Executive MBA
Module Brief Description 

Cycle 1
Induction Foundation Weekend
Understanding Organisational Behaviour
Business Economics
Financial Reporting & Management Accounting
Developing Business Processes and Operations
Developing Market Presence
Logistics and Supply Chain Issues
Strategy Formulation and Business Decision
Information Management

Cycle 2
Current Issues in Management
Leading and Managing People
Corporate Financial Management
Research Methods
Track Specific Module I
Track Specific Module II
Dissertation

Track specific modules
Exec MBA in General Management
Entrepreneurial Management in a Globalised Environment
Business Strategy

Exec MBA in Marketing
Marketing Strategy
Contemporary Issues in Marketing

Exec MBA in Finance
International Financial Management
Current Issues in Finance

Exec MBA in Logistics Management
Managing Global Logistics
Contemporary Issues in Logistics

Exec MBA in Health Care Management
Health Systems, Policy and Economics
Health Care Operations and Process Management
Current Issues in Health Care Management

Understanding Organisational Behaviour
The module introduces the concepts of organisational behaviour and their role in an organisation. Students become familiar with the main ideas and principles underlying the everyday functioning of organisations. This is achieved both through the theoretical part of the module, as well as with case studies, training videos and interactive games.

Business Economics
In an increasingly complex business environment managers are faced with problems and issues ranging from the relatively trivial to the strategic. In addition to using their judgment and experience, managers are asked to justify the decisions they reach on the basis of logic and hard analysis. In such an environment, the topics covered in this module have an important role.

Financial Reporting & Management Accounting
The module focuses on each of the two main areas of accounting, i.e. financial accounting, and management accounting within financial reporting and analysis. It also seeks to link these areas together so that they can be seen as part of a unified system. Students learn the different accounting and financial techniques which are to be utilised in effective decision-making, planning and controlling. Students learn how to analyse the accounting and financial information available and, thus, will become able to make sound accounting and financial decisions.

Developing Business Processes and Operations
Developing Business Processes and Operations approaches the topic from a managerial perspective. Each session introduces basic operations management concepts in a format that is useful for management decision-making. The basic terms, concepts and principles are covered, but they are examined in light of how they interrelate and interface with other functions of the firm. Each session includes examples and case studies to illustrate how logistics activities can be managed to properly implement the marketing concept.

Developing Market Presence
The main aim of this module is to introduce the basic concepts of marketing, their interrelationships and their role in the organisational context. Students will become familiar with the main ideas and marketing concepts, including market research, product development, pricing, promotion and distribution strategies. Marketing activities have not changed. The environment, however, where marketing is practised has changed considerably in the past two decades. Fierce competition, very short product life cycles, global markets, the internet and its applications create a very challenging environment for today's enterprises, where marketing has become indispensable.

Logistics and Supply Chain Issues
While traditional Business and Logistics courses have dealt with the individual processes associated with developing new products, buying materials, transforming them, and shipping them to customers, none have dealt with the integration of information and material flows across multiple organisations. The integration of organisations within a single supply chain is becoming recognised as a core competitive strategy that will distinguish the winners from the losers beyond the year 2000. 
As organisations seek to continuously service customers faster, cheaper and better, managers have come to realise that they cannot do it alone, but that they must align themselves with the best organisations upstream and downstream in order to jointly reap the rewards. The existing experiences must be synthesised to create a managerial perspective of the core tasks and challenges required to effectively develop supply chains in the future. Because supply chains involve members from every single function within organisations : engineers, purchasing managers, operations managers, logistics managers, sales personnel, financial staff etc, the course philosophy is intended to provide insights into what a supply chain is, why it is becoming important, and the future challenges that lie ahead for managers.

Strategy Formulation and Business Decision
Unlike other business modules that concentrate narrowly on a particular function of business – accounting, finance, marketing, production, human resources, or information systems - strategic management is a big picture course. It cuts across the whole spectrum of business and management. The centre of attention is the total enterprise – the industry and competitive environment in which it operates, its long-term direction and strategy, its resources and competitive capabilities and its prospects for success. Throughout the module, the question addressed is "What must managers do, and do well, to make the company a winner in the game of business?".The answer that emerges, and which becomes the theme of the course, is that good strategy-making and good strategy execution are the key ingredients of company success and the most reliable signs of good management. The mission of the module is to explore why good strategic management leads to good business performance, to present the basic concepts and tools of strategic analysis, and to drill in the methods of crafting a well conceived strategy and executing it competently.

Information Management
Information plays a crucial part in most successful organisations. Information Systems (IS) and Information Technology (IT) are used to help improve administrative efficiency, to improve managerial effectiveness, and to provide competitive advantage. This situation has been brought about by the integration of computer and telecommunications technologies into information technologies (IT) and the subsequent mass availability of both cheap IT and the systems to exploit it in order to deliver the right information to the right people in the right format at the right time and at the right cost.
 However in many organisations the gap between the theoretically possible and the reality is a wide one, because of ignorance, misconceptions, fears, prejudice or historical accident. Accordingly, an understanding of managerial information systems (MIS) concepts, applications & disciplines is essential to all managers if today's organisations are to bridge that gap successfully through rational rather than piecemeal behaviour. On the other hand, methodology underpins all substantive aspects of managerial change, including Information Systems instigated change. It reflects the reasoning processes and preferences of management professionals and, to an extent of the users with whom they interact. It also dictates, to a large extent, the kinds of systems that are produced and with which organisations have to work. 
The issue of methodology has, therefore, serious implications for management professionals and for organisations generally. This methodology enables the identification of ‘systemically desirable’ change, and how information (i) serves organisational processes, (ii) serves the monitoring of organisational processes, (iii) serves the change process itself.

Current Issues in Management
The course is multidisciplinary and seeks to develop the notion that organisations can only be understood from a mix of disciplines. The course integrates materials from other areas of the MBA and aims to enable students to action theoretical knowledge through inter-functional integration. Various concepts are introduced which are of critical importance in today’s business environment and are not fully covered in other modules. Students are exposed to various topic areas as well as the current issues and trends in the field. These goals are achieved both through theoretical understanding and practical application of the concepts discussed.

Leading and Managing People
The module introduces the concepts of Human Resource Management and its role in the organisation. The strategic role of HR management is highlighted throughout the whole module. Students become familiar with the main ideas and principles underlying HRM. This is achieved both through the theoretical part of the module, as well as with case studies.

Research Methods
The course covers the following topics: formulating the research question, choosing an appropriate design, quantitative and qualitative approaches to research, designing interviews, using questionnaires, case studies and focus groups, and designing a research proposal and guidelines with regard to writing an MBA dissertation. In addition, students will take part in SPSS labs and learn how to use a selection of descriptive and inferential statistics.

Business Strategy
In a rapidly changing environment, strategy development and implementation become critical. Globalisation, technological breakthroughs, shorter product life cycles, changing demographics, and changing consumer tastes are all contributing to a very competitive market. An organisation cannot survive any more by being reactive. It should start to systematically develop long-term plans and become proactive or risks being outraced by competitors. Increasing competition and high environmental uncertainty lead an increasing percentage of companies to the realisation that only a few competencies can be developed successfully and sustained. The model of internal development that was encountered excessively during the previous decades is not any more viable. Outsourcing is growing fast; companies are seeking alliances and defend their position through mergers and acquisitions. They very often try to attain higher flexibility through changing their organisational structures, towards team and network structures while a number of companies claim they have become "virtual" companies. The challenges of the digital economy are numerous and only the companies that respond successfully will have a chance to attain long-term prosperity.

Marketing Strategy
This module introduces students to the theoretical and practical aspects of strategic marketing and the importance of strategic decisions. The themes of planning, implementing and controlling marketing activities are discussed thoroughly and students understand the structure of the marketing plan and the strategies involved.

Contemporary Issues in Marketing
This module gives particular emphasis to two main marketing areas which raise much debate among academics and marketing practitioners because they are considered fundamental to any marketing strategy in any type of organisation. In every organisation there are people charged with getting new products and services to the market place. Those people view the total task: strategy, concept generation, testing, marketing and all other aspects of introducing new products.
This course provides the management approach to acquaint students with the managerial steps and processes involved in the perilous world of product development. The steps and processes apply to services as well as to consumer or industrial products. This module focuses also on integrated marketing communications. It provides the student with command of the terminology, concepts, theory, recent developments and innovations, and management implications of the communication element of the marketing mix with particular focus on the elements of Advertising and Public Relations. Examples and cases will be drawn from the international advertising industry as well as from the Greek advertising industry.

Corporate Financial Management
This module is concerned with encouraging the application of accounting fundamentals learning gained in year 1 of the Exec MBA to practical situations. The aim is therefore to reinforce existing learning, but the opportunity will also be taken to introduce new topics that will be found both interesting and useful in the area of corporate financial management. 
Managers learn from experience how to cope with routine problems, but the best managers are also able to respond to change. To do this they need more than time-honoured rules of thumb; they understand why companies and financial markets behave the way they do. In other words, is needed a theory of finance with practical applications.

International Financial Management
This module examines the international financial environment within which international businesses and multinational corporations operate. Students are provided with an overview of the movement of funds internationally, the structure and function of international financial markets, and exchange rate determination. This module also examines the theories of exchange rate equilibrium, the types of exchange rate risk, and its measurement and management. It concludes with currency and stock market crises and country risk analysis as a factor influencing foreign direct investment and the alternatives available to finance international trade. 
Multinational enterprises around the globe face complexities that arise from the different financial and political systems. Market participants and financial managers are called to select the optimal combination among the financial instruments in order to achieve the best portfolio performance. Therefore, the selection of the right financial policy is closely related to the selection of the appropriate set of financial instruments.

Current Issues in Finance
This course aims at providing advanced, research based knowledge in the area of finance and to assist in developing finance professionals that are aware, understand and can apply new cutting edge finance theory on their jobs. It starts by focusing on the topics of:

• Risk Management, especially it will deal with The benefits, concepts and processes of risk management, Risk analytics, statistical concepts (e.g. Value at Risk), data and technology, Basel II, etc.
• Investment strategies and techniques, the second topic aims to deepen student’s knowledge on advanced techniques in forming portfolios of financial instruments and evaluation of their performance and risk attribution characteristics. Especially it deals with investment issues such as Strategic asset allocation, Tactical asset allocation, Portfolio re-balancing, Active and passive investment strategies, Performance and risk attribution (e.g. performance and risk due to selection, timing or allocation).
• Merger and Acquisition financial evaluations

Contemporary Issues in Logistics
The rising affluence of consumers has led to an increase national and international markets for goods and in services. Thousands of new products, services and technologies have been introduced in the last decade and are sold and distributed in every corner of the world. Businesses have increased in size and complexity to meet the challenges of expanded markets and the proliferation of new products and services. For Logistics practitioners and managers, change comes in many forms: 3PLogistics, environmental concerns, IT and materials-handling technologies etc. One consequence of change is the need for more dynamic responsive logistics systems, which can readily adapt and respond to new and different requirements. This course focuses attention on trends and issues of the late 1990s and early 2000s associated with Business Logistics.

Health Systems, Policy and Economics
The unit provides students with advanced level knowledge of the social, economic and political currents that shape health policies in different international contests, and an assessment of the performance and sustainability of the health systems developed to deliver these policies.
The unit focuses also on the application of economic theory to the real world of health care. Topics include the theory of the firm as it applies to physicians, hospitals, and systems; the market for labor in health care; the role of health insurance; asymmetric information and the role of agency; the pharmaceutical market; government as payer and regulator; and equity/ethical considerations.

This unit aims to consider the nature, principals and practice of Operation Processes within the health service organisation and to provide an appreciation of the main functions involved.

Health Care Operations and Process Management
THealth Care Operations and Process Management approaches the topic from an executive management perspective that is specific to the health care industry. The literature has clearly demonstrated that operational issues within this industry are unique and must be studied and understood as such. For example, operations and processing can be a ‘life and death’ issue given how such systems are integrated and coordinated. Each session introduces the operations management concepts necessary for effective decision making and ensuring the most efficient system within the confines of public safety. The basic terms, concepts and principals are covered, and they are examined in light of how they affect and interface with other functions of the intuitions themselves. Sessions include examples and case studies from the health care industry to illustrate how operations processes can be managed to successfully implement overall strategy.

Current Issues in Health Care Management
The unit will examine the evolution and development of managed care approaches to delivering health services.
The purpose of this unit is to arm students with the skills to debate, define and defend current issues in health care management. The unit will explore, in depth, several current health management issues, like total quality and safety in health care management, legal and ethical aspects of Health Care management, managing human resource in health care context, change management and health care financing. The unit will take an analytic case approach, identifying policy options and tools, then gathering information and applying data to evaluate outcomes.

DISSERTATION
The Masters programs are research-based degrees. This means that after the successful completion of the taught modules a student will be eligible for the award of Diploma. To achieve a Masters degree a student must successfully complete an individual research dissertation. The dissertation represents a piece of individual and original research based on an approved topic of the student’s choice. This topic must be related to the chosen degree and selected in consultation with a supervisor. The term ‘originality’ here does not necessarily imply that the dissertation will develop new theoretical insights or models but that it clearly demonstrates the development of new insights and knowledge in the candidates own mind and work. The importance that CITY places upon the research dissertation is reflected in the structure of the Masters programs. The dissertation is equivalent to one third or 60 credits of the final degree mark. More detailed information about the processes and procedures concerning dissertations may be obtained from the "The Dissertation Handbook" published at the beginning of each academic year.