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Management

St Edmund Hall provides a suite of undergraduate level courses for Visiting Students. Most of these courses feature the entire course, or significant part of the course, offered by Said Business School (SBS). The offer is widened to include specialist subject tutorials based on individual staff’s research and professional interests.

Said Business School, although founded recently, is already recognised as one of the world-leading business schools, drawing its position within Oxford University which has been educating leaders for over 800 years.

Core courses are those offered by the Business School. Optional courses, which have a narrower and often practical focus, are offered by the College based on the personal interests and research excellence of its academic staff. The consequence for the student is that the core courses are supported by detailed reading lists and formal lectures; the latter, with selective reading lists, are based on shared exploration and discussion. Students seeking an introduction to management must start with and give precedence to core courses. Visiting Students who have already covered much of the core course material are welcome, in consultation with tutors at their home institutions, to select any courses from the list below.

Every effort will be made to provide you with your chosen options, but please be aware that we reserve the right to withdraw courses or to arrange different tutors should the need arise. Management courses are usually taken as primary (Major) courses but may also be suitable as secondary (Minor) courses. Availability of courses varies according to term of study. Please note that the term in which a particular course is available is stated in brackets after the course title.

Core Courses

General Management Part One (Michaelmas Term)This course examines management from the perspective of organisational economics and organisation and management theory. Its topics include, business history and transactions costs view of corporate evolution, corporate governance and top management, pay and compensation, competitive strategy and strategy process, and institutional theory of management, managers and workers, professionals in business and society.
General Management Part Two (Hilary Term)This course examines organisations, as social systems, with their own cultures, shared norms, rules, and assumptions; power, leadership, conflict and decision-making: impact of technology on strategy and structure. It also considers risks of global business, ethics in an international context; market-orientation, nature of consumer and business markets, and the marketing mix and segmentation. Operations and supply chain management are also considered.

Optional Courses

Strategic Management (Hilary Term)Secondary course - 4 tutorials. This course examines the theoretical foundations of strategic management, structural analysis of industries and industry dynamics, as well as the resource and capability based view of the firm. Other subjects are strategy and organisation, nature and sources of competitive advantage and patterns of competition, as well as competitive and co-operative strategies and corporate strategy and competitive advantage. The study extends to strategic management in the international context, the public sector and in not-for-profit organisations.
Organisational Analysis and Behaviour (Michaelmas Term)Primary or secondary course - 8 or 4 tutorials. This course examines why people, groups and organisations behave in particular and often counter-intuitive ways. It provides insights into the core tasks of leadership and management, such as building cultures, making better decisions, motivating others, and understanding politics and power. Example topics include; does performance related pay improve worker productivity? Is conflict inevitable in organisations? How are organisational cultures created, developed and changed?
Corporate GovernanceSecondary course - 4 tutorials. This course examines how companies are directed and governed. Board effectiveness, the role of audit, remuneration and nomination committees, the role of NEDs and the chair/chief executive relationship are considered. Shareholder impact, ownership patterns, principal/agency relation are featured as well as international differences in governance practice.