRSE
Vagneur, K., BSc, MSc, PhD,
Martin, G., BA, MSc, MBA, PhD CPA
Moles, P., BA, MBA, PhD
Mullins, J., BA, MBA, PhD
23
 Classroom
support
for students

Edinburgh Business School 4 day

seminars
A schedule of intensive 4 day seminars in selected courses is
delivered on campus at Edinburgh Business School.
These seminars are based on the School’s experience of
teaching to corporations, and 10 years experience delivering the
full- and part-time MBA. The seminars assume prior study of the
course materials, and provide you with practical applications and
case studies.
Attendance is not mandatory, and you can choose which, if any,
of the course(s) you wish to attend in Edinburgh.
It is possible to take seminars in all 7 of the MBA core courses
over any given 12 month period (but you must demonstrate
English proficiency and two years relevant business experience to
study all the core courses on campus).
The tutorials are designed for all MBA, MSc and DBA students,
and are also open to non-degree students and business
EBS Partner Conference 2008
executives, subject to normal on campus entry criteria.
The courses covered and the dates of the seminars are given on
www.ebsglobal.net Students who come to the revision sessions will be expected to
have already spent the 200 hours of prior study for each course.
Contact EBS for more information on how to apply to join these
sessions. The courses and the dates of the revision sessions are given on
www.ebsglobal.net
Application should be made to Edinburgh Business School at
least one month before the start date. Contact EBS for more information on how to apply to join these
sessions.

Edinburgh Business School 2 day

revision sessions
A schedule of 2 day revision sessions in selected subjects are
delivered on campus at Edinburgh Business School.
These 2 day sessions are conducted by Edinburgh Business
School faculty and give advice on examination preparation.

24
Graduation
The degrees are awarded by Heriot-Watt University. The
University holds graduation ceremonies in Edinburgh in July and
November each year. These ceremonies provide an opportunity
to recognise and celebrate the achievements of students and
also enable self-study and Approved Learning Partner students
(who may not have visited Edinburgh before), to come on-
campus with friends and family and meet their peers and their
faculty. Prior to each graduation, Edinburgh Business School
holds a reception in the School which has proved extremely
popular with students.
Application process
MBA
For details on entry criteria and assessment for the MBA,
please see page 6
Self-Study:
Students can start at anytime by purchasing their first course.
Purchase your first course now by completing the Course
Purchase form which can be found on our website or by
contacting the student adviser and sending it by fax to:
EBS Arabworld
EBS Student Services,
Tel: +961 9 224 827 or +961 9 222 827
Fax: +961 9 224 828
e-mail: ebsmba@ebsarabworld.com (MBA & MSc)
ebsdba@ebsarabworld.com (DBA)
arabic@ebsarabworld.com (Arabic MBA)
website: www.ebsarabworld.com
For further information regarding the Arabic MBA please contact
a student adviser on arabic@ebsarabworld.com
www.ebsarabworld.com
Edingburgh Business School in conjunction with its partner
in the Arab World, EBS ArabWorld, hosted a Celebration of
Achievement event and evening reception in Cairo on Saturday
17th February 2007.
The event, hosted at the Semiramis InterContinental Hotel, was
the first opportunity for the EBS graduates and graduands in the
Middle East to participate in an event of this kind, with EBS
inviting each of the 230 graduates from the Arab countries who
had already completed their MBA as well as graduands who
have just become eligible to graduate to participate in the special
ceremony.
DBA
For details on entry criteria and assessment for the DBA,
please see page 12
It is recommended that you complete a DBA application form
before purchasing courses as entry onto the programme is not
guaranteed.
DBA application forms should be returned to Edinburgh
Business School (on-campus office) at the address below.
On-Campus:
On-campus study requires students to complete a formal
application process. Please contact the on-campus office at:
Edinburgh Business School
Heriot-Watt University
Riccarton Campus
Edinburgh
EH14 4AS
United Kingdom
Tel: +44 (0)131 451 3090
Fax: +44 (0)131 451 3002
Email: oncampusmba@ebs.hw.ac.uk
25