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MBA, MSc & DBA programmes

Edinburgh Business School

ContentsWelcome 1Background 2Heriot-Watt University 2Edinburgh Business School 2EBS ArabWorld 2The EBS Alumni Club 2Recognition of Quality 3EBS ArabWorld 4Approved Learning Partners 4The EBS approach to learning 5The MBA 6Arabic Language option 7Specialist MBAs 8

Intermediate Awards 9MSc Financial Management 10MSc Marketing 10MSc Human Resource Management 11The DBA 12Programme structure 13The courses and programmes 14Course descriptions 16The course websites 20What our students say 21The Faculty 22Classroom support for students 24Graduation 25Application process 25

www.ebsarabworld.com 1

WelcomeThank 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 itsinnovative MBA programme, which, since its launch in 1990, has produced over 11,500graduates, and over 7,500 active students studying the MBA Programme in 150 countries.

The successful and innovative approach of Edinburgh Business School has its roots inresearch carried out at Stanford Business School, USA, where I was investigatinginnovative teaching techniques and how students learn. After this research phase, I spent 15 years developing the Core Courses with a team of leading faculty drawnfrom top Business Schools in Europe and the US. The core content is now enhancedby online services which provide high levels of interactivity and support for students.

Our programmes offer complete flexibility – as a student you may choose the self-studymode and take several years to earn your degree, or you may study on-campus inEdinburgh intensively over one year, or at one of our Approved Learning Partners withlocal tutors. You may also choose to combine study routes in achieving your goal.

In addition to the MBA Programme, the DBA programme, launched in 2003, now hasover 400 students placing EBS again in the forefront of world leading business schools.

This year we announce the launch of a range of MSc programmes in business subjects and the availability of our courses and examinations in three languages inaddition to English.

If you believe you have the intellectual energy and commitment for these programmes,now is the time to get in touch.

The distinguishing features of EBS courses are:

• Degrees from Heriot-Watt University arerecognised globally

• Heriot-Watt is a Royal Charter University

• Heriot-Watt is approved by the USDepartment for Education

• Our courses are created by experts fromtop US and European Business Schools

• Our MBA programme was listed secondlargest in the Financial Times survey ‘20 of the top distance learning MBAs’ in March 2009

• Over 40% of the top Fortune 500companies have employees on EBSprogrammes

• Flexibility of study mode ranging from fulltime on campus to distance learning withpossibilities of mixtures of both;

• Tutorial attendance with approved learningpartners throughout the world;

• Online services making possible high levels of interactivity with EBS faculty and otherstudents;

• Student freedom to decide when, whereand in which language to take examinations.

Professor Keith Lumsden MA, PhD, FRSEDirector, Edinburgh Business SchoolHeriot-Watt University, Scotland

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BackgroundAn institution with a history of cutting-edge education

Heriot-Watt UniversityHeriot-Watt University was established in 1821 as a school forengineers and was the world’s first technical institute.

Its founders intended the school to educate people for the rapidlychanging technologies of the day and its name commemorates twoScottish champions of technology and commerce: George Heriot,financier to King James VI, and James Watt, the pioneer of steampower.

The University has achieved a consistent level of innovationoffering an extensive range of degrees in science, engineering,technology, business and languages. The high standards of theUniversity are monitored through inspections carried out by theUK government’s Quality Assurance Agency.

Just as its founders in 1821 intended, the University continues tothrive as an institution at the cutting edge of the technologies ofour time, and continues to build on its reputation for academicrigour and innovative thought.

Edinburgh Business School Edinburgh Business School is the Graduate School of Business of Heriot-Watt University and provides applied managementprogrammes to both individual students and major corporations.

The School is located in a state-of-the-art teaching andadministrative centre on the Heriot-Watt campus, where theneeds of on-campus, corporate and international students aremet 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 theworlds of academia and business under the chairmanship of Sir Bob Reid.

EBS ArabWorldEBS ArabWorld formerly known as Arab International Educationis the partner of Heriot-Watt University and Edinburgh BusinessSchool for the MBA in English in the Arab World. EBS ArabWorldplays a central role in translating and publishing the courses inthe Arabic language, marketing, appointment of pan-ArabApproved Learning Partners, and many aspects of student service.

The founder of EBS ArabWorld was Mr Khalil Habib Sayeghfounder of Librairie du Liban, 1944. Librairie du Liban is one of

the Arab world’s largest educational publishers, publishing over700 dictionaries, Islamic encyclopedias, the Sciences of the HolyKoran, academic works, educational programmes and schooltextbooks. It is a long term joint venture partner of PearsonEducation with successful publishing programmes andtranslations across the Arab World.

For more information on EBS ArabWorld visit:www.ebsarabworld.com

The Edinburgh Business School Alumni ClubThe greatest ambassadors of the Edinburgh Business School are the students and graduates of the programmes, whosesuccesses, and belief in the Business School, have helped itgrow into one of the largest in the world.

Edinburgh Business School has over 11,500 alumni. Thispowerful community drawn from over 150 countries and from allmajor industry sectors provides an active social and professionalnetwork. The School encourages networking through its alumniwebsite www.ebsglobal.net, regional ambassadors, local clubsand events.

Recent Edinburgh Business School alumni events have been heldin Cairo, Dubai, Kenya, Hong Kong, Trinidad, Germany,Switzerland, Canada and of course in Edinburgh. In addition, allEdinburgh Business School alumni are members of the Watt Club,Heriot-Watt University’s wider alumni association and this also holdsevents on a global basis.

Every year, the School hosts pre-graduation parties in Edinburghand takes the opportunity to welcome personally all new graduatesinto the alumni network.

wEBSpace - connecting EdinburghBusiness School alumni around the world.wEBSpace is the new free service available to all graduates ofEdinburgh Business School which enables online communicationbetween them across 150 countries worldwide. Throughdiscussion forums, a searchable directory, an events calendarand a career section, alumni can debate, explain, search,suggest, create, solve and learn in the company of a powerfulworldwide network of people with a common set of businesstools and techniques. To get connected to wEBSpace, contactSally MacLeod at the School on sem@ebs.hw.ac.uk

Royal Charter

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Within the education system in the United Kingdom, institutionsare only able to award a recognised higher education degree byvirtue 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 itseducational provision in a number of ways. All universities in theUK are subject to regular audit by the Quality Assurance Agency(QAA), a national body responsible for ensuring that highereducation institutions meet national quality standards at bothinstitutional and subject level.

Universities are also subject to scrutiny from the relevant fundingbody, in the case of Heriot-Watt, the Scottish Higher EducationFunding Council.

In addition to external agencies, Heriot-Watt University, like all UKUniversities, has a number of internal structures and systemsdesigned to ensure that the quality of awards is maintained. TheEdinburgh Business School programmes have to pass through anumber of authorities within the University including the:

• Postgraduate Studies Committee which reviews programmesevery 5 years to ensure that programmes are up to date andoffer appropriate academic standard,

• Quality and Standards Forum which ensures that programmesand courses comply with the national frameworks forstandards and quality set by QAA,

• Boards of Examiners including independent externalexaminers, ensure that every assessment is at an appropriatestandard, that marking processes are fair and consistent andthat the assessment procedures are conducted appropriately.

Heriot-Watt is also approved by the US Department ofEducation.

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

Recognition of QualityQuality and Standards at Heriot-Watt University

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EBS ArabWorld is the strategic partner of Edinburgh BusinessSchool in the Arab world and specialises in the requirements ofstudents from these regions.

EBS ArabWorld can help you by advising on courses, takingyour course orders and invoicing you in your local currency.

EBS ArabWorld works with Edinburgh Business School toprovide support to the students in the delivery of the MBA, DBAand Masters Programmes.

EBS ArabWorld manages the Student Adviser team to help self-study students and enquirers from the Arab countries in Englishor Arabic.

On becoming a student of Edinburgh Business School, you are

allocated a Student Adviser who remains with you throughout

your studies.

Your adviser:

• Provides you with information

• Answers your queries

• Helps you with your application and student administration

• Advises you on the study routes and course options mostsuitable for you

• Takes your course orders

• Stays in touch with you as you progress through yourprogramme

• Ensures that you are kept up to date on all developments, untilyou have completed your degree.

Payment plans

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.

For full details and further information, contact: EBS ArabWorld c/o Arab International EducationSayegh Building, Zouk Mosbeh, Kesrouan, Lebanon. Tel: + 961 9 222 827 / +961 9 224 827Fax: +961 9 224 828Email: ebsmba@ebsarabworld.com (for the MBA & MSc)

ebsdba@ebsarabworld.com (for the DBA)Web: www.ebsarabworld.comArabic MBA: arabic@ebsarabworld.com

Approved Learning Partners

Not all students wish to tackle the programme or specificcourses within it as self - study learners. For this reason, anetwork of Approved Learning Partners exists in the Arab Worldto provide you with academic services using tutors who havebeen individually approved by Edinburgh Business School andHeriot - Watt University, offering teaching and tutoring schemesthat have the approval of Edinburgh Business School.

Amongst EBS’s Arab world academic partners are the AmericanUniversity in Cairo and Ain Shams University where the EBSMBA programme allows participants to acquire a degree from a globally recognized Royal Chartered University in the heart ofCairo, Egypt, and Heriot-Watt University Dubai Campus which is located in a state-of-art teaching and administrative centre in Dubai Academic City.

EBS ArabWorld will announce the appointment of furtherApproved Learning Partners for the teaching of the EBS MBAcourses in the Arab countries.

For further information regarding the Arab world ApprovedLearning Partners please go to the following website:www.ebsglobal.net

Heriot-Watt University Dubai Campus

EBS ArabWorldPartner of EBS for the Arab World

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The Edinburgh BusinessSchool approach to learningTotally flexible study combined with rigorous assessment

Edinburgh Business School offers you a range of courses which can be taken in different combinations to earn differentpostgraduate degrees.

While the flagship programme is the MBA, in 2006/7 the schoollaunched a range of MSc programmes. The DBA programmecontinues to grow.

The standard MBA and MSc programmes each consist of 9 courses, some of which are mandatory core courses andothers 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 representsapproximately 200 hours of actual study time. Each equates to20 credit points under the UK system (and typically 5 under the US system).

Each course text is divided into chapters; each chapter issupported by a set of test materials designed to measureunderstanding and application of concepts and analytical ability.

The course website for each course is accessed through a securepassword system and provides extra materials to enable you tomaster the subject such as:

• Cases and questions to test comprehension,

• The unique Profiler © software which interprets yourperformance to give guidance on strengths and weaknesses,

• Past examinations questions with worked answers,

• Faculty web-boards to allow you to post questions to facultyand review the archived answers,

• Electronic versions of the Course text (in PDF and HTMLformats) to ensure access to fully up-to-date content, and to provide it in downloadable form.

Modular structure

The modular structure of the programmes and flexible nature of the courses are designed to enable you, as a businessprofessional, to fit your study to your lifestyle.

• You choose to study the courses in the combination to give you the degree award you want,

• You study at your own pace and in your own time, 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

The MBAMore students from more countries than any other MBA programme

The MBA draws students from all theworld’s leading economies and cultures.Over 40% of Fortune 500 corporationshave employees on this programme.

It was specifically created for businessmen and women who want to gainadvanced management skills andexpertise through a programme whichdoes not constrain them as to where,when or how they study – but which givesthem a degree with international respectand credibility.

Each Course is entirely self-contained,assumes no prior knowledge and can bestudied independently of the otherCourses in the MBA. This enables you tochoose the order in which you study eachCourse, and the length of time you spendon each.

Each Course will focus on a specificaspect of business, and will show how toapply the skills you learn to your ownorganisation. Each Course uses acombination of clear and applied content,self-assessment with full feedback, fullyworked-out sample examinations,computer profiling, and access to facultyweb-boards to equip you with thenecessary skills and knowledge to passthe examination and to apply your learningto your organisation.

You will spend approximately 200 hoursstudying each of the 9 Courses, and theaverage time to complete an MBA entirelythrough self-study is three years –although it can be completed in one year’sintensive study, or over a period of manyyears depending on your specificcircumstances. When you believe youhave mastered a Course, you can applyfor examination at the next available diet.

Admission

The standard entry requirement for theMBA is an undergraduate degree from arecognised institution. Alternatively, youwill be admitted onto the MBA when youhave passed three MBA Courses, whichmust include at least 1 Core Course.(These Courses will count towards yourMBA). Additional requirements exist forstudents who wish to study on-campus.

Assessment

Each Course is assessed through awritten three-hour examination. You donot have a choice of question within theexamination: all are compulsory.Examination scripts are marked byEdinburgh Business School faculty andare subject to rigorous scrutiny byExternal Examiners from other UKuniversities. You are permitted a maximumof 2 examination attempts for each CoreCourse.

You can choose from over 350 examcentres around the world.

For a complete list of examinationdates until 2012, visitwww.ebsglobal.net

Duration

The time taken to complete the award willdiffer according to the study route youchoose. The majority of self-studystudents complete the MBA in 3 years(although some plan their studies over alonger period). The MBA programme canbe completed in one year by full-timestudy and two years by part-time study.

Exemptions

Holders of a relevant undergraduatedegree may be eligible for one exemption,and there is a maximum of twoexemptions for relevant professionalqualifications. Credit transfers are alsoavailable. See www.ebsglobal.net fordetails.

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MBA language optionsYour MBA programme in your

language, if you are a speaker

of Arabic

Edinburgh Business School believes that people with thenecessary intellect and application should be able to benefit fromgraduate level education, and earn their Masters degrees if theycan pass the tough examination process.

Edinburgh Business School has translated the MBA core coursetexts and some elective course texts into Arabic, Chinese, and Spanish. You can study the courses in one language or acombination 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, CompetitiveStrategy and Human Resource Management. EdinburghBusiness School will offer the three-hour written examinations inArabic across its network of international examination centres.

Edinburgh Business School and EBS ArabWorld will also appointa network of Approved Learning Partners to provide studentswith tutoring and support in Arabic.

All purchasers of the MBA materials will be able to choose thelanguage of their printed Course text (English or Arabic), and allstudents will have access to pdfs of Arabic and English languageversions from the Course websites.

We expect that students will have sufficient English tocommunicate with the Edinburgh Business School administrationdepartment.

Student advising in Arabic is available on:arabic@ebsarabworld.com

The final awards will not refer to the language of study.

arabic@ebsarabworld.com

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Arabic Language option

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Specialist MBAsEnable you to extend your MBA programme to meet your specificcareer requirements. The specialisms provide you with a deeperunderstanding of a specific discipline

If you want the range of generalist skills of the 7 core courses, but also wish tospecialise in a chosen subject area, youcan take 4 specialist electives for an MBA in Finance, Human ResourceManagement, Marketing or StrategicPlanning.

MBA with a Specialism in Finance

You must complete all 7 core MBAcourses and 4 courses from the specialistelective group:

• Corporate Governance• Credit Risk Management• Derivatives • Financial Risk Management • Mergers and Acquisitions• Practical History of Financial Markets• Quantitative Methods

MBA with a Specialism inHuman Resource Management

You must complete all 7 core courses and4 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

MBA with a Specialism in Marketing

You must complete all 7 core MBA coursesand 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 inStrategic Planning

You must complete all 7 core MBAcourses 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

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Programmes are structured to allowyou the greatest possible flexibility.You may take individual Courses tosuit your own business needs.Intermediate awards can be collecteden route to your final MBA, or can bestudied in their own right. SpecialistMBAs are available in Marketing,Human Resource Management,Finance and Strategic Planning toallow you to take your study into a more advanced area.

Individual Courses

You can take each of the MBA Coursesindividually to update specific skills or to meet a specific business requirement.

Certificate

Postgraduate Certificate in Business AdministrationThe Certificate allows you to matriculateonto the MBA programme without a firstdegree. It also provides you with a

benchmark to assess your suitability forthe MBA programme.

Requirements: 3 Courses includingat least 1 Core Course.

Diplomas

The Postgraduate Diploma is recognitionof the knowledge and success gained ina specific field, and provides employerswith evidence of a milestone achievementor a stand-alone award.

Postgraduate Diploma in Business Administration

Requirements: 6 Courses includingat least 1 Core Course.

Postgraduate Diploma in Finance

Requirements: 6 Courses including4 Specialist Finance Electivesand the Core Course Finance.

Postgraduate Diploma in Marketing

Requirements: 6 Courses including 4 Specialist Marketing Electives andthe Core Course Marketing.

Postgraduate Diploma in Human Resource Management

Requirements: 6 Courses including4 Specialist Human Resource Management Electives andthe Core Course OrganisationalBehaviour.

Postgraduate Diploma in Strategic Planning

Requirements: 6 Courses including4 Specialist Strategic Planning Electivesand the Core Course Strategic Planning.

Intermediate Awardscreate your ideal programme

MSc programmesThese Masters level programmes are for professionals at thebeginning of their chosen career, or for those who want to increasetheir specialist skills and knowledge

The Masters in Financial Management istargeted at professionals who want todevelop a career in finance, and whorequire a wide ranging understanding offinancial techniques and their application –but do not require high level mathematicalunderstanding of finance theories.

The MSc offers specialist study in the areasof corporate finance, investments, and riskmanagement. It will give you a relevantpractical knowledge of finance that can beput into use straight away. Careers infinance depend upon a strongunderstanding of the foundations offinance, investment behaviour, and thedynamic nature of finance. The MSc willprovide a strong preparation for a career ina wide variety of positions within thefinance profession.

A full list of the core and elective coursein this MSc programme is given in thechart on pages14-15, and fulldescriptions of each subject course aregiven on pages16-19.

Admission: entry normally requires arelevant undergraduate degree; or passesin ‘Finance’ and two other core courses.

Passes: required in 5 core and 4 elective courses.

Exemptions/credit transfers: ACCA part3 holders may be eligible for credit transfersfrom 4 of the MSc courses.

1) Accounting2) Finance3) ACCA students who have passed the

ACCA part 3 course Advanced Taxationwill be exempt from one elective course

4) ACCA students who have passed theACCA part 3 course Audit andAssurance Services will be exempt from one elective course

Other professional qualifications orundergraduate degrees may also merit exemption.

Interim/exit awards: passes in ‘Finance’and two other core course lead to theaward of a Postgraduate Certificate inFinancial Management. Passes in 6courses including all 5 core lead to aPostgraduate Diploma in FinancialManagement.

The MSc in Marketing is an intellectuallychallenging programme which equips youwith the necessary knowledge of the keyconcepts, tools and techniques ofmarketing. The emphasis of theprogramme is on developing your ability toapply this knowledge effectively and toproduce marketing professionals who canadd value to their organisations throughtheir ability to solve marketing problemsand make informed decisions in complexand dynamic markets.

A full list of the core and elective courses inthis MSc programme is given in the chart onpages14-15, and full descriptions of eachsubject course are given on pages 16-19.

Admission: entry normally requires arelevant undergraduate degree; or passesin ‘Marketing’ and two other core courses.

Passes: required in 5 core and 4 electivecourses (see pages 14-15).

Exemptions/credit transfers: CIMProfessional Diploma holders are exemptfrom 4 of the core courses (all the coreexcept International Marketing). Otherprofessional qualifications and undergraduatedegrees may also merit exemptions.

Interim/exit awards: passes in Marketingand two other core courses lead to theaward of a Postgraduate Certificate inMarketing. Passes in 6 courses includingall 5 core lead to a PostgraduateDiploma in Marketing.

MSc Financial Management MSc Marketing

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This programme is aimed at professionalmanagers already working in the field of‘people management’ or who see theircareers developing in that direction.

The programme is designed to helpmanagers develop the strategic, functionaland personal competences required to meetthe increasingly demanding roles of HR,whatever their present level of experience.

The programme is structured to reflect theroles now demanded of the HRprofessional:

• Strategic partner: working to alignHuman Resources with businessstrategy,

• Change agent: managing changeprocesses to increase the effectivenessof the organisation,

• Administrative expert: working toimprove organisational processes anddeliver basic Human Resource services,

• Employee champion: listening andresponding to employees' needs.

In addition to core HR concepts andtechniques, the programme addresses theincreasingly important interfaces betweenHR and other key business functions,including marketing and communications,information and communicationstechnologies and knowledge management.Managing across these interfaces is seenas an important way in which HR can meetthe key strategic aims of organisations.A full list of the core and elective coursein this MSc programme is given in thechart on pages 14-15, and fulldescriptions of each subject course are given on pages16-19.

Admission: entry normally requires arelevant undergraduate degree; or passesin ‘Human Resource Management’ andtwo other core courses.

Passes: required in 5 core and 4 elective courses.

Exemptions/credit transfers: variousundergraduate degrees and professionalqualifications may merit exemption.

Interim/exit awards: passes in ‘HumanResource Management’ and two othercore courses lead to the award of aPostgraduate Certificate in HRM.Passes in 6 courses including all 5 corelead to a Postgraduate Diploma in HRM.

The Masters in Strategic Planning istargeted at individuals who either are, or intend to become, senior managersholding substantive positions inorganisations.

Typically, at senior management levelindividuals are expected to contributemore than their functional specialty. Indoing so they need to understand how anorganisation can arrive at and deliver itsstrategic objectives. In the world of rapidchange organisations that can identify theneed for change, design the changesneeded and implement those moreeffectively and efficiency than others aremore likely to survive and prosper.

While an MBA prepares individuals for thewide role of management, the area of toplevel strategy formulation and executionrequires an additional set of knowledgeand skills.

Admission: entry normally requires arelevant undergraduate degree, or passesin’ Strategic Planning’ and two other core courses.

Passes: required in 5 core and 4 elective courses.

Exemptions/credit transfers: Variousundergraduate degrees and professionalqualifications may merit exemption.

Interim/exit awards: passes in StrategicPlanning and two other core courses leadto an award of a PostgraduateCertificate in Strategic Planning. Passesin 6 courses including all five core courseslead to a Postgraduate Diploma inStrategic Planning.

MSc Human Resource Management MSc Strategic Planning

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The DBADesigned for executives who want to apply research-based thinking tobusiness issues.

Whereas a PhD will developprofessional researchers, this DBA will enable you to useresearch methods to define,implement and evaluate issuesfacing your organisation.

The EBS DBA is non-specific and cancover almost any aspect of appliedbusiness. In the Course stage (seeopposite) candidates can specialise inone of four specific discipline areas, or ifthey have relevant Masters qualificationthey can apply directly on to the DBA;EBS will then determine an appropriatebespoke study route to support thecandidate’s research interest.

In the later stages of the DBA,programme, students can develop moreor less any area of specialisationprovided the chosen area is sufficientlyreliable and robust. Candidates can basetheir research on applications directlyrelevant to their own companies and oremployers.

DBA benefits

The EBS DBA offers a number ofvaluable benefits. The programme:

• builds on the internationally successfulEBS MBA programme utilisingestablished distance learning baseddelivery and support systems,

• produces applied researchprofessionals; people who are able toanalyse complex business issues anddevelop original and reliable solutions,

• generates understanding of synergiesand insights that can only bedeveloped by integrating differentdisciplines within the context oforiginal research.

DBA background

This DBA programme was introduced in2003 as one of a small number of activeDBA programmes within the UK. Itcurrently has several hundred high calibrecandidates from all over the world from adiverse range of backgrounds - fromsenior police commanders in Asia tocompany CEOs in Canada, and fromsenior academics in Ireland to postdoctoral researchers in Vietnam.

To achieve your DBA, you are required to

• demonstrate your knowledge andexpertise in the subject discipline(s)required to underpin the subject ofyour thesis – the Course stage

• acquire the skills needed to define andundertake a thesis, and define anappropriate subject for your thesis –the Mentored stage

• conduct a literature search, and write and defend your thesis – the Supervised stage.

Current research subjects undersupervision include the following general areas.

• From silo to enterprise wide riskmanagement – to what extent doesthe introduction of an enterprise widerisk management system affect thecorporate governance system at... (a major university)

• The effects of intrinsic performanceincentives on the alignment betweenfront line operational activities andstrategy in... (a major police force)

• The Sarbanes-Oxley Act and(European) non-profit organisations:empirical research of organisationalcompliance

• Capital investment decision making in…(a mining PLC) from 2000 – 2008:reconciliation of strategic managementand financial management theoriesthrough the risk interdependency model.

• An investigation into the environmentaluncertainty characteristics andadopted strategic orientations in thetelecommunications Industry in… (an African country).

Admission and application

To be eligible for admission to an EBSMSc programme, you must have arelevant undergraduate degree from arecognised university.

To be eligible for direct admission to theDBA programme you must hold at leastone 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 aminimum of 5 years relevant businessexperience.

All candidates are required to apply toEBS for admission using the relevantapplication and reference forms which areavailable to download fromwww.ebsglobal.net

There is no fixed start date for the DBAprogramme: you can apply andcommence your studies, at any time of year.

Fees: The subject courses and theIntroduction to Business Researchcourses carry the standard EBS fee percourse plus the standard EBSexamination 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 relevantEBS subject course and examinationfees, plus the Research proposal fee,plus the annual supervision fee(s) for theSupervised stage.

Please note that there is no DBAApplication or Registration fee.

Subject to status. Fees liable to changewithout notice

www.ebsarabworld.com 13

DBA – The Three Stages

Subject Knowledge – the Course stage

You have two ways to demonstrate yourknowledge in the subject area of yourproposed thesis:

• Complete one of the EBS MSc degreeprogrammes listed on pages 10 and11. EBS currently offers MScprogrammes in Financial Management,Human Resource Management,Marketing, and Strategic Planning. TheEBS MSc programmes will ensure youhave sufficient subject knowledge for athesis in any of these broad subjectareas, and each includes the courseIntroduction to Business Research 1which provides a basic understandingof what research is and how it is done.

Or

• Apply to the EBS DBA ResearchCommittee with details of an existingdegree at Masters level (or higher) andthe proposed subject for your thesis.The Committee will determineadditional subject-based courses thatyou will be required to complete withEBS before you can start the Mentoredstage. This ‘tailored’ route is at thediscretion of the DBA ResearchCommittee and additional academicreferences may be required.

If you do not have a clear concept foryour thesis proposal, it is recommendedthat you focus on a specialist MScprogramme in the Course stage.

The EBS subject courses can be studiedby self-managed distance learning, orwith an EBS Approved Learning Partner(see page 4). Some subject courses mayalso be studied on campus at EBS.

Each course normally requires 200 hoursof study.

Research skills and research proposal– the Mentored stage

To embark on this stage of your DBA, youwill be allocated a mentor and be requiredto complete the EBS courses Introductionto Business Research 2 and 3. In this stageyou will also develop your thesis proposal.

Introduction to Business Research 2considers research methodology andliterature review. It explains how to do abusiness-related literature review and thenuse it to develop a hypothesis or theoryabout a business issue.

Introduction to Business research 3concentrates on statistical techniques for data collection, analysis and drawing conclusions.

As with other EBS subject courses, thetwo Introduction to Business Researchcourses are each assessed by writtenthree hour examinations.

Your EBS mentor will work with you tohelp in the preparation of the researchproposal. Your mentor will be a senioracademic with experience of mentoringDBA students but not necessarily anexpert in the subject of your final thesis.

Your research proposal must be submittedto the EBS DBA Research Committee forapproval. If the research proposal is notacceptable, it is returned to you withsuitable explanations and you will continueto develop the research proposal until astandard acceptable to the EBS ResearchCommittee is achieved. Once the researchproposal is accepted, you will be allocateda supervisor whose expertise lies withinyour proposed area of research.

The Mentored stage is normally of oneyear’s duration.

Literature review and thesis – theSupervised stage

During this stage of the DBA programme,you work under the direction of thesupervisor, allocated to you by EBS, toconduct a literature review to supportyour research and underpinningmethodology, carry out your research andwrite your thesis. Your supervisor will be asenior academic with specific knowledgeof your chosen area of research. He orshe may or may not by a member ofEBS’s faculty, and will allocate to youapproximately six hours of contact timeper month. Communication with yoursupervisor will primarily be via email.

As with the research proposal, eachstage of your research must bedeveloped to a level acceptable to theEBS DBA Research Committee.

After acceptance of the literature review and synthesis, you will work on yourthesis (approximate length 45,000 words)under the direction of your supervisor,which is then submitted formally to theUniversity and assessment takes the formof a review followed by a viva voce‘defence’ of your thesis. The examinationwill be conducted in person or by live videolink at the university’s discretion.

The supervised stage is normally of twoto three years duration, but this can ofcourse vary greatly by individual student.

The courses and programmes

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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

www.ebsarabworld.com 15

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

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 Electiveand Management

Sales Force Management Elective Elective – – –

Services Marketing Elective Elective – – –

Strategic Negotiation Elective – – – Elective

Strategic Planning Core – Elective – Core

Strategic Risk Management Elective – – – Core

16

Course descriptionsFull details at www.ebsglobal.net

AccountingProfessor Niall Lothian, Professor John Small What do profit and loss accounts and balancesheets tell you? They are valuable sources ofinsight into the financial strength of competitorsbut you have to know what you are looking for;in fact, many managers are unaware of thefinancial position of their own organisations.How much should you charge for yourproducts? To decide this you have to know howmuch they cost and this is notoriously difficult todetermine. An understanding of financial andmanagement accounting techniques, and theirstrengths and weaknesses, is essential foreffective decision making.

Alliances and PartnershipsProfessor Alex Roberts, Dr William Wallace Organisations are increasingly making use ofalliances and partnerships as a way ofimproving position. In making use of jointventures organisations can pool individualresources and strengthen areas and work as anorganisational team in order to improveeffectiveness.

Competitive StrategyProfessor Neil Kay This course is about strategic choices. It looks atalternative directions (such as vertical moves,new markets and technologies, internationalexpansion) and means for pursuing thesedirections (such as internal expansion,acquisition, alliance). Competitive Strategydevelops a set of analytical approaches and toolsto help formulate and evaluate these strategieson a topic-by-topic basis.

Consumer Behaviour Dr David Statt Consumer behaviour is something we allengage in every day. We buy and use goodsand services constantly. The prevalence ofconsumption is such that we are often unawareof its importance in shaping our lives and thiselective adopts a psychological approach to itssubject matter. Why consumers buy, what theybuy and how they respond to marketing andadvertising influences, are the crucial issuesdealt with in this course.

Corporate Governance Dr. Kathryn Vagneur The modern corporation operates within an everchanging framework of law and is subject to thedirect control of the Board of Directors. TheBoard must ensure the law is adhered to whilesimultaneously ensuring that strategies for longterm success are set and implemented. Doingboth successfully can be very difficult toachieve. It is therefore necessary to achieve abalance and alignment among external andinternal controls, risk management andcompetitive behaviour.

Credit Risk Management Ken Brown, Peter Moles Credit risk is a major concern to marketparticipants. This course provides an understandingof the credit process, from good credit to bad,and the management of financial distress. Thecourse will examine credit risk modelling, theassessment of credit risk, and managing creditrisk, through to the problems that companies facein financial distress and bankruptcy.

Developing Effective Managers andLeadersChris MabeyIt is generally agreed that managementdevelopment refers to the process by whichindividuals improve their capabilities and learnto perform effectively in managerial roles. Butthe enduring simplicity of this definition isdeceptive. Each element attracts controversy.For instance, what exactly is included in theterm development, and how is this to bedistinguished from management training,education and learning? Why should we focusexclusively on managers and managerialroles? What is meant by effectiveperformance, and how is this to be interpretedand measured?

DerivativesDr Peter Moles Derivatives, of which forward contracts,futures, options and swaps form the majorclasses, are key instruments for firms totransfer and mitigate their risks. According toRobert Merton, risk management is one of thekey functions of the financial system and alsoone of the analytical pillars of finance.

Understanding derivative pricing is animportant element for financial engineers whenseeking to address problems in finance.

EconomicsProfessor Keith Lumsden Very few managers have a grasp of economicprinciples and because of this it is often wronglyconcluded that economics is irrelevant to running abusiness. In fact, economic factors affectbusinesses and decision making at three levels. Atthe macro level factors such as the business cycle,interest rates and exchange rates directly affectproduct demand and cost of production. At themarket level the type of competition, ranging frommonopoly to perfect competition, determinesprofitability and business strategy. At the companylevel efficiency principles, including marginalanalysis, opportunity cost and profit maximisation,have a direct bearing on business success. So byignoring economic principles you will be unable tofigure out likely changes in market conditions, youwill be unable to understand competitive forcesand you will have little idea of how to allocateresources efficiently.

Employee ResourcingProfessor Paul IlesEmployee Resourcing is concerned with therange of methods and approaches used byemployers in resourcing their organisations insuch a way as to enable them to meet their keygoals. It therefore involves staffing (recruitment,selection, retention and dismissal), performance(appraisal and management of performance),administration (policy development, proceduraldevelopment, documentation) and changemanagement.

FinanceProfessor Kenneth Boudreaux Different investment projects generate differentcash flows and different levels of risk. The problemis that choices have to be made amongcompeting uses for funds because businessestypically face constraints on the availability ofcapital. Financial tools make it possible to reduce abewildering array of cash flows spread over avariety of time periods to a single set of numbers:the net present values. These tools enable theefficiency principles of economics to be applied ina rigorous manner. Financial concepts also provide

www.ebsarabworld.com 17

the link between company operations and capitalmarkets: it is impossible to understand thebehaviour of the stock market without a grasp ofthe principles of financial analysis, quality trade-offsto be made and project management tools andtechniques are essential in keeping changeprocesses on track.

Financial Risk Management Dr Peter MolesManagers with a finance responsibility are expectedto have a working knowledge of the principles andpractices of financial risk management. Whereas inthe past such managers devoted their time tofinancial reporting, this is now seen as lessimportant than skill in financial decision making. The rationale for the course is straightforward: in today’s environment the observed volatility infinancial and commodity markets is testimony tothe inherent risks firms face. Financial riskmanagement is the discipline that aims to analyse,control, and – if necessary – reduce those risks toan acceptable level.

Human Resource DevelopmentStephen GibbEffective individual learning is critical if employeesare to acquire the knowledge and skill needed tosupport the organisation’s business objectivesand delivery targets. The delivery of effectivepeople development practices requires aconsiderable increase in commitment andenhanced skills from all managers. A shift is taking place from training, an instructor-led, content-based intervention, to learning, whichis a self-directed, work-based process, leading toincreased adaptive capacity.

For these reasons, and many others, the well-rounded manager in the successful organisationusually numbers among their priorities thedevelopment of people, or Human ResourceDevelopment (HRD).

Human Resource ManagementProfessor Tony KeenanHuman resource management (HRM) isconcerned with the effective management andutilisation of human resources in organisations. Formost organisations, human resources are theirgreatest assets and the optimal utilisation of theseresources is the key to competitive advantage in

today’s increasingly harsh economic environment.By the end of this course managers willunderstand HRM from both a strategic and anoperational perspective.

Influence Professor Gavin KennedyInfluence is the process by which we obtain whatwe want by affecting the thoughts, feelings andbehaviours of others over whom we may havelimited or no authority but who are able to makedecisions that affect ourselves and ourorganisation.

It is about understanding how managers dealwith other managers upwards and sidewaysin, across and between organisations.

International Marketing Dr Philip Cateora, Dr John GrahamThis course addresses global issues anddescribes concepts relevant to all internationalmarketers. It provides an approach andframework for identifying and analysing the keycultural and environmental characteristics of anynation or global region and highlights theimportance of viewing international marketingmanagement from a global perspective.

Introduction to Business Research 1Professor Alex Roberts, Dr William Wallace, Professor Patrick O’FarrellMost MBA graduates will have done nopostgraduate research whatsoever. It is thereforenecessary to establish a basic understanding ofwhat research is and how it is done.

Introduction to Business Research 2Professor Alex Roberts, Dr William WallaceThe second research course concentrates ondeveloping an understanding of the concept ofa methodology and literature review from abusiness perspective. This course will showhow to develop a business-related literaturereview and use it to develop a thesis subject.

Introduction to Business Research 3Professor Alex Roberts, Dr William Wallace, Frances PfabThe third methodology course concentrates ondeveloping the statistical techniques necessary

for data collection and analysis so thatconclusions can be generated.

LeadershipTony Berry, Richard BunningAre leaders born or can leadershipcharacteristics be developed? This course isdesigned to enable you to understand theories,issues and tools of leadership in order todevelop yourself as a leader and developleadership in your organisation.

Making Strategies Work Professor Alex Roberts, Andrew MaclennanToday, a key preoccupation of the CEOs of mostorganisations is how to make their intendedstrategies work in practice. There is no shortageof good strategic planning. However, the issuessurrounding how to implement strategies areless well known. To make the planned strategywork a series of complex monitoring and controltools are required to keep the implementation ofthe strategy on course.

Managing Employee RelationsMike LeatThis course focuses on the employmentrelationship, the conflicts inherent to thatrelationship and the processes used toresolve these conflicts and manage therelationship.

In the era of globalisation, an increasinginternationalisation of markets, supply chainsand production activities – and with many organisations needing to becompetitive internationally as well as locally –the employment relationship is subject to amuch wider range of influences than hastraditionally been the case. These influencesand their implications for employee relations areexamined in depth in this course.

Managing People in Changing ContextsProfessor Graeme MartinThis course is aimed at helping managersunderstand the key issues in the management andleadership of change in contemporary organisationalcontexts and provide them with practical advice,frameworks and tools to help them manage changemore effectively in global economies. It is an essential

18

course for students and managers wanting tounderstand the people and organisational problemsinherent in modern organisations.

Drawing on a wide range of disciplines includingorganisational behaviour, HRM, marketing, IT,economics, strategy and operations, the coursefocuses on the nature of management andleadership, individual behaviour, motivations andengagement with organisations, the design ofmodern organisations and managing ininternational organisations and cultures. It alsoexamines the nature of management andleadership of corporate reputations, brands andcorporate social responsibility, the management ofknowledge-based enterprises, the changing natureof technology in new forms of organisations andthe management of changing cultures.

The course is international in outlook and drawson a wide range of originally-research casesand illustrations drawn from companies in theUS, UK, continental Europe and Asia, reflectingthe author's international academic andpractical experience.

Managing Personal CompetenciesIain Henderson and Martin DowlingThis course is concerned with how managerscan develop the personal skills of effective self-management and the interpersonal skills neededto influence people in organisations.

Managing People in Global MarketsDr Monir Tayeb Major global companies have been the principalagents of globalisation of the market and indeedthe world. These companies draw on manyresources from managerial talent, totechnological know-how, to favourable marketconditions. One of their major resources is theirworkforce. The main objective of this course isto examine how global companies go aboutmanaging their multicultural workforce, whatcomplications they may encounter in doing soand how they might deal with thesecomplications. The course also discusses otherstrategic and managerial issues that have abearing on global employee management.

MarketingJohn Mullins, Orville Walker, the late Harper BoydIn highly competitive markets the success orfailure of a product or service may be determinedby the marketing decisions you take. This coursewill help you make the right ones. The course willenable you to analyse and critically evaluatemarketing problems and opportunities. It will alsohelp you develop and implement marketingstrategies and programmes which take bestadvantage of your firm's situation.

Marketing Channels Dr Lou Pelton, Dr David Strutton, Dr James Lampkin Channel relationships are increasingly importantin creating market value and sustainablecompetitive advantage. This elective provides anup-to-date perspective of the relationshipsamong marketing channels using the ChannelRelationship Model (CRM).

Marketing Communications Chris Fill, Barbara JamiesonThe often-misunderstood concept of marketingcommunications is examined from a strategicperspective in this course. The following ideasare explored: the interlinking of corporate,marketing and communication strategy; theblend of internal and external communications;the relational aspects of networkcommunications; the context within whichmarketing communications operate; howaudiences frame and interpret marketingmessages. This course assumes relationshipmarketing to be essential and seescommunication in the context of bothtransactional and relational exchanges.Corporate and marketing communications areconsidered as important components of thecomplete process.

Marketing Research Professor Tony ProctorThis course provides students with a solidunderstanding of the marketing researchprocess as well as the practical skills necessaryto undertake marketing research of both aqualitative and quantitative nature.

The emphasis is on solving marketing problemsusing marketing research. Extensive case studymaterial provides insights into the problems andpractical applications of the research techniques.

Mergers and Acquisitions Professor Alex Roberts, Dr William Wallace, Dr Peter MolesIt is well known that mergers and acquisitionsrarely result in an effective outcome in terms ofcreating shareholder value. So why is it sodifficult? There are three answers to this. First,organisations need to be clear about theirstrategic fit. Second, the price paid is often toohigh in the sense that potential gains are includedin the bid. Third, the change processesnecessary to achieve successful integration aretypically not identified up front.

NegotiationProfessor Gavin Kennedy Negotiation is one of several means available tomanagers to assist in the making of decisions.The course aims to provide a thoroughgrounding in the science and practice of

negotiation. Various academic disciplines(economics, psychology, sociology, politics,anthropology and mathematics) haveresearched negotiation from their particularstandpoints and much of this material forms thebasis for the scientific analysis of negotiation.

Organisational BehaviourBob Dailey If you work in organisations, you probably thinkyou know a lot about them. But do you? Anorganisation continually has to adapt tochanges in the competitive environment. Itseffectiveness depends on the motivation andbehaviour of the workforce. To capitalise on thecapabilities of the workforce, it must haveappropriate incentives, develop effective teams,design an attractive job environment andmanage the dynamics of organisational change.By understanding the principles oforganisational behaviour you acquire a deeperknowledge of how you relate to other membersof the organisation.

Performance Management Dr Herman AguinisThis course addresses the topic of performancemanagement, a continuous process ofidentifying, measuring and developing theperformance of individuals and teams andaligning performance with the strategic goals ofthe organisation.

• Performance management systems aredescribed as key tools to transform people’stalent and motivation into a strategicorganisational advantage.

• Topics include the design and implementationof individual and team performancemanagement systems, performancemanagement and organisation- and unit-levelgoals and strategies, performancemanagement and employee development,performance management and coaching andfeedback, performance and rewards, themeasurement of performance, and legalissues.

• Performance management is discussed as anintegral part of all organisational units and notthe domain of the HR function only.

• Numerous examples of how performancemanagement systems are implemented inpublicly traded, private, government,domestic, and global organisations, includingorganisations outside of the United States.

• Over 30 integrative cases addressing thedesign and implementation of various aspectsof performance management systems in adiverse set of organisations and industries.

www.ebsarabworld.com 19

• Scholarly and practitioner-orientedbibliographic sources from a broad set ofdisciplines including auditing, cognitivepsychology, communication, education,human performance, human resourcesmanagement, industrial and organisationalpsychology, information systems, internationalbusiness, management, marketing,organisational behaviour, publicadministration, social psychology, sociology,and strategy.

Practical History of Financial Markets Andrew Smithers, Stephen Wright, GordonPepper, Peter WarburtonJoachim Goldberg, Herman Brodie, Barry Riley, Russell NapierThere are important lessons from history whichare typically locked up in the heads of olderpractitioners in the field and which eachsucceeding generation appears to find itnecessary to learn afresh. The intention of thiscourse is to set out these important lessons andprovide fund managers with an historical contextwithin which current events can be interpreted.

Principles of RetailingSuzanne Fernie, John Fernie, Christopher MooreThis course considers how retailers can achievecompetitive advantage by rapid organisationalresponse to changing consumer demands. Aswell as examining operational functions ofretailing, the course shows how the integration ofmarketing, buying and logistics functions drivethe growth of retail organisations. The coursealso investigates future patterns for retail growthparticularly in international/global retailing and ine-commerce.

Project ManagementProfessor Alex Roberts, Dr. William WallaceImplementing organisational change can bevisualised as a project with time, cost and qualitytrade-offs. Project management tools andtechniques are essential in keeping changeprocesses on track. If you don't realise thatorganisational processes are actually projects,you may get nasty surprises when things turn out unexpectedly. Rigorous project managementtechniques will not solve all problems but they do clarify the process of achieving the project'sgoals.

Quantitative MethodsProfessor David Targett In order to make decisions it is necessary tohave access to information. In the world ofbusiness, that information will often be innumerical form. The objective of this course is

to enable students to make good decisions andto be able to organise and understandnumbers.

Research Methods in Business and ManagementDevi JankowiczTopics 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 LancasterAn integrated approach to sales managementhas a direct effect on sales performance. Aswell as providing a thorough and up-to-dateoverview of the accumulated theory andresearch evidence relevant to sales forcemanagement, this course considers sales forcemanagement from a strategic perspective.Practical actions which sales managers cantake to direct, influence and control sales staffare also examined.

Services MarketingChristopher H. Lovelock, Sandra Vandermerwe, Barbara Lewis, Suzanne Fernie Service industries face dramatic changes in theirenvironment, ranging from developments incomputerisation and telecommunications(including the Internet) to the emergence ofglobal markets for their output. Perhaps themost significant trend – representing both athreat and an opportunity – is the increasinglycompetitive nature of service markets.Established ways of doing business are nolonger adequate. Around the world, innovativenewcomers offering new standards of serviceare succeeding in markets where establishedcompetitors have failed to please today’sdemanding customers. This course emphasisesthe need for a distinctive approach to planningand implementing marketing strategy for serviceorganisations.

Strategic NegotiationProfessor Gavin KennedyThe focus of Strategic Negotiation is on thegeneration and implementation of negotiationstrategy. Strategy is not a series of axioms to be

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 PlanningProfessor 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 ManagementProfessor 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.

20

Assessment

Each course is assessed by a writtenthree hour examination which is set andgraded by Edinburgh Business Schoolfaculty. All students, regardless of studymode or programme, take the sameexamination on the same day, in one ofthe 350 exam centres which EdinburghBusiness School runs all over the world.

Networking

Students come from over 150 countriesin the world and many choose tocommunicate with their faculty and peersthrough the web-boards or via discussiongroups set up for the purpose. EdinburghBusiness School supports this withFaculty web-boards available via each

course website (and also by fax and the postal service), and other onlinecommunities. The web is also used formany aspects of course administration,including registration for exams and aresults service.

• 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.

The course websites

www.ebsarabworld.com 21

Name: Fadi MoubarakOrigin: LebanonCompany: Cisco Systems

“Efficient and Great Immediate Impactto my career”.

This is how I would summarise myexperience and the program. The way

the courses are designed and delivered is extremely efficient forsomebody who has a senior and very demanding business role,yet needs to develop his academic skills. The course designs arefit for any kind of background and very easy to understand sincebased on real life examples.

Having an engineering background, and having reached amanagement role in my career, EBS MBA program offered meexactly 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 notpossible before.

Name: Ahmed GasserOrigin: EgyptCompany: Areva T&D

I have a civil Engineering backgroundwith very limited scope of businesscourses.

After three years of professionalworking experience I discovered my lack of business skills, whichencouraged me to make the right decision to join EdinburghBusiness School in an MBA program. When look back at myMBA program, and the courses that I studied, I feel very satisfiedthat I have participated in such a strong program. All the courseswere very well developed to meet the current challenges of thebooming economic world.

Actually, I capitalized on all the courses I studied to feel a betterperformance in my position. I was promoted to a Sales Manager in a world leader energycompany only a few months after getting my degree fromEdinburgh Business School.

I want to thank Edinburgh Business School for contributing to mycareer.

Name: Safwat KabanyOrigin: Syria

For Safwat Kabany from Syria, doinghis MBA with Edinburgh BusinessSchool was the most logical choice.

I’m in the petro-chemical industry andHeriot-Watt University is one of the

world leading academic institutions in this field of industry. Itherefore knew a lot about the high standards at Heriot-Watt andthese are certainly evident in EBS’s MBA programme.

Being a full-time on-campus student I had to cope with bothlanguage and cultural differences, which at first were quitedaunting. EBS however is very skilled at dealing with people fromdifferent backgrounds and cultures and it wasn’t long before I feltvery comfortable in this environment. The faculty are extremelyhelpful and take keen interest in every individual.

I am sure I would have achieved the same result had I chosen todo the course as a distance-learning student, perhaps taking alittle more time. By being on-campus one has almost immediateface-to-face access to faculty members, but EBS’s new on-linetechnology will no doubt enhance the university’s capacity tocommunicate with distance learning students in the near future.

I intend to continue my studies in Human ResourcesManagement with EBS. However, I’ll be taking the programmeoff-campus, as a distance learning student this time!

What our students say

Name: Nivine Mohamed RushdyOrigin: EgyptCompany: Egypt Kuwait HoldingCompany (Alkharafi Group)

In December 2002, I started achallenging educational journey withHeriot Watt MBA program. The

journey took me into deep waters, experiencing the pain ofdespair and the joy of success. The Heriot Watt program offers a comprehensive syllabus thatfacilitated studying while working on a full time basis. Thestrategic management edge gained through studying this MBAwas applied directly to my work at exceed Contact Center andhelped me move to the reputable Kharafi Group after completion.

This program was in no way stress free but I can comfortably saythat it has addressed most of the challenges of the businessworld in an organized comprehensive manner.

I would recommend this MBA program to those who wish togrow their career and enhance their prospects.

22

Professor Keith G. Lumsden.Director of Edinburgh Business School

The concept of the MBA was the brainchild of ProfessorLumsden while he was at Stanford University, California. Hepioneered many of the techniques that form the basis of theMBA Courses, particularly self-assessment questions andproblems, case studies, databases and computer simulations.

He wrote the first programmed-learning texts in Economics,some of which have been translated into seven languages. Hehas published 14 books and over 60 articles in professionaljournals. Professor Lumsden consults with major companiesthroughout the world. Companies that have used the Lumsdenmaterials and methodology include American Express, BarclaysBank, British Petroleum, British Telecom, Hewlett-Packard, IBM,Marks & Spencer, JP Morgan, Rolls-Royce, and Volvo Transport.

The FacultyAll of the Business School’s courses are authored by leading facultywith extensive international teaching, consultancy and researchexperience. Faculty is based either in Edinburgh Business School, or is drawn from other top European or North American Schools.

www.ebsarabworld.com 23

Professor Alex Scott. Professorial Fellow and Academic Director.

Professor Scott is an Economist and haspublished 2 books and over 30 researchpapers on efficiency in education, efficient useof energy, energy and the environment, andthe cost to the taxpayer of government

industrial aid programmes. He is a pioneer in developing andcarrying out research into new educational techniques,particularly in the field of business simulations.

Professor Robert C. Dailey. HonoraryProfessor of Organisational Behaviour.

Professor Dailey was formerly AssociateProfessor of Organisational Behaviour at the A.B. Freeman School of Business, TulaneUniversity, New Orleans, Louisiana and Professorof Management and Strategy at the School of

Business, Drake University, Des Moines, Iowa. His research interests lie in identifying ways to improve competitiveadvantage through changes in workforce systems and conductinganalyses of current business.

Professor Alexander Roberts. Professorial Fellow.

Professor Roberts lectures, researches andconsults for major organisations on strategydevelopment and implementation.

The practical relevance of his work isunderpinned by 15 years in senior management,

including 10 years at executive director level within multinationalsubsidiaries of American and European-based businesses.

Professor Niall Lothian.

Professor Lothian has taught at IMEDE (nowIMD) in Lausanne and is currently a member ofthe visiting faculty of INSEAD, Fontainebleau,France. He has conducted seminars andmanagerial briefings in Europe, Africa and China,the latter under the auspices of the United

Nations Industrial Development Organisation. Professor Lothian hasbeen a consultant to British Government agencies such as theMinistry of Defence and the Cabinet Office and to a number ofinternational companies.

Academic Faculty

Boudreaux, K. J., AB, MBA, PhD

Brown, K., MA, MSc

Dailey, R., PhD

Henderson, I., BSc, MBA, PhD

Jamieson, B., BA, MBA, MCIM

Kay, N., BA, PhD, FRSA

Keenan, A., BA, PhD

Kennedy, G., BA, MSc, PhD,FCInstM

Lauder, I., MA, FCIPD

Lothian, I. N., BA, CA, FRSA

Lumsden, K. MA, PhD, FRSE

Martin, G., BA, MSc, MBA, PhD

Moles, P., BA, MBA, PhD

Mullins, J., BA, MBA, PhD

Peacock, Sir A., DSC, MA, DUniv, DEcon, DSc, FBA, HonFLSE, FRSE

Ricketts, M., BA, DPhil, FRSA

Roberts, A., PhD, MBA, FCCA,FCIS, MCBS

Scott, A., MA, MSc, PhD

Small, J., CBE, FCCA

Targett, D., MA, PhD

Walker, O. C., BSc, MA, PhD

Wallace, W., BSc, MSc, PhD,MCIOB, MAPM

Vagneur, K., BSc, MSc, PhD,CPA

24

Classroom support for students

Edinburgh Business School 4 dayseminars

A schedule of intensive 4 day seminars in selected courses isdelivered on campus at Edinburgh Business School.

These seminars are based on the School’s experience ofteaching to corporations, and 10 years experience delivering thefull- and part-time MBA. The seminars assume prior study of thecourse materials, and provide you with practical applications andcase 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 coursesover any given 12 month period (but you must demonstrateEnglish proficiency and two years relevant business experience tostudy 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 businessexecutives, subject to normal on campus entry criteria.

The courses covered and the dates of the seminars are given onwww.ebsglobal.net

Contact EBS for more information on how to apply to join thesesessions.

Application should be made to Edinburgh Business School atleast one month before the start date.

Edinburgh Business School 2 dayrevision sessionsA schedule of 2 day revision sessions in selected subjects aredelivered on campus at Edinburgh Business School.

These 2 day sessions are conducted by Edinburgh BusinessSchool faculty and give advice on examination preparation.

Students who come to the revision sessions will be expected tohave already spent the 200 hours of prior study for each course.

The courses and the dates of the revision sessions are given onwww.ebsglobal.net

Contact EBS for more information on how to apply to join thesesessions.

EBS Partner Conference 2008

www.ebsarabworld.com 25

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.

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.

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 CoursePurchase form which can be found on our website or bycontacting the student adviser and sending it by fax to:

EBS ArabworldEBS Student Services,Tel: +961 9 224 827 or +961 9 222 827Fax: +961 9 224 828e-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 contacta student adviser on arabic@ebsarabworld.com

DBA

For details on entry criteria and assessment for the DBA, please see page 12

It is recommended that you complete a DBA application formbefore purchasing courses as entry onto the programme is notguaranteed.

DBA application forms should be returned to EdinburghBusiness School (on-campus office) at the address below.

On-Campus:

On-campus study requires students to complete a formalapplication process. Please contact the on-campus office at:

Edinburgh Business SchoolHeriot-Watt UniversityRiccarton CampusEdinburghEH14 4ASUnited Kingdom

Tel: +44 (0)131 451 3090Fax: +44 (0)131 451 3002Email: oncampusmba@ebs.hw.ac.uk

Application process

Graduation