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The Most Advanced & Recognized

Strategic Management Graduate Degree (MPhil+BMgt) in Sri Lanka

Leads to PhD in Strategic Management

650+
Credits
6500+h
Course Work
100%
Job Rate
BMGT path BMGT path
BMGT path BMGT path

Level I

Dynamic Business Environments

In this unit, You will analyse the impact of increasingly dynamic business environments and increasingly volatile markets on an organization’s ability to compete successfully using a range of relevant tools and frameworks.

  • Total Hours
    150
    Total Hours 150

Syllabus Breakdown

Chapter 1: Understanding the Role of Economics

  • 1.1 The economic view of businesses
  • 1.2 Different economic systems
  • 1.3 The potential impacts of governments on business and business environments
  • 1.4 The varying level of competition in markets and the impact on price volatility

Chapter 2: Analyzing External Environments

  • 2.1 Frameworks to analyze external environmental trends
  • 2.2 Applying relevant frameworks to analyze external environmental trends

Chapter 3: Analyzing Internal Environments

  • 3.1 Frameworks to analyze key aspects of the internal environment
  • 3.2 Applying frameworks to analyze key aspects of the internal environment to a given organization

Chapter 4: Competitive Environments

  • 4.1 Relevant frameworks to analyze competitive environmental trends
  • 4.2 Identify how an organization can gain competitive advantage in response to competitor analysis

Assessment Breakdown

1. Explain the role of business economics in understanding markets and the potential impact of current economic issues

  • 1.1 Discuss the economic view of businesses
  • 1.2 Compare different economic systems
  • 1.2 Compare different economic systems
  • 1.3 Explain the potential impact of governments on business and business environments
  • 1.4 Discuss the varying level of competition in markets and the impact on price volatility

2. Discuss how analysing external environments enables the development of successful business strategies

  • 1.1 Discuss the economic view of businesses
  • 2.1 Discuss relevant frameworks to analyse external environmental trends
  • 2.2 Apply relevant frameworks to analyse external environmental trends

3. Discuss how analysing internal environments enables the development of successful

  • 3.1 Discuss frameworks to analyse key aspects of the internal environment
  • 3.2 Apply frameworks to analyse key aspects of the internal environment

4. Discuss how analysing competitive environments enables the development of successful business strategies

  • 4.1 Apply relevant frameworks to analyse competitor environmental trends
  • 4.2 Identify methods in which an organisation can gain competitive advantage in response

Lecturers

Ms. Thisuri Jayathilake


Enterprising Organizations

This unit develops an understanding of the principles of business and the different legal formations by which an organization can operate. As an organization grows and evolves, the need for different structures will take effect. You will also be introduced to the common organization structures, whilst developing an appreciation for contemporary structures, as both external influences impact upon an organization requiring a more efficient and effective approach to delivering products or services. You will be developing skills in evaluation of both quantitative and qualitative data to make judgements about the types of structures suitable for different organizations and the sectors in which they operate.

  • Total Hours
    150
    Total Hours 150

Syllabus Breakdown

Chapter 1: The Principles of Business

  • 1.1 Type of organizations
  • 1.2 Reasons for operating a particular legal formation

Chapter 2: Introduction to Organizational Structures

  • 2.1 Types of structure
  • 2.2 Conflict and collaboration between functions
  • 2.3 External and internal influences on organizational structures

Chapter 3: The Difference between Strategic and Operational Management

  • 3.1 Operational management
  • 3.2 Operational management and its interaction with strategic management
  • 3.3 The interface between strategic management and operational management

Chapter 4: The Role of Organizational Infrastructure

  • 4.1 The concept of organizational infrastructure
  • 4.2 Factors affecting organizational infrastructure
  • 4.3 Measuring organizational performance
  • 4.4 Role of organizational infrastructure in ensuring high performance

Assessment Breakdown

1. Explain the various legal formations and status of private, public and not-for-profit organisations

  • 1.1 Identify the different types of organisational formations
  • 1.2 Analyse the main reasons for operating a particular legal formation

2. Identify traditional and contemporary organisational structures

  • 2.1 Discuss the main types of traditional organisational structures
  • 2.2 Analyse the external and internal factors that result in changing organisational structures
  • 2.3 Construct simple organisational charts to explain the relationships between business functions

3. Explain methods by which organisations are managed strategically and operationally

  • 3.1 Explain the concept of operational management
  • 3.2 Summarise the differences between strategic and operational management
  • 3.3 Explain the concept of strategic management and its interaction with operational management

4. Assess the role of organisational behaviour, infrastructure and its impact upon organisational performance

  • 4.1 Identify the components of effective organisational infrastructure
  • 4.2 Identify factors affecting organisational infrastructure and its impact upon organisational performance
  • 4.3 Explain the concept of organisational performance
  • 4.4 Outline the role of organisational infrastructure in ensuring high performance within a range of organisations

Lecturers

Ms. Thisuri Jayathilake


Employability and Self-development

This unit introduces you to the key skills, behaviours, and attitudes you need to demonstrate in order to be ‘employable’, and how to develop them if they are missing, through self-development and/or other learning, development and improvement opportunities. It provides guidance on how to integrate this information to the documents required for job applications, and how to present these skills at an interview. It goes on to show how demonstrating employability skills can help enable a smooth transition into work by establishing you in your new job role and as part of a team.

  • Total Hours
    150
    Total Hours 150

Syllabus Breakdown

Chapter 1 Concept of Employability

  • 1.1 Employability and the attitudes, skills and behaviors that are required by employers
  • 1.2 Selection criteria in the changing workplace

Chapter 2 Assessing Your Own Skillset

  • 2.1 Your skills versus the employability skills sought by employers
  • 2.2 Assessing your skillset to write a CV and complete job applications

Chapter 3 Demonstrating Your Employability

  • 3.1 Demonstrating your employability during the recruitment and selection process
  • 3.2 Maximising your potential to a prospective employer at interview

Chapter 4 Establishing Yourself in a New Role

  • 4.1 Using employability skills in a new job
  • 4.2 Integrating with and becoming an effective contributor to a team

Chapter 5 Creating a Personal Development Plan

  • 5.1 Maximising your value as an employee
  • 5.2 Career goals and aspirations

Lecturers

Ms. Thisuri Jayathilake


Finance for Managers

This unit is designed to enable you to gain a knowledge and understanding of accounting principles, processes, and concepts that can be applied in a general management context. These principles, processes, and concepts are key in the understanding of how a business operates and what ultimately makes it successful.

  • Total Hours
    150
    Total Hours 150

Syllabus Breakdown

Chapter 1 The World of Accounting

  • 1.1 The purpose of financial and management accounting
  • 1.2 Applying accounting principles, processes and concepts to financial and management accounting data
  • 1.3 Assess the needs of business stakeholders in relation to financial and management accounting information.

Chapter 2 Financial Statement Interpretation

  • 2.1 Assessing the contents of financial statements to review the performance of business organisations
  • 2.2 Using nancial ratios to assess the financial performance of a business organisation
  • 2.3 How to make justified recommendations for business improvements based on the results of financial analysis

Chapter 3 Cash Flow and Budget Preparation

  • 3.1 Preparing cash ow forecasts for internal management control
  • 3.2 Preparing organisational budgets to aid management decision making
  • 3.3 Evaluating completed cash ow forecasts and financial budgets to make informed business

Chapter 4 Costing and Pricing Methods

  • 4.1 Explaining costing and pricing methods used to make business decisions
  • 4.2 Applying contribution and break-even calculations and analysis to make effective business decisions
  • 4.3 Assessing the implications of using different costing methods

Assessment Breakdown

1. Explain the purpose of financial and management accounting

  • 1.1 Explain the purpose of financial and management accounting
  • 1.2 Apply accounting principles, processes and concepts to financial and management accounting data
  • 1.3 Assess the needs of business stakeholders in relation to financial and management accounting information.

2. Interpret financial statements to review the performance of business organisations and report to stakeholders

  • 2.1 Assess the contents of financial statements to review the performance of business organisations
  • 2.2 Calculate financial ratios to assess the financial performance of a business organisation
  • 2.3 Make justified recommendations for business improvements based on the results of financial analysis

3. Prepare cash flow forecasts and financial budgets to aid management decision making

  • 3.1 Prepare cash flow forecasts for internal management control
  • 3.2 Prepare organisational budgets to aid management decision making
  • 3.3 Evaluate completed cash flow forecasts and financial budgets to make informed business decisions

4. Demonstrate the use of costing and pricing methods to contribute to business decision making

  • 4.1 Explain costing and pricing methods used to make business decisions
  • 4.2 Apply contribution and break-even calculations and analysis to make effective business decisions
  • 4.3 Assess the implications of using different costing methods

Lecturers

Mr. Christon Anton


Introduction to Entrepreneurship

In Introduction to Entrepreneurship, you will learn key success factors for enterprises and how to apply these to successfully innovate, develop, and grow a business. Key business strategies, business development, and the management of the enterprise through the business cycle will be explored.

  • Total Hours
    150
    Total Hours 150

Syllabus Breakdown

Chapter 1 Entrepreneurship and Innovation

  • 1.1 The bene t of entrepreneurship and innovation to an economy
  • 1.2 Micro, small and medium-sized enterprises
  • 1.3 Common business models
  • 1.4 Innovating within an enterprise
  • 1.5 Creativity, innovation and intrapreneurship

Chapter 2 Building a Successful Business

  • 2.1 Personal qualities
  • 2.2 Common mistakes made by entrepreneurs
  • 2.3 Why entrepreneurs start a business
  • 2.4 Strategies for growth and exit strategies in an enterprise

Chapter 3 Developing an Innovative Enterprise

  • 3.1 Researching potential markets
  • 3.2 Finance for a start-up
  • 3.3 The physical resources required for an enterprise
  • 3.4 Human resources requirements for an organisation
  • 3.5 Making your enterprise legal

Chapter 4 Creating and Pitching a Business Plan

  • 4.1 The content expected and developed in the business plan
  • 4.2 Developing a business plan for a new business idea
  • 4.3 Developing a business pitch

Assessment Breakdown

1. Explain the characteristics and value of entrepreneurship and innovation to an economy and how new businesses can impact communities.

  • 1.1 Explain the terms entrepreneurship, enterprise, social enterprise, intrapreneurship and innovation
  • 1.2 Explain the key characteristics of micro, small and medium-sized businesses
  • 1.3 Discuss business models that an enterprise can use
  • 1.4 Discuss types and process of innovation
  • 1.5 Evaluate how organisations can create their own enterprising culture.

2. Discuss the characteristics and motivation of entrepreneurs and how an entrepreneur builds and converts an idea into a successful business.

  • 2.1 Explain the personal qualities required when starting a business.
  • 2.2 Explain common mistakes that entrepreneurs make in their first year of business.
  • 2.3 Evaluate the motives for starting an enterprise.
  • 2.4 Explain strategies for growth and exit strategies in an enterprise.

3. Explain the key factors for developing an innovative enterprise

  • 3.1 Assess market-research intelligence to develop an enterprise
  • 3.2 Evaluate the sources of finance available to a new business
  • 3.3 Explain the physical resource requirements of an enterprise
  • 3.4 Assess the human resources requirements for an organisation
  • 3.5 Explain common legal and insurance requirements that an enterprise needs to address

4. Create a business plan and pitch for a business

  • 4.1 Explain the content expected and developed in the plan.
  • 4.2 Develop a business plan for a new business idea.
  • 4.3 Develop a pitch that delivers key information to stakeholders.

Lecturers

Dr. Bhatiya Thissera


Ms. Thisuri Jayathilake


Introduction to Quantitative Methods

The focus of the Quantitative Methods syllabus is to:

  • Develop quantitative thinking and skills
  • Develop skills in gathering and computing numbers
  • Cultivate the ability to present, interpret and communicate quantitative results for managerial decision making
  • Build a robust quantitative foundation for other business units
    • Quantitative skills built at this level will help you to apply a number of concepts in other core areas of business management: marketing, accounting, finance, and human resource management. Many decisions in these areas require quantitative skills, for example calculating the sales volume for recovering costs, determining the price of a new product, estimating demand for the product, measuring the overall performance of the business etc.

    • Total Hours
      150
      Total Hours 150

    Syllabus Breakdown

    Chapter 1 Numeracy for Business

    • 1.1 Performing calculations on different types of numbers
    • 1.2 Express numbers in various forms for making comparisons
    • 1.3 Performing simple financial calculations

    Chapter 2 Algebraic Methods

    • 2.1 Simplifying or solving algebraic equations
    • 2.2 Solving equations

    Chapter 3 Business Statistics

    • 3.1 Difference between types of data
    • 3.2 Sampling methods and measurement scales
    • 3.3 Classification and tabulation of data

    Chapter 4 Statistical Tools and Data Analysis

    • 4.1 Constructing and interpreting charts and diagrams
    • 4.2 Employing descriptive statistics for analysis and interpretation
    • 4.3 Correlation between variables
    • 4.4 Performing linear regression to make business forecasts

    Assessment Breakdown

    Assessment 1

    • 1.1 Perform calculations on different types of numbers
    • 1.2 Express numbers in various forms for making comparisons
    • 1.3 Perform simple financial calculations to obtain values for taking business decisions

    Assessment 2

    • 2.1 Simplify or solve equations by employing algebraic methods
    • 2.2 Derive the equation of a straight line to show relationship between variables

    Assessment 3

    • 3.1 Explain main sources, types and uses of data relevant for business and management information
    • 3.2 Evaluate alternative methods of sampling and measurement scales used in context of business information
    • 3.3 Classify and tabulate statistical data

    Assessment 4

    • 4.1 Construct and interpret appropriate charts and diagrams from tabular data
    • 4.2 Employ a set of descriptive statistics for analysis and interpretation of grouped and ungrouped data
    • 4.3 Determine correlation between two business variables
    • 4.4 Perform linear regression to make business forecasts

    Lecturers

    Mr. Shalika Siriwardena


    Project Management

    This unit expands the basic theory of project management into a practical, operational context and integrates all the fundamental tools and techniques required to manage business projects successfully.

    • Total Hours
      150
      Total Hours 150

    Syllabus Breakdown

    Chapter 1 Understanding the Project Life Cycle and Other Key Concepts

    • 1.1 The project life-cycle model
    • 1.2 The project business case
    • 1.3 Work breakdown structure
    • 1.4 Project risk management

    Chapter 2 Creating an Effective Project Plan

    • 2.1 Project planning with network diagrams
    • 2.2 Project planning with Gantt charts
    • 2.3 Applying critical path analysis
    • 2.4 Calculating start and finish dates

    Chapter 3 Resource-based Project Budgets

    • 3.1 Project resources
    • 3.2 Top-down and bottom-up project budgets
    • 3.3 Time-based and fixed-price resources
    • 3.4 Estimating the costs for a project

    Chapter 4 Tracking and Controlling Live Projects

    • 4.1 Progress tracking – baseline plan and approved budget
    • 4.2 Comparing planned progress with actual progress
    • 4.3 Finding ways to recover lost progress
    • 4.4 Project management software systems

    Assessment Breakdown

    1. Discuss the concept of the project life cycle in a variety of business organisations and contexts.

    • 1.1 Explain the sequential stages of the project management life cycle and the activities which are carried out at each stage.
    • 1.2 Explain the concept of a project business case based on a set of basic cost and revenue inputs, including the application of some simple metrics such as return on capital, payback and net present value.
    • 1.3 Discuss the concept of a work breakdown structure.
    • 1.4 Discuss the risks that may emerge on a major project.

    2. Develop a project plan based on a set of input data

    • 2.1 Construct a network diagram from a set of tasks
    • 2.2 Develop a simple Gantt chart from a set of tasks
    • 2.3 Apply critical path analysis to determine the planned duration of a project
    • 2.4 Calculate the start and finish dates of a project and its tasks

    3. Calculate a resource-based budget for a project based on a set of inputs

    • 3.1 Explain the variety of resources needed by a project
    • 3.2 Explain what is meant by top-down and bottom-up project budgets
    • 3.3 Calculate the cost of time-related and fixed-price resources
    • 3.4 Calculate all resource costs to arrive at a bottom-up project budget

    4. Discuss how a project could be monitored and controlled during the execution phase

    • 4.1 Explain the concept of a baseline plan and an approved budget
    • 4.2 Calculate the difference between planned and actual progress
    • 4.3 Explain a range of tactics that could be used to recover lost time
    • 4.4 Discuss how project management software can be used to plan and monitor a project

    Lecturers

    Mr. Shalika Siriwardena


    Dynamic and Collaborative Teams

    This unit introduces you to teamwork and the characteristics of effective teams. It will address team member skills and how to build effective working relationships within different types of teams and business structures, including virtual environments.

    • Total Hours
      150
      Total Hours 150

    Syllabus Breakdown

    Chapter 1 The Nature of Teams within Modern Organisations

    • 1.1 What are teams and how have they changed?
    • 1.2 How teams form and become effective

    Chapter 2 The Principles and Benefits of Effective Team Working

    • 2.1 The commercial and social benefits of effective team working
    • 2.2 Fostering collaborative working to overcome difficulties

    Chapter 3 The Principles of Effective team Management

    • 3.1 Different approaches to management
    • 3.2 Recommendations for managing teams to work collaboratively and achieve team objectives

    Chapter 4 Why Team Working can Become Dysfunctional

    • 4.1 Why team working breaks down
    • 4.2 Recommendations for re-establishing collaborative work

    Chapter 5 Your Own Team Working Skills and Traits

    • 5.1 Analyse your own skills and team working traits
    • 5.2 Evaluate and minimise challenges to collaborative working

    Assessment Breakdown

    1. Describe the nature of teams within modern organisations and the difficulties associated with a team working within different organisational structures.

    • 1.1 Explain what teams are and how the nature of teams has changed as the structure and The nature of organisations have changed in recent years.
    • 1.2 Explain using relevant concepts and theories, how teams form and become effective; the common pitfalls, and how effective working can be established.
    • 1.3 Identify the additional challenges and potential difficulties that teams face given the nature of modern organisations, including virtual environments.

    2. Describe the principles and benefits of effective team working and how collaborative working can be fostered

    • 2.1 Explain the commercial and social benefits of effective team working
    • 2.2 Recommend how collaborative working could be fostered to overcome the potential difficulties that teams face working in modern organisational structures, including virtual environments

    3. Explain the principles of effective team management and why it is important for the work of teams to be led, organised and monitored

    • 3.1 Identify the advantages and limitations of different approaches to the management of teams
    • 3.2 Recommend practical ways that teams working in modern organisations should be managed so that they work collaboratively to achieve team objectives

    4. Outline the main reasons why team working can become dysfunctional and what can be done to re-establish collaborative working

    • 4.1 Identify the main reasons why team working breaks down and the early signs that can indicate this is happening
    • 4.2 Recommend practical ways that collaborative work can be re-established given the additional challenges of modern organisations

    5. Analyse your own skills and team working traits in order to understand how you can contribute effectively to team working

    • 5.1 Analyse your own skills and team working traits in order to understand the roles you are likely to be most effective at performing in a team context
    • 5.2 Evaluate the challenges you might face, and present to others, when working as part of a team, and what action you can take to minimise the negative impact of these factors on collaborative working

    Lecturers

    Ms. Thisuri Jayathilake


    Mr. Shalika Siriwardena


    Strategic Management I

    This foundational qualification serves as an introduction to the broad domain of strategic management. It provides students with a comprehensive overview of the fundamental concepts, theories, and principles in strategic management. The module emphasizes the role of strategic planning in achieving an organization's goals and objectives and guides students through the process of formulating, implementing, and evaluating strategies. Topics include the strategic management process, internal and external environmental scanning, strategy formulation, strategic choice, and strategy implementation. Students will gain a strong grasp of these concepts and develop analytical skills to make strategic decisions that drive sustainable competitive advantage.

    • Total Hours
      300
      Total Hours 300

    Syllabus Breakdown

    Chapter 1: Introduction to Strategic Management

    • 1.1.The Essence of Strategic Management: Definition, Importance, and Scope
    • 1.2.Strategic Management: Historical Evolution and Contemporary Approaches
    • 1.3.Key Components of Strategic Management: Vision, Mission, and Objectives
    • 1.4.The Role of Strategic Management in Organizational Success
    • 1.5.Different Perspectives and Approaches in Strategic Management

    Chapter 2: Understanding the Strategic Management Process

    • 2.1.Stages of the Strategic Management Process: An Overview
    • 2.2.Strategy Formulation: Tools, Techniques, and Best Practices
    • 2.3.Strategy Implementation: Challenges and Solutions
    • 2.4.Strategy Evaluation and Control: Importance and Methods
    • 2.5.The Interplay Between Strategy Formulation, Implementation, and Evaluation

    Chapter 3: Environmental Scanning and Analysis

    • 3.1.Importance of Environmental Scanning in Strategic Management
    • 3.2.Techniques for Internal Environmental Analysis: SWOT and VRIO
    • 3.3.Techniques for External Environmental Analysis: PESTEL and Porter's Five Forces
    • 3.4.Integration of Environmental Analysis into Strategic Decision-Making
    • 3.5.Evaluating the Effectiveness of Environmental Scanning and Analysis

    Chapter 4: Strategy Formulation and Choice

    • 4.1.The Role of Strategy Formulation in Strategic Management
    • 4.2.Methods for Generating Strategic Alternatives
    • 4.3.Criteria for Evaluating Strategic Alternatives and Making Strategic Choices
    • 4.4.Understanding the Impact of Organizational Context on Strategy Formulation and Choice
    • 4.5.Reviewing and Improving Strategy Formulation and Choice Processes

    Chapter 5: Strategy Implementation and Evaluation

    • 5.1.Key Elements of Strategy Implementation: Structure, Systems, and Culture
    • 5.2.Overcoming Barriers to Strategy Implementation
    • 5.3.Role and Importance of Strategy Evaluation
    • 5.4.Tools and Techniques for Strategy Evaluation and Control
    • 5.5.Enhancing the Effectiveness of Strategy Implementation and Evaluation

    Assessment Breakdown

    Lecturers

    Dr. Bhatiya Thissera


    Prof Ajith Rohana Colonne


    Communication Skills and Languages (Japanese) - I

    • Total Hours
      110
      Total Hours 110

    Lecturers

    Mr. Piyal Wijayasekara


    Social Psychology

    Examining how people's thoughts, feelings, and behaviors are influenced by social interactions and group dynamics can be valuable for developing effective organizational strategies.

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Professor Erantha De Mel


    Empirical Approach for Business Behaviour Analysis in Business Process Management

    For the development of business software applications, it is essential to be aware of business environments.

    This unit focusses on providing a perception of business environments to absolute beginner students in the discipline of Software Engineering in order to design Software Applications for business requirements. They are trained to empirically understand the nature of a business environment by developing physical business models and by completing methodically designed various activities. These activities are specially designed to develop the insight of students to carry out certain steps of a typical Software Engineering Lifecycle such as requirement gathering, requirement analysing, and formulating analysed data using designing techniques, which are required to develop a software application.

    The context of this unit does not focus on making students professionals in Professional Software Designing and Modelling Techniques but this module aims to develop the perception of the student in software designing. Furthermore, students are expected to learn advanced object oriented modelling and design techniques in the Unit “Software Engineering 1- Object Oriented System Analysis and Design” (H7DV 04).

    • Total Hours
      190
      Total Hours 190

    Lecturers

    Dr Bhatiya Tissera


    Mr Tharaka Sankalpa


    Mr Sanka Arambawaththa


    Ancient Technologies of Sri Lanka

    This module will explore the ancient technologies and engineering practices of Sri Lanka, dating back to over 2000 years ago. Students will learn about the construction techniques, materials, and innovations used in the creation of ancient structures, such as irrigation systems, temples, and monuments. The module will also cover the cultural and historical context surrounding the development of these technologies, including the role of religion and politics.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Introduction to Ancient Technologies of Sri Lanka and their Relevance to Modern Business

    • 1.1 Overview of the module and its objectives
    • 1.2 The relevance of ancient Sri Lankan technologies to modern business
    • 1.3 Key themes and concepts of ancient technologies in Sri Lanka
    • 1.4 Case studies of successful applications of ancient Sri Lankan technologies in modern business

    Chapter 2 Sustainable Water Management Systems for Modern Business

    • 1.1 Overview of ancient hydraulic engineering in Sri Lanka
    • 1.2 Water management systems of the Anuradhapura period and their relevance to modern business
    • 1.3 Modern applications of ancient irrigation systems in agriculture, aquaculture, and hydropower
    • 1.4 Sustainable water management strategies for modern business, based on ancient Sri Lankan practices

    Chapter 3 Innovation in Rock-Cut Architecture and Monuments for Modern Business

    • 1.1 Overview of ancient rock-cut architecture in Sri Lanka
    • 1.2 Construction techniques used in Sigiriya, Dambulla, and other sites and their relevance to modern business
    • 1.3 Modern applications of ancient rock-cut architecture in construction, design, and art
    • 1.4 Innovation in modern business using ancient Sri Lankan monuments as inspiration

    Chapter 4 Traditional Crafts and Artifacts as a Source of Inspiration for Modern Business

    • 1.1 Overview of traditional crafts and artifacts in Sri Lanka
    • 1.2 Materials and techniques used in the production of crafts and artifacts and their relevance to modern business
    • 1.3 The role of traditional crafts in Sri Lankan society and their relevance to modern business
    • 1.4 Modern applications of ancient Sri Lankan crafts and artifacts in product design and marketing

    Chapter 5 Cultural Heritage and Sustainable Tourism in Modern Business

    • 1.1 Overview of Sri Lanka's cultural heritage and its potential for sustainable tourism
    • 1.2 The impact of modern business on Sri Lanka's cultural heritage and the importance of sustainability
    • 1.3 Case studies of successful sustainable tourism businesses based on Sri Lanka's cultural heritage
    • 1.4 The role of modern business in preserving and promoting Sri Lanka's cultural heritage

    Assessment Breakdown

    Assessment 1: Written Assignments:

    • 1.1 Research Paper: Write a research paper that explores the techniques and materials used in the construction of the Sigiriya fortress. Analyze the engineering innovations employed in this ancient structure and the impact of the fortress on Sri Lankan society.
    • 1.2 Comparative Analysis: Compare and contrast the irrigation systems of Sri Lanka and those of ancient civilizations like the Romans or the Egyptians. Analyze the similarities and differences in the engineering techniques used in these societies and the impact of these systems on their respective cultures.
    • 1.3 Case Study: Choose an ancient Sri Lankan temple and write a case study that explores the materials and techniques used in its construction. Analyze the cultural and religious significance of the temple and the role of engineering in its design.
    • 1.4 Reflection Paper: Write a reflection paper that explores the impact of ancient Sri Lankan technologies on contemporary society. Analyze the sustainability and effectiveness of these technologies in modern times and consider their relevance in addressing current global challenges.
    • 1.5 Historical Analysis: Write a historical analysis that explores the evolution of ancient Sri Lankan technologies from prehistoric times to the modern era. Analyze the political, economic, and cultural factors that influenced the development of these technologies and their impact on Sri Lankan society.

    Assessment 2: Group project:

    • 2.1 Students will work in small groups to research, design and present a project related to a specific ancient Sri Lankan technology or engineering practice.

    Assessment 3: Oral Presentations:

    • 3.1 Students will be required to present their individual and group work in front of the class, and to engage in constructive feedback and discussions with peers:
    • 3.2 Present a research proposal that uses an implementation-based approach to address a real-world problem.
    • 3.3 Present findings from an implementation-based research project, including the analysis of data and implications for practice.

    Lecturers

    Dr. Bhatiya Thissera


    Research Methodology

    This unit aims to cover the main areas in regard to Research Methodology including the terminology, concepts, conventions and research methods where students will be given a practical experience on the systematic procedures by which research is conducted, enabling them to critically identify, describe and formulate conclusions based on hypothesis testing while evaluating a study’s overall validity and accuracy.

    • Total Hours
      100
      Total Hours 100

    Syllabus Breakdown

    Assessment Breakdown

    Lecturers

    Ms. Navodi Hakmanage


    Dr. Kalhari Pitigala


    Voluntary Service

    The Voluntary module is designed to explore the concept of voluntary service in the context of strategic management. This module will examine how voluntary service can be utilized as a strategic tool for achieving organizational goals and objectives.

    • Total Hours
      600
      Total Hours 600

    Syllabus Breakdown

    Chapter 1 Introduction to Voluntary Service in Business

    • 1.1 Definition and Concept of Voluntary Service
    • 1.2 History and Evolution of Voluntary Service in Business
    • 1.3 Legal and Ethical Considerations in Voluntary Service
    • 1.4 Measuring the Impact of Voluntary Service Programs

    Chapter 2 Strategic Planning and Implementation of Voluntary Service Programs

    • 2.1 Integrating Voluntary Service into Strategic Planning
    • 2.2 Designing Voluntary Service Programs
    • 2.3 Implementing Voluntary Service Programs
    • 2.4 Evaluating and Improving Voluntary Service Programs

    Chapter 3 Program Management and Implementation

    • 3.1 Program Management and Leadership
    • 3.2 Volunteer Recruitment and Engagement
    • 3.3 Risk Management and Mitigation
    • 3.4 Measuring and Communicating Program Impact

    Chapter 4 Communication and Collaboration

    • 4.1 Communicating the Benefits of Voluntary Service
    • 4.2 Collaborating with External Partners
    • 4.3 Managing Stakeholder Expectations
    • 4.4 Creating a Sustainable Voluntary Service Program

    Chapter 5 Global Perspectives on Voluntary Service

    • 5.1 Cultural Diversity and Voluntary Service
    • 5.2 International Voluntary Service Programs
    • 5.3 Global Corporate Social Responsibility and Voluntary Service
    • 5.4 Future Directions in Voluntary Service

    Assessment Breakdown

    Lecturers

    Dr. Bhatiya Thissera


    Level II

    Managing Agile Organizations and People

    As a result of studying this unit, you should be able to appraise the issue of innovation as it falls within, and relates to, a range of key business functions and disciplines. You should additionally be able to form a holistic view of the drivers and effects of innovation on the business enterprise, and to develop an awareness of the need to innovate.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 The Changing Nature of Organisations

    • 1.1 The changing nature of organisations and its impact on management practice
    • 1.2 The impact of the internal environment on management practice
    • 1.3 The evolving role and contribution of managers in light of the changing external environment
    • 1.4 Compare and contrast a range of management approaches in order to assess their suitability for specific contexts

    Chapter 2 Contemporary Management Practices

    • 2.1 Organisational agility and its contribution to sustainable organisational success
    • 2.2 Analyse contemporary management practices in the context of changing organisational forms and structures
    • 2.3 Assess the impact of contemporary management practices techniques on organisational behaviour and management practice

    Chapter 3 Introduction to People and Performance

    • 3.1 The people performance link and its contribution
    • 3.2 Effective human resource planning
    • 3.3 The impact of communication and interpersonal relations on performance
    • 3.4 Motivating for high performance

    Chapter 4 Personal Development as a Manager

    • 4.1 The role of continual professional development (CPD) in achieving personal and organisational objectives
    • 4.2 Recommend a plan for personal development based on an analysis of needs
    • 4.3 Justify approaches to meet personal development needs
    • 4.4 Evaluating the impact of CPD

    Assessment Breakdown

    1. Analyse the impact of the internal context and external trends on management practice and approach

    • 1.1 Assess the changing nature of organisations and assess the impact this has on management practice
    • 1.2 Analyse the impact of vision, values, culture and structure on both the organisation and on management practice
    • 1.3 Demonstrate how the role of a manager has evolved in light of the changing external environment in order to assess the contribution management makes
    • 1.4 Compare and contrast a range of management approaches in order to assess their suitability for specific contexts

    2. Evaluate the applicability of contemporary management practices in both a specific and wider organisational setting

    • 2.1 Analyse the concept of organisational agility and its contribution to sustainable organisational success
    • 2.2 Analyse contemporary management practices in the context of changing organisational forms and structures
    • 2.3 Assess the impact of contemporary management practices and techniques on organisational behaviour and management practice

    3. Assess the links between effective people management and organisational achievement

    • 3.1 Demonstrate the people performance link and the contribution this makes to an agile organisation
    • 3.2 Evaluate the importance of, and key principles underpinning, effective selection, evaluation and development of employees
    • 3.3 Assess how communication and interpersonal relations impact on organisational performance
    • 3.4 Discuss methods of motivating others for high performance

    4. Assess personal capability to manage agile organisations and people and develop a justified personal development plan as a result

    • 4.1 Assess the role of continual professional development (CPD) in achieving personal and organisational objectives
    • 4.2 Recommend a plan for personal development based on an analysis of needs
    • 4.3 Justify approaches to meet personal development needs
    • 4.4 Evaluate the impact of CPD at both an individual, professional and organisational level

    Lecturers

    Ms. Thisuri Jayathilake


    Innovation and Business Performance

    As a result of studying this unit, you should be able to appraise the issue of innovation as it falls within, and relates to, a range of key business functions and disciplines. You should additionally be able to form a holistic view of the drivers and effects of innovation on the business enterprise, and to develop an awareness of the need to innovate.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Measuring Business Performance

    • 1.1 Role of performance measurement in managing business performance
    • 1.2 Behavioural issues that can impact the setting and utilisation of business performance measures
    • 1.3 Basis for developing metrics that are useful for monitoring and measuring business performance
    • 1.4 Key measures of business performance for specific business functions

    Chapter 2 Adopting Innovation

    • 2.1 Innovation and its relevance to business performance
    • 2.2 Theories and models of innovation
    • 2.3 Phases in the innovation life cycle of a typical product or service
    • 2.4 The different adoption patterns of innovation
    • 2.5 Environmental factors that are relevant to an innovative business undertaking

    Chapter 3 Assessing the Information Requirements

    • 3.1 Characteristics of an innovative organisation
    • 3.2 The impact of innovation on overall business performance
    • 3.3 Common methods of measuring the extent and successes of innovation in a business

    Chapter 4 Managing Risk in Innovation

    • 4.1 Risks and uncertainties associated with innovation that may affect business performance
    • 4.2 Potential causes of failure in innovation activities
    • 4.3 Legal and ethical issues that can pose risks to innovation performance
    • 4.4 Key ethical issues pertaining to innovation and the implications for corporate social responsibility and governance

    Assessment Breakdown

    1. Apply measurement techniques as an aid to business performance

    • 1.1 Discuss the role of measurement in the management of business performance
    • 1.2 Discuss the behavioural issues that can impact the setting and utilisation of business performance measures
    • 1.3 Recommend the basis for developing metrics that are useful for monitoring and measuring business performance
    • 1.4 Apply key measures of business performance for specific business functions

    2. Discuss the sources, drivers and patterns of adoption of innovation in goods, services and ideas

    • 2.1 Explore the concept of innovation and assess its relevance to business performance
    • 2.2 Examine the theories and models of innovation
    • 2.3 Examine the phases in the innovation life cycle of a typical product or service
    • 2.4 Compare and contrast the different adoption patterns of innovation
    • 2.5 Appraise the environmental factors that are relevant to an innovative business undertaking

    3. Assess the links between effective people management and organisational achievement

    • 3.1 Appraise the characteristics of an innovative organisation
    • 3.2 Assess the impact of innovation on overall business performance
    • 3.3 Evaluate some of the common methods of measuring the extent and successes of innovation in a business

    4. Evaluate the risks and uncertainties that innovation creates for business performance

    • 4.1 Appraise the risks and uncertainties associated with innovation that may affect business performance
    • 4.2 Discuss the potential causes of failure in innovation activities
    • 4.3 Assess the legal and ethical issues that can pose risks to innovation performance
    • 4.4 Analyse the key ethical issues pertaining to innovation and the implications for corporate social responsibility and governance

    Effective Financial Management

    The focus of Effective Financial Management is the management of financial resources in a business. It addresses the applied techniques that managers need in order to take financial decisions in a business. It also addresses the critical and theoretical knowledge and skills that managers need to take financial management responsibilities.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 The Objectives of Financial Management

    • 1.1 The objectives of financial management
    • 1.2 The roles played by different stakeholders and their role in financial management strategy
    • 1.3 Ethical considerations and financial management

    Chapter 2 Organisational Activities, Processes and Performance

    • 2.1 Analyse business objectives, organisational activities and processes
    • 2.2 Evaluate business performance and financial management processes using financial statements and the calculation of key financial ratios
    • 2.3 Apply alternative techniques to evaluate the financial management of key organisational activities and processes

    Chapter 3 Risk and Financial Management

    • 3.1 Assess the importance of financial risk to select appropriate financial management techniques
    • 3.2 Evaluate financial risk using suitable techniques to ensure that financial management decisions take account of financial risks
    • 3.3 Apply approaches to financial management to reduce exposure to financial risks

    Chapter 4 Sources of Finance

    • 4.1 Assess the role of capital markets and the efficient markets hypothesis to understand the effects of financing decisions on the business
    • 4.2 Analyse the role and characteristics of different sources of nance to identify suitable sources of nance that best meet the financing needs of a business
    • 4.3 Evaluate sources of nance to decide how best to meet the nancing needs of the business

    Chapter 5 Investment Appraisal

    • 5.1 Select and justify investment appraisal techniques to ensure that investment decisions re ect the financial management strategy of the business
    • 5.2 Compare investment appraisal techniques for a range of typical investment scenarios to best meet the needs of the business
    • 5.3 Analyse relevant non- financial factors to ensure that investment decision making takes account of the broader strategic needs of the business

    Assessment Breakdown

    1. Assess the objectives of financial management and the role of different stakeholders in the financial strategy of a business

    • Assess the objectives of financial management in order to decide how best to formulate a financial management strategy that is used by a business
    • 1.2 Analyse the roles played by different stakeholders in order to select a financial management strategy that best meets the needs of stakeholders
    • 1.3 Discuss the ethical issues that need to be considered in financial management in order to ensure that financial practices reflect ethical requirements and standards

    2. Evaluate organisational activities, processes and performance using projected financial statements and measures of business performance

    • 2.1 Analyse business objectives, organisational activities and processes
    • 2.2 Evaluate business performance and financial management processes using financial statements and the calculation of key financial ratios
    • 2.3 Apply alternative techniques in order to evaluate the financial management of key organisational activities and processes

    3. Evaluate financial risk using suitable techniques in order to apply approaches that reduce exposure to financial risks

    • 3.1 Assess the importance of financial risk in order to select appropriate financial management techniques
    • 3.2 Evaluate financial risk using suitable techniques in order to ensure that financial management decisions take account of financial risks
    • 3.3 Apply approaches to financial risk management that reduce exposure to financial risks

    4. Evaluate options for the financing of business activities, including the characteristics of different sources of finance and how best to meet the financing needs of the business

    • 4.1 Assess the role of capital markets and the efficient markets hypothesis in order to understand the effects of financing decisions on the business
    • 4.2 Analyse the role and characteristics of different sources of finance in order to identify suitable sources of finance that best meet the financing needs of a business
    • 4.3 Evaluate sources of finance in order to decide how best to meet the financing needs of the business

    International Business Economics and Markets

    This unit is aimed at developing a strong working understanding of economic theory and principles in the everchanging and dynamic international economic marketplace. When a firm decides to engage in international trade, it has different options. The aim of this unit is to make you aware of the relevance of each method of entry with the analysis of case histories.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Economic Principles

    • 1.1 Why organisations engage in international trade
    • 1.2 Arguments for and against free trade
    • 1.3 The impacts of globalisation

    Chapter 2 International Markets

    • 2.1 How markets are selected
    • 2.2 Assessing the main market entry methods
    • 2.3 Conducting a structured analysis of a market
    • 2.4 Marketing mix strategies for different contexts

    Chapter 3 International Trading Blocs

    • 3.1 Different types of economic co-operation and preferential trade arrangements
    • 3.2 Evaluate the purposes and operations of intergovernmental bodies
    • 3.3 The major trade blocs and regional groupings

    Chapter 4 International Finance

    • 4.1 Key international financial institutions in world trade
    • 4.2 The impact of foreign currency exchange and interest rates on international business
    • 4.3 A country’s balance of payments and balance of trade

    Assessment Breakdown

    1. Analyse economic principles associated with international business

    • Explain the reasons why organisations engage in international trade
    • 1.2 Justify the arguments for and against free trade with reference to restrictions in trade
    • 1.3 Demonstrate an awareness of the impact of international issues such as globalisation on organisations trading internationally

    2. Evaluate markets from an international perspective

    • 2.1 Evaluate the methods and criteria by which markets are selected
    • 2.2 Assess the characteristics and applicability of the main market entry methods across a range of industry sectors
    • 2.3 Conduct a structured analysis of a country/market from both external and internal perspectives
    • 2.4 Recommend appropriate marketing mix strategies for different contexts

    3. Evaluate the significance of international trading blocs and organisations

    • 3.1 Assess the characteristics of different types of economic cooperation and preferential trade arrangements
    • 3.2 Evaluate the purposes and operations of intergovernmental bodies
    • 3.3 Evaluate the international market in terms of the major trade blocs and regional groupings

    4. Discuss the key aspects of international finance

    • 4.1 Analyse the aims and roles of key international institutions in the financial aspects of world trade
    • 4.2 Evaluate the impact of foreign currency exchange and interest rates on international business
    • 4.3 Analyse the trading position of a country with reference to balance of trade/payments

    Lecturers

    Mr. Shalika Siriwardena (Special)


    Managing Stakeholder Relationships (ABE optional subject)

    In this unit, you will explore different stakeholders in depth, analysing their potential impact and influence, in order to develop relevant relationship management strategies that will enable organisations to overcome threats, take advantage of opportunities, achieve their objectives and protect their brand.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Identifying and Assessing Stakeholders

    • 1.1 Identifying stakeholders
    • 1.2 Mapping stakeholders
    • 1.3 Assessing and analysing stakeholders
    • 1.4 Environmental factors

    Chapter 2 Evaluating Opportunities and Threats Created by Key Stakeholders

    • 2.1 How organisations and their stakeholders interact with each other
    • 2.2 The different relationships stakeholders can have with organisations
    • 2.3 Pressure groups – opportunities and threats
    • 2.4 Customers – opportunities and threats
    • 2.5 Brand position and reputation

    Chapter 3 Drivers for and Key Components of Effective Stakeholder Relationships

    • 3.1 Relationship marketing
    • 3.2 Drivers for and against relationship marketing
    • 3.3 The customer experience
    • 3.4 Networks and collaborations

    Chapter 4 Stakeholder Relationship Strategies

    • 4.1 Stakeholder relationships
    • 4.2 What sort of relationships with what type of stakeholders?
    • 4.3 Methods of communication and stakeholders
    • 4.4 Relationship management strategies

    Assessment Breakdown

    1. Assess the potential influence and impact of stakeholders for a range of organisations

    • 1.1 Assess the stakeholders for a range of organisations including SMEs, social enterprises, charities, national and international organisations, and the public sector
    • 1.2 Assess the relative importance of stakeholders for a range of organisations using relevant theoretical frameworks
    • 1.3 Analyse the impact of influence and power on the interactions between organisations and their stakeholders
    • 1.4 Assess environmental factors that may affect the power of key stakeholders to influence organisations

    2. Evaluate the opportunities and threats that can be created by key stakeholder groups

    • 2.1 Explain the ways organisations and their stakeholders interact with each other
    • 2.2 Assess the different relationships stakeholders can have with organisations
    • 2.3 Evaluate the opportunities and threats that pressure groups can create for organisations in a range of industry sectors
    • 2.4 Evaluate the opportunities and threats customers can create for a range of organisations using consumer behaviour theory
    • 2.5 Evaluate brand position and reputation

    3. Assess the drivers for and key components of effective stakeholder relationships

    • 3.1 Examine the relationship marketing concept
    • 3.2 Evaluate the importance of trust and commitment in developing and maintaining effective stakeholder relationships
    • 3.3 Assess the importance of customer loyalty to an organisation
    • 3.4 Evaluate the relevance of networks and collaborations to a range of organisations

    4. Apply relationship management strategies for a range of internal and external stakeholders

    • 4.1 Identify the relationships an organisation has with a range of internal and external stakeholders
    • 4.2 Evaluate the relationships an organisation should have with key stakeholders
    • 4.3 Assess the relevance of online interactive technologies, digital media and social media in developing effective stakeholder relationships
    • 4.4 Develop relationship management strategies appropriate for key stakeholders

    Lecturers

    Ms. Thisuri Jayathilake (Special)


    Analytical Decision-making

    This unit is designed to provide you with the theoretical, practical, and technical knowledge and understanding to build a capability to identify, define, analyse, and interpret data from a broad range of sources to support critical business decisions in a variety of contexts and using a range of methodologies.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Role of Analytics in Business Decision-making

    • 1.1 Concepts of appropriate decision-making
    • 1.2 Nature, scope and impact of routine/non-routine, operational and strategic decision-making
    • 1.3 The role of business analytics to support business decision-making
    • 1.4 Contemporary and emerging themes in a dynamic business environment

    Chapter 2 Business Information Management

    • 2.1 Data retrieval, analytics and information management systems and methodologies
    • 2.2 Data sources and the use of technology
    • 2.3 MIS in business functions
    • 2.4 Data sources in contemporary contexts

    Chapter 3 Analytics in Practice

    • 3.1 Plan collection and analysis of information required for a business decision-making project
    • 3.2 Design, collect, and collate appropriate data to meet requirements of a business decision-making brief
    • 3.3 Analyse complex data sets using a range of techniques from a range of sources to support project brief
    • 3.4 Interpreting complex data from varied sources to enable coherent reporting in response to a specific brief
    • 3.5 Risk factors: reporting against the project brief

    Chapter 4 Option Development

    • 4.1 Apply analytic techniques to develop appropriate options in context
    • 4.2 Scenario planning techniques to support decision-making
    • 4.3 Application of scenario planning techniques to support decision-making
    • 4.4 Application of mapping and testing techniques to justify recommendations

    Assessment Breakdown

    1. Examine the role of analytics in decision-making in contemporary dynamic business environments.

    • 1.1 Demonstrate knowledge and understanding of the concepts of appropriate decision-making.
    • 1.2 Evaluate the nature, scope and impact of routine/non-routine, operational and strategic decision-making in response to identified issues and problems.
    • 1.3 Discuss the nature of analytics to support business decision-making.
    • 1.4 Assess analytical decision-making, considering contemporary and emerging themes in a dynamic business environment.

    2. Assess business information management data and systems appropriate for analytical decision-making in a variety of contexts.

    • 2.1 Evaluate data retrieval, analytics and information management systems and methodologies.
    • 2.2 Assess how data sources and use of technology can benefit analytical decision-making in varied contexts.
    • 2.3 Examine a range of varied data sources and sets for a specific purpose in a range of organisational, functional and complex contexts.
    • 2.4 Evaluate the validity of data sources in contemporary contexts.

    3. Prepare evaluative reports to meet the requirements of a specific project brief.

    • 3.1 Plan the collection and analysis of information required for a business decision-making project.
    • 3.2 Design, collect and collate appropriate data to meet requirements of a business decision-making brief.
    • 3.3 Analyse complex data sets using a range of techniques from a range of sources to support project brief.
    • 3.4 Interpret complex data from varied sources to enable coherent reporting in response to a specific brief.
    • 3.5 Assess and reflect on risk factors when reporting against the project brief.

    4. Apply analytic techniques to develop options for decision-making, reports and recommendations.

    • 4.1 Apply analytic techniques to develop appropriate options in context.
    • 4.2 Apply scenario planning techniques to support decision-making.
    • 4.3 Apply mapping and testing techniques to justify recommendations.
    • 4.4 Report coherent findings and credible recommendations to facilitate management decision-making.

    Strategic Management II - Entrepreneurship

    Building on the foundational knowledge of Strategic Management I, this module delves into the entrepreneurial aspect of strategic management. This course focuses on the application of strategic management concepts in entrepreneurial contexts, particularly in startups and small businesses. Students will explore how entrepreneurial firms formulate and implement strategies to gain competitive advantage and sustain growth. They will learn to apply entrepreneurial thinking to strategic management problems and gain insights into innovation, opportunity recognition, business model design, and the strategic challenges of growth and scaling. This module offers a blend of theory and practice, preparing students for future entrepreneurial pursuits or roles in dynamic business environments.

    • Total Hours
      300
      Total Hours 300

    Syllabus Breakdown

    Chapter 1: The Intersection of Entrepreneurship and Strategic Management

    • 1.1.Understanding Entrepreneurship: Key Concepts and Importance.
    • 1.2.The Role of Strategic Management in Entrepreneurship
    • 1.3.The Convergence of Entrepreneurship and Strategic Management
    • 1.4.Strategic Management Approach in Entrepreneurial Contexts
    • 1.5.Evaluating the Intersection of Entrepreneurship and Strategic Management

    Chapter 2: Recognizing and Evaluating Entrepreneurial Opportunities

    • 2.1.The Process of Opportunity Recognition in Entrepreneurship
    • 2.2.Techniques for Identifying Entrepreneurial Opportunities
    • 2.3.Evaluating Entrepreneurial Opportunities: Feasibility and Attractiveness
    • 2.4.Role of Creativity and Innovation in Opportunity Recognition
    • 2.5.Reviewing and Improving the Process of Opportunity Recognition

    Chapter 3: Strategic Planning for Startups and Small Businesses

    • 3.1.Importance of Strategic Planning for Startups and Small Businesses
    • 3.2.Tools and Techniques for Startup Strategic Planning
    • 3.3.Overcoming Challenges in Startup Strategic Planning
    • 3.4.Role of Leadership in Startup Strategic Planning
    • 3.5.Evaluating the Effectiveness of Strategic Planning in Startups

    Chapter 4: Innovative Business Models and Strategies

    • 4.1.Understanding Business Models: Key Components and Types
    • 4.2.Role of Innovation in Crafting Business Models and Strategies
    • 4.3.Developing and Implementing Innovative Business Models
    • 4.4.Evaluating Business Model Innovation: Success Factors and Challenges
    • 4.5.Reviewing and Improving Business Model Innovation Processes

    Chapter 5: Growth and Scaling: Strategic Challenges and Solutions

    • 5.1.Understanding Growth and Scaling in Entrepreneurial Contexts
    • 5.2.Strategic Challenges of Growth and Scaling
    • 5.3.Strategies for Managing Growth and Scaling in Startups
    • 5.4.Role of Innovation in Growth and Scaling
    • 5.5.Evaluating Growth and Scaling Strategies: Success Factors and Pitfalls

    Lecturers

    Dr. Bhatiya Thissera


    Communication Skills and Languages (English) - II

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Mr. Kanchana Muthuarachchi


    Level III

    Leading Strategic Change

    This unit focuses upon the leadership principles required to lead an organisation and its stakeholders through strategic change. It explores key leadership models and methodologies and how these can be applied by leaders within organisations. Understanding how these principles support an organisation’s current vision, values and strategic direction is an important aspect covered by this unit.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Strategic Leadership Principles

    • 1.1 The role of the strategic leader – creating the vision, mission and values
    • 1.2 The leader’s role in communicating the organisation’s vision, mission and values to others
    • 1.3 Leadership principles that help in the creation, communication and embedding of the organisation’s vision, mission and values

    Chapter 2 The Drivers and Impact of Change

    • 2.1 The organisation’s position in the sector and market within which it operates
    • 2.2 Opportunities for change which supports the organisation’s objectives
    • 2.3 The expected impact of the change on organisational objectives
    • 2.4 The leadership of change

    Chapter 3 Planning and Implementing Change

    • 3.1 How to develop a plan to implement and monitor the change process
    • 3.2 How will individuals within the organisation be supported throughout the change process?
    • 3.3 Organisational stakeholders and their expectations of an organisation’s change process
    • 3.4 Methods of meeting stakeholder expectations or requirements

    Chapter 4 Leading Strategic Change

    • 4.1 The skills required to lead strategic change
    • 4.2 Developing skills to lead strategic change

    Assessment Breakdown

    1. Critically analyse leadership principles that support an organisation’s vision, values and strategic direction

    • 1.1 Analyse the role of the strategic leader in the creation of the organisation’s vision, mission and values
    • 1.2 Analyse the leader’s role in communicating the organisation’s vision, mission and values to others
    • 1.3 Critically discuss leadership principles that help in the creation, communication and embedding of the organisation’s vision, mission and values

    2. Critically assess the drivers for, and assess the impact of change for an organisation

    • 2.1 Discuss the organisation’s position in the sector and market in which it operates
    • 2.2 Evaluate opportunities for change that supports the organisation’s objectives
    • 2.3 Analyse the expected impact of the change on organisational objectives
    • 2.4 Critically review models for the leadership of change

    3. Critically analyse how to plan and lead the change process for an organisation

    • 3.1 Develop a plan to implement and monitor the change process
    • 3.2 Critically analyse how individuals within the organisation will be supported throughout the change process
    • 3.3 Evaluate organisational stakeholders and their expectations of an organisation’s change process
    • 3.4 Evaluate methods of meeting stakeholder expectations or requirements

    4. Evaluate the skills required to lead strategic change

    • 4.1 Critically discuss the skills required to lead strategic change within an organisation
    • 4.2 Justify a personal development plan to support the development of leadership skills to lead strategic change

    Lecturers

    Ms. Thisuri Jayathilake (Special)


    Business Strategy and Decision-making

    This unit focuses upon the structure, process and scope of developing and evaluating appropriate business strategies in varied market and organisational contexts. The unit recognises the challenges to strategy and decision makers in the current business environments, taking into account the dynamic and contemporary issues driving strategic thinking in many organisations in pursuit of competitive advantage.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Concepts and Approaches to Strategy

    • 1.1 Critically discuss the concept of strategy in business contexts
    • 1.2 Demonstrate an understanding of strategic thinking and formation in different business sectors and structures
    • 1.3 Evaluate approaches to strategic development in different contexts and circumstances

    Chapter 2 Assessing Capability

    • 2.1 Interpret relevant changes and developments in specified industry sectors and business structures
    • 2.2 Critically discuss current issues which could affect strategic development for a specified sector
    • 2.3 Evaluate the basis of strategic capability and the nature of competitive advantage through the internal structures and operations of the business
    • 2.4 Evaluate strategic capability in a specified business environment

    Chapter 3 Strategic Options

    • 3.1 Assess the appropriateness of current bases of organisational purpose and strategies
    • 3.2 Critically review directional strategy frameworks for organisational development
    • 3.3 Evaluate alternative approaches and methods for implementation of a business strategy
    • 3.4 Apply a range of models to generate justifiable strategic options which will facilitate strategic decision-making in a given organisational situation
    • 3.5 Evaluate appropriate different scenarios for successful strategic development

    Chapter 4 Strategic Decision-Making

    • 4.1 Examine approaches to strategic management in different contexts
    • 4.2 Apply decision-making techniques and tools
    • 4.3 Evaluate identified options against specified criteria using decision-making techniques
    • 4.4 Make recommendations for strategic development in a specified business and organisational context

    Assessment Breakdown

    1. Critically evaluate strategic concepts and different approaches to strategy in diverse, contemporary and challenging business contexts

    • 1.1 Critically discuss the concept of strategy in business contexts
    • 1.2 Demonstrate an understanding of strategic thinking and formation in different business sectors and structures
    • 1.3 Evaluate approaches to strategic development in different contexts and circumstances

    2. Critically assess an organisation’s capability to respond to changes and developments in the business environment

    • 2.1 Interpret relevant changes and developments in specified industry sectors and business structures
    • 2.2 Critically discuss current issues which could affect strategic development for a specified sector
    • 2.3 Evaluate the basis of strategic capability and nature of competitive advantage through the internal structures and operations of the business
    • 2.4 Evaluate strategic capability in a specified business environment

    3. Critically evaluate an appropriate range of development options on which to basebusiness strategy

    • 3.1 Assess the appropriateness of current bases of organisational purpose and strategies
    • 3.2 Critically review directional strategy frameworks for organisational development
    • 3.3 Evaluate alternative approaches and methods for implementation of a business strategy
    • 3.4 Apply a range of models to generate justifiable strategic options which will facilitate strategic decision-making in a given organisational situation
    • 3.5 Evaluate appropriate different scenarios for successful strategic development

    4. Apply techniques to support recommendations for strategic decision-making in different contexts

    • 4.1 Examine approaches to strategic management in different contexts
    • 4.2 Apply decision-making techniques and tools
    • 4.3 Evaluate identified options against specified criteria using decision-making techniques
    • 4.4 Make recommendations for strategic development in a specified business and organisational context

    Lecturers

    Ms. Thisuri Jayathilake (Special)


    Developing International Markets

    The focus of this unit is on international market development and is designed to help you understand marketing practice from a global perspective. The unit will consider and assess a range of different market entry models and tactics, and consider the implications of increasing globalisation.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Key Characteristics of the Globalised Business Environment

    • 1.1 The international business environment
    • 1.2 Why do countries trade?
    • 1.3 Approaches to globalisation and key drivers behind it
    • 1.4 Critically evaluate the international competitive landscape

    Chapter 2 Strategic International Marketing Opportunities

    • 2.1 Explain the nature of international development
    • 2.2 Evaluate different responses and approaches to global strategy development
    • 2.3 Analyse the main approaches to international marketing research and opportunity development

    Chapter 3 Alternative Market Entry Methods and the Formulation of an International Business Strategy

    • 3.1 The main characteristics of international marketing strategy
    • 3.2 Critically evaluate various market entry methods
    • 3.3 Evaluate potential barriers to entry, limitations on organisational capability, and the advantages/ disadvantages of different market entry methods
    • 3.4 Discuss the management of risk and control in respect of market entry into new international markets

    Chapter 4 Marketing Strategies in Different Cross-Cultural Settings and Real-Life Case Studies

    • 4.1 Appraise the role of culture in conducting international business and its impact on transnational sales
    • 4.2 Evaluate social and cultural considerations when developing international business strategy
    • 4.3 Justify the differing marketing strategies employed in an international context
    • 4.4 Discuss the need for different marketing methods when operating in a global environment

    Assessment Breakdown

    1 Critically analyse the key characteristics of the international globalised business environment

    • 1.1 Assess the international business environment and how the nature of trading has changed in recent years
    • 1.2 Critically discuss, using relevant theories and frameworks, the reasons why countries trade
    • 1.3 Discuss the alternative views of globalisation and evaluate approaches taken in respect of the nature and drivers behind globalisation
    • 1.4 Critically evaluate the international competitive landscape

    2 Critically evaluate strategic international marketing opportunities

    • 2.1 Explain the nature of international development
    • 2.2 Critically evaluate different strategic responses and approaches to global strategy development
    • 2.3 Analyse the main approaches to international marketing research and opportunity development

    3 Appraise the suitability of alternative market entry methods as part of the formulation of an international strategy

    • 3.1 Critically discuss the main characteristics of international marketing strategy
    • 3.2 Critically evaluate various market entry methods
    • 3.3 Evaluate potential barriers to entry, limitations on organisational capability, and the advantages or disadvantages of different market entry methods
    • 3.4 Discuss the management of risk and control in respect of market entry into new international markets

    4 Examine and justify relevant marketing strategies within different cross-cultural, applying them to real life case studies.

    • 4.1 Appraise the role of culture in conducting international business and its impact on transnational transactions.
    • 4.2 Evaluate social and cultural considerations in developing international business strategy
    • 4.3 Justify the differing product and service strategies employed in an international context
    • 4.4 Discuss the need for different marketing methods when operating in an international environment

    Lecturers

    Ms. Thisuri Jayathilake


    Business Ethics and Sustainability

    This unit will develop your understanding of managerial and organisational principles through considering the role of ethics in business operations, including corporate social responsibility, sustainability and responsible management. You will examine the origins, theory and practice of these closely interconnected issues.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Theoretical Perspectives on Business Ethics

    • 1.1 Western approaches to business ethics
    • 1.2 Eastern approaches to business ethics1.2 Why do countries trade?

    Chapter 2 Corporate Social Responsibility (CSR) Principles

    • 2.1 Principles of corporate social responsibility

    Chapter 3 Corporate Social Responsibility (CSR) Reporting

    • 3.1 Implementing corporate social responsibility policies and reporting procedures

    Chapter 4 Sustainability: Principles and Practice

    • 4.1 Defining sustainability
    • 4.2 Sustainability in a business context
    • 4.3 Business case for sustainability

    Chapter 5 Management Applications of Business Ethics

    • 5.1 Organisational culture and ethics
    • 5.2 Integrating ethical decision-making into the marketing mix and human resource management

    Assessment Breakdown

    1. Critically evaluate differing approaches to business ethics

    • 1.1 Evaluate teleological, deontological and mixed frameworks which influence western approaches to business ethics
    • 1.2 Evaluate how the core principles of Confucianism philosophy influence eastern approaches to business ethics

    2. Analyse the core principles of corporate social responsibility

    • 2.1 Analyse the core principles of the economic model, the philanthropic model, and the stakeholder models of corporate social responsibility

    3. Critically evaluate the opportunities and challenges for a range of organisations to develop ethical business practice through corporate social responsibility policies and reporting

    • 3.1 Critically evaluate how organisations of different types can effectively implement corporate social responsibility policies and reporting procedures on triple bottom line sustainability

    4. Analyse the core principles of sustainability in relation to businesses

    • 4.1 Analyse the meaning and importance of sustainability in a business context
    • 4.2 Critically discuss the common elements of sustainability in a business context
    • 4.3 Critically assess the factors an organisation must consider when developing a sustainability strategy

    5. Analyse the influence of organisational culture and leadership on business ethics with a focus on marketing and human resource management

    • 5.1 Critically evaluate how organisations’ culture and leadership can influence approaches to ethical decision-making
    • 5.2 Assess the opportunities and challenges for differing types of organisation to effectively integrate ethical decision-making into the marketing mix and human resource management functions

    Strategic Stakeholder Relationships

    (ABE optional subject) This unit will take you through a step-by-step process that will enable you to identify, analyse and prioritise an organisation’s stakeholders from a strategic perspective, and then to plan, implement and review the stakeholder engagement process in relation to a specific project.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Strategic Influence of Stakeholders

    • 1.1 The importance of stakeholder analysis
    • 1.2 The range of stakeholders, their strategic influence and potential impact

    Chapter 2 Engaging with stakeholders

    • 2.1 Critically analysing the strategic relationship and how best to engage with stakeholders
    • 2.2 Prioritising resources for an engagement plan from a strategic perspective
    • 2.3 Reviewing the success of engagement plan objectives
    • 2.4 Recommend strategic changes

    Chapter 3 Communication with Stakeholders

    • 3.1 Key components of the message that need to be communicated
    • 3.2 Justifying recommendations for communications that will engage the key strategic stakeholders

    Chapter 4 Managing Stakeholder Resistance

    • 4.1 Assessing the response to your engagement campaign
    • 4.2 Practical ways of managing and resolving conflict

    Assessment Breakdown

    1. Critically assess an organisation’s stakeholders in order to determine their strategic influence and impact in relation to a particular project.

    • 1.1 Critically discuss the importance of stakeholder analysis.
    • 1.2 Analyse the range of stakeholders for their strategic influence and potential impact in relation to specific projects.

    2. Critically review the process of engaging with stakeholders and develop an appropriate engagement plan.

    • 2.1 Critically analyse the strategic relationships that an organisation has with the stakeholders of a particular project in order to decide how best to engage with them.
    • 2.2 Prioritise the use of resources for an engagement plan in relation to a particular project from a strategic perspective.
    • 2.3 Review the success of the engagement plan objectives including from the perspective of the organisation and its stakeholders.
    • 2.4 Recommend strategic changes that could be made in order to respond to stakeholder perceptions and/or adapt to changing conditions.

    3. Develop relevant communication approaches and messages that would be used at each stage of the stakeholder engagement plan.

    • 3.1 Justify the key components of the message that need to be communicated, customising it for different stakeholder groups as necessary in relation to a specific project.
    • 3.2 Recommend, with justification, communications that will engage the key strategic stakeholders for a particular project in line with its objectives.

    4. Recommend how to deal with the stakeholder resistance that might be encountered with a project’s objectives and the way a project is planned to be implemented.

    • 4.1 Assess the response to your engagement campaign in order to identify early indications of resistance so that prompt action can be taken.
    • 4.2 Recommend practical ways of managing and resolving conflict so that stakeholder engagement can be achieved in line with the project’s objectives.

    Lecturers

    Ms. Thisuri Jayathilake (Special)


    Advanced Project Management

    This unit will build on the fundamental principles covered in the Level 4 Project Management unit and enable you to develop knowledge of the advanced principles, practices and techniques vital to the successful leadership and commercial management of complex projects.

    • Total Hours
      200
      Total Hours 200

    Syllabus Breakdown

    Chapter 1 Organisational and Strategic Management Issues

    • 1.1 Evaluate the difference between project and programme management and the alternative contracting options available
    • 1.2 Assess how the structure or an organisation can impact on the performance of project management
    • 1.3 Analyse the external business and competitive environment within which a project is undertaken
    • 1.4 Assess the strategic fit between major projects and corporate business strategy

    Chapter 2 Human Aspects of Project Management

    • 2.1 Compare and contrast leadership theories and their application to project management
    • 2.2 Critically discuss aspects of teamwork relating to the successful management of projects
    • 2.3 Evaluate the various methods of communication that could be used by an effective project manager
    • 2.4 Critically evaluate principles of knowledge management and organisational learning in projects

    Chapter 3 Project Planning and Benefits Realisation

    • 3.1 Develop an appropriate business case for a project
    • 3.2 Discuss considerations in the management of resources and budgets
    • 3.3 Evaluate approaches for the identification and management of project/programme risks
    • 3.4 Discuss approaches to monitoring project/programme delivery against milestones
    • 3.5 Critically discuss the meaning and importance of benefits realisation

    Chapter 4 The Role of Partnerships in Project Management

    • 4.1 Review the role of partnerships in project management
    • 4.2 Critically discuss the characteristics of an effective project partnership
    • 4.3 Analyse how to monitor and manage project partnerships through to conclusion

    Assessment Breakdown

    1 Critically analyse the organisational and strategic management issues concerned with project management.

    • 1.1 Evaluate the difference between project and programme management and the alternative contracting options available
    • 1.2 Assess how the structure of an organisation can impact on the performance of project management
    • 1.3 Analyse the external business and competitive environment within which a project is undertaken
    • 1.4 Assess the strategic fit between major projects and corporate business strategy

    2 Analyse the importance of the human aspects of project management, including leadership, management, teamwork, knowledge management and communication

    • 2.1 Compare and contrast leadership theories and their application to project management
    • 2.2 Critically discuss aspects of teamwork relating to the successful management of projects
    • 2.3 Evaluate the various methods of communication that could be used by an effective project manager
    • 2.4 Critically evaluate the principles of knowledge management and organisational learning to projects

    3 Critically discuss the strategic responsibilities of a programme/project manager

    • 3.1 Develop an appropriate business case for a project
    • 3.2 Discuss considerations in the management of resources and budgets
    • 3.3 Evaluate approaches for the identification and management of project/programme risks
    • 3.4 Discuss approaches to monitoring project/programme delivery against milestones
    • 3.5 Critically discuss the meaning and importance of benefits realisation

    4 Critically review the roles of partnership in project management

    • 4.1 Review the role of partnership in project management
    • 4.2 Critically discuss the characteristics of an effective project partnership
    • 4.3 Analyse how to monitor and manage project partnerships through to conclusion

    Lecturers

    Mr. Shalika Siriwardena


    Strategic Management III - Transformation Management

    This module dives into the realm of transformation management, an essential component of strategic management. This module discusses how organizations manage and respond to significant strategic changes, whether due to industry disruption, competitive shifts, technological advancements, or regulatory changes. Students will explore change management theories and methodologies, the role of leadership in guiding change, and the interplay between strategy and culture during transformations. The course underscores the importance of agility, resilience, and innovation in crafting transformation strategies and prepares students to lead strategic change initiatives effectively.

    • Total Hours
      300
      Total Hours 300

    Syllabus Breakdown

    Chapter 1: Understanding Transformation in the Context of Strategic Management

    • 1.1.The Concept of Transformation in Strategic Management
    • 1.2.Importance and Scope of Transformation Strategy in Organizations
    • 1.3.Types and Characteristics of Strategic Transformations
    • 1.4.Factors Driving the Need for Strategic Transformation
    • 1.5.Evaluating the Impact of Transformation Strategies on Organizational Performance

    Chapter 2: Change Management: Theories and Methodologies

    • 2.1.Overview of Change Management Theories and their Relevance to Strategic Transformation
    • 2.2.Key Methodologies in Change Management: Lean, Agile, and Beyond
    • 2.3.Using Change Management Theories to Guide Strategic Transformation
    • 2.4.Challenges and Solutions in Implementing Change Management Methodologies
    • 2.5.Evaluating the Effectiveness of Change Management in Strategic Transformations

    Chapter 3: Leadership and Culture in Strategic Transformations

    • 3.1.The Role of Leadership in Enabling Strategic Transformation
    • 3.2.Influence of Organizational Culture on Strategic Change
    • 3.3.Developing Leadership Capabilities for Managing Strategic Change
    • 3.4.Culture Change Strategies in the Context of Strategic Transformation
    • 3.5.Evaluating the Interplay of Leadership and Culture in Strategic Transformations

    Chapter 4: Building Resilience and Agility through Transformation Strategy

    • 4.1.Understanding Resilience and Agility in Strategic Management
    • 4.2.The Role of Transformation Strategy in Building Organizational Resilience
    • 4.3.Strategies to Enhance Organizational Agility in the Face of Change
    • 4.4.The Interplay between Resilience, Agility, and Strategic Transformation
    • 4.5.Evaluating the Effectiveness of Transformation Strategies in Enhancing Resilience and Agility

    Chapter 5: Leading Effective Strategic Change Initiatives

    • 5.1.Principles of Leading Effective Strategic Change Initiatives
    • 5.2.Strategies for Stakeholder Engagement in Change Initiatives
    • 5.3.Overcoming Resistance and Managing Conflict in Change Initiatives
    • 5.4.Monitoring and Evaluating the Success of Change Initiatives
    • 5.5.Case Studies on Leading Effective Strategic Change Initiatives

    Lecturers

    Dr. Bhatiya Tissera


    Level IV

    Strategic Management IV

    Strategic Management IV synthesizes the concepts learned in previous modules and introduces more complex topics in strategic management. Students will delve into areas like strategic alliances, mergers and acquisitions, corporate governance, and international strategy. The module discusses the challenges and opportunities of implementing strategies at a global scale, managing strategic partnerships, and leading strategic initiatives in large, complex organizations. By the end of this module, students will have a robust understanding of the complexities of strategic management and the leadership skills needed to implement strategic decisions in diverse, multinational contexts.

    • Total Hours
      500
      Total Hours 500

    Syllabus Breakdown

    Chapter 1: Advanced Concepts in Strategic Management

    • 1.1.Emerging Trends and Theories in Strategic Management
    • 1.2.Advanced Competitive Strategy Analysis
    • 1.3.Strategic Management of Innovation and Technology
    • 1.4.The Role of Data and Analytics in Strategic Decision Making
    • 1.5.Strategic Management in the Digital Age

    Chapter 2: Strategic Alliances and Partnerships: Management and Challenges

    • 2.1.The Role of Strategic Alliances and Partnerships in Business Strategy 2.2.Identifying, Evaluating, and Managing Strategic Partnerships
    • 2.3.Overcoming Challenges in Strategic Alliance Management
    • 2.4.Assessing the Performance and Value of Strategic Alliances
    • 2.5.Case Studies of Successful and Unsuccessful Strategic Alliances

    Chapter 3: Mergers and Acquisitions: Strategy and Execution

    • 3.1.Role of Mergers and Acquisitions in Corporate Strategy
    • 3.2.Strategic Planning for Mergers and Acquisitions
    • 3.3.Execution Challenges in Mergers and Acquisitions
    • 3.4.Post-Merger Integration and Organizational Restructuring
    • 3.5.Evaluating the Success of Mergers and Acquisitions

    Chapter 4: Corporate Governance and Strategy

    • 4.1.Understanding the Relationship between Corporate Governance and Strategy
    • 4.2.Role of the Board of Directors in Strategic Decision-Making
    • 4.3.The Impact of Corporate Governance Mechanisms on Strategy
    • 4.4.Aligning Corporate Governance and Strategic Objectives
    • 4.5.Corporate Governance, Ethics, and Corporate Social Responsibility

    Chapter 5: International Strategy: Opportunities, Challenges, and Implementation

    • 5.1.Understanding International Strategy in a Globalized World
    • 5.2.Strategic Challenges and Opportunities in International Markets
    • 5.3.Developing and Implementing International Strategies
    • 5.4.Cross-Cultural Management and Leadership in International Strategy 5.5.Case Studies of Successful and Unsuccessful International Strategies

    Lecturers

    Dr. Bhatiya Tissera


    Ms. Thisuri Jayathilake


    Strategic System Automation

    The "Strategic System Automation" module is designed for students with prior knowledge in business strategy and basic understanding of information systems. The module focuses on the intersection of business strategy and system automation, explaining how automated systems can contribute to strategic business goals. It covers principles of system automation, cost-benefit analysis, risk assessment, and change management. The course also includes an in-depth look at technologies such as Artificial Intelligence, Robotic Process Automation, and Machine Learning, viewed from a strategic perspective. The module concludes with case studies of successful strategic automation initiatives, preparing students for leadership roles in tech-driven business environments.

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Dr. Bhatiya Tissera


    Industrial and Organizational Psychology

    This field of psychology examines workplace dynamics, employee satisfaction, productivity, and organizational culture, providing insights into strategic human resource management.

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Professor Erantha De Mel


    Dr. Kalhari Pitigala


    Cognitive Psychology

    This subject focuses on understanding how individuals process information, make decisions, and solve problems, which can inform strategic decision-making processes.

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Professor Erantha De Mel


    Dr. Kalhari Pitigala


    Psychological Testing and Assessment

    Knowledge of psychometric tools and techniques can aid in strategic talent acquisition, selection, and performance evaluation.

    • Total Hours
      100
      Total Hours 100

    Lecturers

    Professor Erantha De Mel


    Dr. Kalhari Pitigala