Cheung Kong GSB
 
 
Core Module
 
Financial Accounting & Analysis

4 days

  • Objective

    Through this course, students will (1) understand the economic implications of accounting policies, accounting choice and data, and the occasions where they should consult professional accountants; (2) master the basic knowledge of financial accounting theories and tools, including conventions, concepts, principles and methods of financial accounting, so as to enable themselves to analyze corporate accounting statements and better understand the financial status and performance of the business; (3) understand the barriers and limitations of traditional accounting system and the efforts and developments in improving the accounting system.

  • Ingredients

    This is a systematic introduction to financial accounting, based on the assumption that most students frequently rely on financial accounting statements/information in their current or future position but have need to prepare these statements on their own. Therefore, the purpose of this course is to enhance students' understanding of financial statements rather than train them on how to prepare these statements.
 
Managerial Accounting

4 days

  • Objective

    This course mainly introduces the use of cost and management data in the business planning, decision-making and control processes. Through analysis of typical cases across the globe, it focuses on the application of cost and management data in the business management and the innovations in this area.

  • Ingredients

    Specifically, this course covers (1) basic structure of management accounting information and the structure of cost system in particular, (2) management accounting information and short-term operational decision-making, and the way in which non-financial people should use this information to make better short-term decisions, (3) how the management accounting information should be effectively planned and controlled in the company, which involves the way to budget according to the business's goals, to sensitively handle the boundaries between rigid accounting and lax accounting, and to conduct effective assessment of performance of the general managers of operational departments. It also concerns the theories and methods used to identify costs, the cost analysis methods for short-term and long-term decisions, analysis of customer profitability, business budgeting and planning as well as Balance Scorecard. Finally, this course also gives a brief account of the internal control system, the information gathering and reporting system.
 
Corporate Finance

4 days

  • Objective

    This course introduces the fundamentals of financial analysis and corporate finance, and their application in the process of corporate investment decision-making. The course incorporates case studies including several Merger & Acquisition deals of foreign MNCs in China, overseas acquisitions by TCL (Thompson, and Alcatel cases), overseas M&A by Japanese Companies, private equity deal and subsequent IPO of Meng Niu Group, China Aviation Oil Supply Co. (Singapore), etc.

  • Ingredients

    Topics are covered through analysis of the cases. Topics include: pricing of securities, capital investment decisions and financial disciplines, derivatives and risk management, behavioral finance, raising capital, capital structure and IPO, M&A: theories and practices, rights and options: theories and practice, and managing innovations in the world capital market.
 
Strategic Marketing

4 days

  • Objective

    This course is divided into two parts. The first part introduces the basic concepts of marketing, including the definition of the market, pricing, promotion methods and selection of paths. This part focuses on the understanding and application of market analysis tools. The second part is about in-depth marketing topics, including marketing decisions, marketing of services and customer relationship management etc. Meanwhile, it explains through case analysis the successful companies' practices in the design, implementation and assessment of marketing activities and the methods used to analyze marketing environment. Also, the course help the students identify the major market opportunities and challenges facing the company.

  • Ingredients

    The major subjects include strategic marketing thinking, basic knowledge of marketing, market research tools, application of market information, market competition analysis, pricing and consumer reaction, fundamentals of market strategies, marketing for services and management of customer relationship etc.
 
Production & Operation Management

4 days

  • Ingredients

    This course is an ABC course for production management and also the core of comprehensive management training projects. This course focuses on the basic concepts and useful tools to improve operational system management. The production system includes manufacturing, distribution and services. The course will begin with basic knowledge and terminologies (for example, what is process specialization? How to measure production capacity?), and then it introduces methods to analyze and manage production activities. The entire course covers the following topics: analysis of production process, queuing model, stock management, supply chain management and quality management. It will be taught in diverse forms, including lectures, case study, computer-based and class mock games.
 
Human Resource Management

4 days

  • Objective

    It discusses how to enhance overall performance through human resources management leverages, including recruitment, assessment and compensation. The purpose of this course is (1) to enable students to perceive the relationship between business competition and human resources development, (2) to enhance students' understanding about the strategic and functional importance of human resources management, (3) to introduce various functions of human resources management, including methods to recruit, use, foster, evaluate and encourage talents, (4) to discuss internationalized human resources management and challenges facing cross-cultural human resources management, (5) to discuss the significance of human resources management relative to developing a corporate culture and boosting changes. The course will be taught in the form of teaching in the physical classroom, group discussion and presentation as well as case analysis etc. Behavioral experiments will be carried out in CKGSB's state-of-art Behavioral Lab, where students will study this course in a more empirical manner.

  • Ingredients

    The course touches upon the modern theories of human resource management and the major functions of HR , for example, employee recruiting and retaining, assessment and incentive mechanisms, employee training and handling of discrimination at work place.
 
Management of Information Systems

4 days

  • Objective

    In this course, students will acquaint themselves with the role of information systems in the business context and the most commonly used information system. It will analyze the influence of information technology on corporate competitiveness and opportunities IT has brought and how to successfully introduce IT application procedures to business operations.

  • Ingredients

    It will (1) provide a theoretical framework to understand and assess the application of IT in business, (2) review the most commonly used information system in business, (3) introduce emerging IT and innovative information system applications, (4) discuss the acquisition and development of IT applications.
 
International Business

4 days

  • Objective

    International business usually happens among people with various cultural backgrounds. Ignorance of cultural differences may pose barriers to successful business activities. This course will discuss some actual scenarios found in the international business and related to global strategy. The management concepts, skills and systems taught in EMBA programs of North American business schools do not necessarily suit other cultures, since those programs are based on the cultural belief and values on that continent. Indeed, improper use of such teachings will bring about more problems. On the other hand, collision of different cultures in the work place may result in management problems. To address this problem, this course introduces some useful theories and skills. This course will teach students how to manage personnel in a cross-border and cross-cultural context. On top of that, methods and approaches to analyze the organizational structure of MNCs are also imported.

  • Ingredients

    (1) the concept of culture and its relation with international business and globalization, (2) the perspective of incentives in a global context, (3) the perspective of communication and leadership in a global context, (4) entrance into the global market----organizational structure of MNCs, etc.
 
 

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