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English Prospectus PDF
English Prospectus PDF
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Contents
Welcome
Background
Heriot-Watt University
Edinburgh Business School
EBS ArabWorld
The EBS Alumni Club
Recognition of Quality
EBS ArabWorld
Approved Learning Partners
The EBS approach to learning
The MBA
Arabic Language option
Specialist MBAs
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Intermediate Awards
MSc Financial Management
MSc Marketing
MSc Human Resource Management
The DBA
Programme structure
The courses and programmes
Course descriptions
The course websites
What our students say
The Faculty
Classroom support for students
Graduation
Application process
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Welcome
Thank you for your interest in Edinburgh Business School,
the Graduate School of Business of Heriot-Watt University
Edinburgh Business School (EBS) is well known throughout the world because of its
innovative MBA programme, which, since its launch in 1990, has produced over 11,500
graduates, and over 7,500 active students studying the MBA Programme in 150 countries.
The successful and innovative approach of Edinburgh Business School has its roots in
research carried out at Stanford Business School, USA, where I was investigating
innovative teaching techniques and how students learn. After this research phase,
I spent 15 years developing the Core Courses with a team of leading faculty drawn
from top Business Schools in Europe and the US. The core content is now enhanced
by online services which provide high levels of interactivity and support for students.
Our programmes offer complete flexibility as a student you may choose the self-study
mode and take several years to earn your degree, or you may study on-campus in
Edinburgh intensively over one year, or at one of our Approved Learning Partners with
local tutors. You may also choose to combine study routes in achieving your goal.
In addition to the MBA Programme, the DBA programme, launched in 2003, now has
over 400 students placing EBS again in the forefront of world leading business schools.
This year we announce the launch of a range of MSc programmes in business
subjects and the availability of our courses and examinations in three languages in
addition to English.
If you believe you have the intellectual energy and commitment for these programmes,
now is the time to get in touch.
www.ebsarabworld.com
Background
An institution with a history of cutting-edge education
Heriot-Watt University
Heriot-Watt University was established in 1821 as a school for
engineers and was the worlds first technical institute.
Its founders intended the school to educate people for the rapidly
changing technologies of the day and its name commemorates two
Scottish champions of technology and commerce: George Heriot,
financier to King James VI, and James Watt, the pioneer of steam
power.
The University has achieved a consistent level of innovation
offering an extensive range of degrees in science, engineering,
technology, business and languages. The high standards of the
University are monitored through inspections carried out by the
UK governments Quality Assurance Agency.
Just as its founders in 1821 intended, the University continues to
thrive as an institution at the cutting edge of the technologies of
our time, and continues to build on its reputation for academic
rigour and innovative thought.
EBS ArabWorld
EBS ArabWorld formerly known as Arab International Education
is the partner of Heriot-Watt University and Edinburgh Business
School for the MBA in English in the Arab World. EBS ArabWorld
plays a central role in translating and publishing the courses in
the Arabic language, marketing, appointment of pan-Arab
Approved Learning Partners, and many aspects of student service.
The founder of EBS ArabWorld was Mr Khalil Habib Sayegh
founder of Librairie du Liban, 1944. Librairie du Liban is one of
Recognition of Quality
Quality and Standards at Heriot-Watt University
Royal Charter
Dr Youssef Boutros-Ghali Minister of Finance of Egypt with EBS MBA graduates, Celebration of Achievement ceremony, Cairo 2007.
www.ebsarabworld.com
EBS ArabWorld
Partner of EBS for the Arab World
Modular structure
The modular structure of the programmes and flexible nature
of the courses are designed to enable you, as a business
professional, to fit your study to your lifestyle.
You choose to study the courses in the combination to
give you the degree award you want,
You study at your own pace and in your own time,
with no requirement for extended study leave or a limit
on programme duration,
You choose the study order of your courses to suit
your career needs or personal preferences,
You sit examinations when you are ready,
You do not need extra reading or access to a
university library,
You are not required to attend any seminars,
You are not required to produce project work.
www.ebsarabworld.com
The MBA
More students from more countries than any other MBA programme
Admission
The standard entry requirement for the
MBA is an undergraduate degree from a
recognised institution. Alternatively, you
will be admitted onto the MBA when you
have passed three MBA Courses, which
must include at least 1 Core Course.
(These Courses will count towards your
MBA). Additional requirements exist for
students who wish to study on-campus.
Assessment
Each Course is assessed through a
written three-hour examination. You do
not have a choice of question within the
examination: all are compulsory.
Examination scripts are marked by
Edinburgh Business School faculty and
are subject to rigorous scrutiny by
External Examiners from other UK
universities. You are permitted a maximum
of 2 examination attempts for each Core
Course.
Duration
The time taken to complete the award will
differ according to the study route you
choose. The majority of self-study
students complete the MBA in 3 years
(although some plan their studies over a
longer period). The MBA programme can
be completed in one year by full-time
study and two years by part-time study.
Exemptions
Holders of a relevant undergraduate
degree may be eligible for one exemption,
and there is a maximum of two
exemptions for relevant professional
qualifications. Credit transfers are also
available. See www.ebsglobal.net for
details.
of Arabic
Edinburgh Business School believes that people with the
necessary intellect and application should be able to benefit from
graduate level education, and earn their Masters degrees if they
can pass the tough examination process.
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www.ebsarabworld.com
Specialist MBAs
Enable you to extend your MBA programme to meet your specific
career requirements. The specialisms provide you with a deeper
understanding of a specific discipline
If you want the range of generalist skills
of the 7 core courses, but also wish to
specialise in a chosen subject area, you
can take 4 specialist electives for an
MBA in Finance, Human Resource
Management, Marketing or Strategic
Planning.
MBA with a Specialism
in Finance
You must complete all 7 core MBA
courses and 4 courses from the specialist
elective group:
Corporate Governance
Credit Risk Management
Derivatives
Financial Risk Management
Mergers and Acquisitions
Practical History of Financial Markets
Quantitative Methods
Consumer Behaviour
International Marketing
Marketing Channels
Marketing Communications
Marketing Research
Negotiation
Quantitative Methods
Principles of Retailing
Sales Force Management
Services Marketing
Intermediate Awards
create your ideal programme
Postgraduate Diploma
in Marketing
Requirements:
3 Courses including
at least 1 Core Course.
Requirements:
6 Courses including
4 Specialist Marketing Electives and
the Core Course Marketing.
Diplomas
www.ebsarabworld.com
Requirements:
6 Courses including
4 Specialist Human Resource
Management Electives and
the Core Course Organisational
Behaviour.
Postgraduate Diploma in
Strategic Planning
Requirements:
6 Courses including
4 Specialist Strategic Planning Electives
and the Core Course Strategic Planning.
MSc programmes
These Masters level programmes are for professionals at the
beginning of their chosen career, or for those who want to increase
their specialist skills and knowledge
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MSc Marketing
Exemptions/credit transfers: ACCA part
3 holders may be eligible for credit transfers
from 4 of the MSc courses.
1) Accounting
2) Finance
3) ACCA students who have passed the
ACCA part 3 course Advanced Taxation
will be exempt from one elective course
4) ACCA students who have passed the
ACCA part 3 course Audit and
Assurance Services will be exempt
from one elective course
Other professional qualifications or
undergraduate degrees may also
merit exemption.
Interim/exit awards: passes in Finance
and two other core course lead to the
award of a Postgraduate Certificate in
Financial Management. Passes in 6
courses including all 5 core lead to a
Postgraduate Diploma in Financial
Management.
www.ebsarabworld.com
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The DBA
Designed for executives who want to apply research-based thinking to
business issues.
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DBA background
www.ebsarabworld.com
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The courses
and programmes
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Course
MBA
MSc
Marketing
MSc Financial
Management
MSc
HRM
MSc Strategic
Planning
Accounting
Core
Core
Elective
Elective
Competitive Strategy
Elective
Core
Consumer Behaviour
Elective
Core
Corporate Governance
Elective
Elective
Elective
Elective
Core
Derivatives
Elective
Core
Developing Effective
Managers and Leaders
Elective
Elective
Economics
Core
Employee Relations
Elective
Elective
Employee Resourcing
Elective
Core
Finance
Core
Core
Elective
Core
Elective
Core
Elective
Core
Influence
Elective
International Marketing
Elective
Core
Leadership
Elective
Elective
Course
MBA
MSc
Marketing
MSc Financial
Management
MSc
HRM
MSc Strategic
Planning
Elective
Core
Elective
Elective
Managing People in
Changing Contexts
Elective
Core
Elective
Elective
Marketing
Core
Core
Marketing Channels
Elective
Elective
Marketing Communications
Elective
Core
Marketing Research
Elective
Core
Elective
Elective
Elective
Negotiation
Elective
Elective
Elective
Organisational Behaviour
Core
Elective
Performance Management
Elective
Core
Practical History of
Financial markets
Elective
Elective
Principles of Retailing
Elective
Elective
Project Management
Core
Core
Quantitative Methods
Elective
Elective
Elective
Elective
Elective
Elective
Elective
Elective
Elective
Elective
Services Marketing
Elective
Elective
Strategic Negotiation
Elective
Elective
Strategic Planning
Core
Elective
Core
Elective
Core
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Course descriptions
Full details at www.ebsglobal.net
Accounting
Professor Niall Lothian,
Professor John Small
What do profit and loss accounts and balance
sheets tell you? They are valuable sources of
insight into the financial strength of competitors
but you have to know what you are looking for;
in fact, many managers are unaware of the
financial position of their own organisations.
How much should you charge for your
products? To decide this you have to know how
much they cost and this is notoriously difficult to
determine. An understanding of financial and
management accounting techniques, and their
strengths and weaknesses, is essential for
effective decision making.
Alliances and Partnerships
Professor Alex Roberts,
Dr William Wallace
Organisations are increasingly making use of
alliances and partnerships as a way of
improving position. In making use of joint
ventures organisations can pool individual
resources and strengthen areas and work as an
organisational team in order to improve
effectiveness.
Competitive Strategy
Professor Neil Kay
This course is about strategic choices. It looks at
alternative directions (such as vertical moves,
new markets and technologies, international
expansion) and means for pursuing these
directions (such as internal expansion,
acquisition, alliance). Competitive Strategy
develops a set of analytical approaches and tools
to help formulate and evaluate these strategies
on a topic-by-topic basis.
Consumer Behaviour
Dr David Statt
Consumer behaviour is something we all
engage in every day. We buy and use goods
and services constantly. The prevalence of
consumption is such that we are often unaware
of its importance in shaping our lives and this
elective adopts a psychological approach to its
subject matter. Why consumers buy, what they
buy and how they respond to marketing and
advertising influences, are the crucial issues
dealt with in this course.
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Corporate Governance
Dr. Kathryn Vagneur
The modern corporation operates within an ever
changing framework of law and is subject to the
direct control of the Board of Directors. The
Board must ensure the law is adhered to while
simultaneously ensuring that strategies for long
term success are set and implemented. Doing
both successfully can be very difficult to
achieve. It is therefore necessary to achieve a
balance and alignment among external and
internal controls, risk management and
competitive behaviour.
Credit Risk Management
Ken Brown, Peter Moles
Credit risk is a major concern to market
participants. This course provides an understanding
of the credit process, from good credit to bad,
and the management of financial distress. The
course will examine credit risk modelling, the
assessment of credit risk, and managing credit
risk, through to the problems that companies face
in financial distress and bankruptcy.
Developing Effective Managers and
Leaders
Chris Mabey
It is generally agreed that management
development refers to the process by which
individuals improve their capabilities and learn
to perform effectively in managerial roles. But
the enduring simplicity of this definition is
deceptive. Each element attracts controversy.
For instance, what exactly is included in the
term development, and how is this to be
distinguished from management training,
education and learning? Why should we focus
exclusively on managers and managerial
roles? What is meant by effective
performance, and how is this to be interpreted
and measured?
Derivatives
Dr Peter Moles
Derivatives, of which forward contracts,
futures, options and swaps form the major
classes, are key instruments for firms to
transfer and mitigate their risks. According to
Robert Merton, risk management is one of the
key functions of the financial system and also
one of the analytical pillars of finance.
www.ebsarabworld.com
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Marketing Channels
Dr Lou Pelton, Dr David Strutton,
Dr James Lampkin
Channel relationships are increasingly important
in creating market value and sustainable
competitive advantage. This elective provides an
up-to-date perspective of the relationships
among marketing channels using the Channel
Relationship Model (CRM).
Marketing Communications
Chris Fill, Barbara Jamieson
The often-misunderstood concept of marketing
communications is examined from a strategic
perspective in this course. The following ideas
are explored: the interlinking of corporate,
marketing and communication strategy; the
blend of internal and external communications;
the relational aspects of network
communications; the context within which
marketing communications operate; how
audiences frame and interpret marketing
messages. This course assumes relationship
marketing to be essential and sees
communication in the context of both
transactional and relational exchanges.
Corporate and marketing communications are
considered as important components of the
complete process.
Marketing Research
Professor Tony Proctor
This course provides students with a solid
understanding of the marketing research
process as well as the practical skills necessary
to undertake marketing research of both a
qualitative and quantitative nature.
The emphasis is on solving marketing problems
using marketing research. Extensive case study
material provides insights into the problems and
practical applications of the research techniques.
Mergers and Acquisitions
Professor Alex Roberts,
Dr William Wallace, Dr Peter Moles
It is well known that mergers and acquisitions
rarely result in an effective outcome in terms of
creating shareholder value. So why is it so
difficult? There are three answers to this. First,
organisations need to be clear about their
strategic fit. Second, the price paid is often too
high in the sense that potential gains are included
in the bid. Third, the change processes
necessary to achieve successful integration are
typically not identified up front.
Negotiation
Professor Gavin Kennedy
Negotiation is one of several means available to
managers to assist in the making of decisions.
The course aims to provide a thorough
grounding in the science and practice of
Practical History of
Financial Markets
Andrew Smithers, Stephen Wright, Gordon
Pepper, Peter Warburton
Joachim Goldberg, Herman Brodie,
Barry Riley, Russell Napier
There are important lessons from history which
are typically locked up in the heads of older
practitioners in the field and which each
succeeding generation appears to find it
necessary to learn afresh. The intention of this
course is to set out these important lessons and
provide fund managers with an historical context
within which current events can be interpreted.
Principles of Retailing
Suzanne Fernie, John Fernie,
Christopher Moore
This course considers how retailers can achieve
competitive advantage by rapid organisational
response to changing consumer demands. As
well as examining operational functions of
retailing, the course shows how the integration of
marketing, buying and logistics functions drive
the growth of retail organisations. The course
also investigates future patterns for retail growth
particularly in international/global retailing and in
e-commerce.
Project Management
Professor Alex Roberts,
Dr. William Wallace
Implementing organisational change can be
visualised as a project with time, cost and quality
trade-offs. Project management tools and
techniques are essential in keeping change
processes on track. If you don't realise that
organisational processes are actually projects,
you may get nasty surprises when things turn
out unexpectedly. Rigorous project management
techniques will not solve all problems but they
do clarify the process of achieving the project's
goals.
Quantitative Methods
Professor David Targett
In order to make decisions it is necessary to
have access to information. In the world of
business, that information will often be in
numerical form. The objective of this course is
www.ebsarabworld.com
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Assessment
Networking
www.ebsarabworld.com
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The Faculty
All of the Business Schools courses are authored by leading faculty
with extensive international teaching, consultancy and research
experience. Faculty is based either in Edinburgh Business School,
or is drawn from other top European or North American Schools.
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Academic Faculty
Boudreaux, K. J., AB, MBA, PhD Peacock, Sir A., DSC, MA,
DUniv, DEcon, DSc, FBA, Hon
Brown, K., MA, MSc
FLSE, FRSE
Dailey, R., PhD
Ricketts, M., BA, DPhil, FRSA
Henderson, I., BSc, MBA, PhD
Roberts, A., PhD, MBA, FCCA,
Jamieson, B., BA, MBA, MCIM
FCIS, MCBS
Kay, N., BA, PhD, FRSA
Scott, A., MA, MSc, PhD
Keenan, A., BA, PhD
Small, J., CBE, FCCA
Kennedy, G., BA, MSc, PhD,
Targett, D., MA, PhD
FCInstM
Walker, O. C., BSc, MA, PhD
Lauder, I., MA, FCIPD
Wallace, W., BSc, MSc, PhD,
Lothian, I. N., BA, CA, FRSA
MCIOB, MAPM
Lumsden, K. MA, PhD, FRSE
Vagneur, K., BSc, MSc, PhD,
Martin, G., BA, MSc, MBA, PhD
CPA
Moles, P., BA, MBA, PhD
Mullins, J., BA, MBA, PhD
www.ebsarabworld.com
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Classroom
support
for students
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Graduation
The degrees are awarded by Heriot-Watt University. The
Application process
MBA
DBA
Self-Study:
www.ebsarabworld.com
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