Masters of International Business (MIB) - To be phased out until 2017

LAST INTAKE WAS 2012

PROGRAMME INFORMATION & STRUCTURE
The seamless integration of customers and suppliers into the corporate business fraternity compels business management systems to be innovative. Further, today’s business environment has become more complex and turbulent thus requiring the future international business executives to be aware of cultural uniqueness and how it impacts on the multinational business management and success. The companies which have understood this new dimension of management clearly have a competitive edge in the world markets. In this international and competitive context, it is therefore incumbent upon management education to focus on nurturing the knowledge and developing skills that would provide multinational companies with future top managers capable of operating across national boundaries.

Therefore a career in international business management not only equips the participants with skills and knowledge to function in a multinational business setup but also gets them well prepared to assume responsible positions in the public, private and non-government organisations dealing with trade, logistics, finance and economic policy issues and as leaders in innovation and entrepreneurial development.

 

Programme Duration
Ordinarily the modular Master of International Business programme will be covered over a minimum period of two and half (2½) years, however if the thesis is carried out concurrently with other modules in the fourth phase then the programme can be completed in two (2) years.

The entire programme must be completed in maximum period of five (5) years from the date of first registration.

Fees Information
The fees that will be charged for Master of International Business programme cover tuition, books and course materials but do not include accommodation and transport expenses which the participants will incur over their stay in Windhoek while attending the programme. Besides, extra costs incurred by the students during their visits to partner institutions for earning credits towards the programme will be met by the respective students.
i. Any extra cost of the exchange phase abroad will be met by the students from their own resources.
ii. The fees are payable in installments and payments must be in accordance with the deadlines.
iii. Any arrangement different from (ii.) above shall be negotiated between the student and the Bursar’s Office.

Programme Structure
The programme is divided into four phases: (i.) theory and practice of management, (ii.) value creating skills, (iii.) networking across cultures and (iv.) managing for results. All the modules in phases I to III are considered core management areas and are therefore compulsory for all the students except for exchange students who have covered the equivalent in other institutions. The modules in phase IV are optional and at least one area must be taken in addition to the core modules.
The course Business Information and Decision Processes is divided into three (3) parts: Systems thinking; Decision Making Methodologies and Business Intelligence. All the parts require adequate coverage and assessment.
Students will choose one of the following options to complete Phase 4:
i. Enrol for only one group of specialisation together with a 1080 notional hour Thesis; the Thesis in this case shall be allocated 45% of the programme’s time;
ii. Alternatively, enrol for two (2) phase four specialisation groups together with a Mini Thesis of 720 notional hours (30% of the programme’s time); or
iii. Finally, opt for a semester abroad and a Mini Thesis of 720 notional hours.

 

Examination Admission
All modules assessed by both continuous assignments and/or tests and examination will require students to obtain a minimum continuous assessment (CA) mark of 40% for them to be eligible to write the final examination in the particular module.

Programme Assessments
i. The assessment outcomes listed in table 3 below are based on the National Qualification Framework (NQF) in Namibia and the Graduate Management Recruitment Agencies descriptors;
ii. Each of the modules must be passed with a final mark of 50% comprising of assignments, tests and examination.
iii. In the determination of the final score for passing a module, cognisance will be taken of the following:
a. A student must obtain a subminimum of 40% in the examination.
b. A student will be given an opportunity to obtain a Continuous Assessment (CA) mark, which may be comprised of an assignment, a test or both.
c. Both the examination and the CA marks are added together proportionately to obtain the final mark for passing the module which is 50%.
d. In the case of a module not assessed by an examination, the entire final mark is deemed to come from the CA.
iv. All the candidates are required to pass all the core or compulsory management modules in phases (I – III) before taking on the specialisation or optional modules in phase four (IV); only under exceptional circumstances may a student be allowed to proceed to phase IV without meeting this condition; and
v. Students who fail to attend or pass particular modules in the programme will be required to continue in the following cohort or year. Such students will be expected to sit for second opportunity examination as appropriate, subject to the maximum programme duration allowed.

 

Module Descriptions
PHASE I: THEORY AND PRACTICE OF MANAGEMENT

Presentation and Communication - TPM511M
One of the major competencies expected from a Master programme graduate is to be “able to present and communicate academic or professional work effectively, catering for a wide range of specialist and non-specialist audiences and/or in diverse genres”. 

Business Information and Decision processes - BID510C
This course is part of the Theory and Practice of Management phase and is divided into three sections that support each other: Systems Thinking, Decision Making Methodologies and Business Intelligence.
The systems thinking introduce the essential concepts of complexity theory and insight into systems relating to the business environment, planning, learning processes, and information management. Rational decision-making is based on a systematic and systemic understanding of system elements and their interactions in any given situation.
The sustainable running of a project or an enterprise is based on an appropriate assessment of the underlying factors as represented by the information gathered – business intelligence and on an evaluation of the options available. Decision making methodologies address decisions in complex business set ups often encountered in competitive business environments that require choice in the associated methodologies to deal with particular situations; the second part of this course therefore gives workable insights to the practising manager on possible combination of techniques. It presents the methodologies for situational analysis and data processing techniques leading to an adequate information base for decision making. Business intelligence on the other hand is a process for increasing the competitive advantage of a business by the intelligent use of available data in decision-making and reporting. In this section special attention is given to the collection, collation and analysis of data. Various market research methods will be discussed. Different forecasting techniques will be investigated and the information technology support function will be outlined. Furthermore, methods of measuring business performance will be investigated, e.g. the Balanced Scorecard.

Thus, the course provides know-how together with tools to be applied in subsequent parts of the programme.

Accounting and Finance - TPM515M
Making sound business decisions means having good information and using it effectively. The principal goal of this course is to provide an understanding of financial information as presented in the financial statements and how this information can be used in financial planning and analysis of the enterprise. This course therefore, will cover the basic financial statements and how these financial statements are used to value and evaluate the performance of an enterprise for better business decisions. In addition, the course presents the fundamental concepts used in finance, thus emphasising basic financial literacy and the tasks associated with making responsible financial management decisions. Sources and uses of capital and functions of financial markets will be addressed to include time value of money, risk and return as well as fundamental aspects of investments management.

Human Resource Management - TPM516M
This course is designed to give a thorough foundation of Strategic Human Resource Management. The concept of “Strategic HRM” means that HR activities within an organisation should be directly linked to the wider overarching business goals, as well as to the internal and external environment in which the organisation operates. The aims of this course are to ensure that students: (i) develop a sound knowledge base of, and (ii) critically assess various aspects of human resource management that are of strategic relevance to work in the organisations.

Applied Economic Analysis - TPM517M
The main objective of this course is to facilitate critical economic thinking for optimal decision making. The participants will be prepared to apply theoretical economic concepts and principles in finding optimum solutions to practical economic problems that confront their businesses and communities as a whole.

PHASE II: VALUE CREATING SKILLS
Marketing and Customer Relations Management - VCS521M
International Marketing and Customers Relationship Management (CRM) is all about the management of marketing functions at national/international level as well as the identification of marketing-based international business opportunities and the understanding of the cultural factors in buyer behaviour.
It is about managers constructing and evaluating global and culturally adjusting marketing strategies to meet the various market challenges for their products. The second part however entails how marketing managers need to move from the customers’ satisfaction tenet to a broader and more modern customers’ relationship/intimacy tenet.

Services Management and Logistics - VCS522M
The aims of this course are to teach the student about the different links in the supply chain that cross international boundaries and enable the student to develop a supply chain for future business ventures. Beginning with the service encounter, service managers are required to blend together marketing, technology, people, and information to achieve a distinctive competitive advantage culminating in customer satisfaction.

Managerial Accounting - VCS523M
Decision-making in organisations is based on systematic sieving of relevant information that is available to managers on a daily basis. This course emphasises the use of accounting information by managers for decision-making. It is designed to impart skills required by managers to make use of information supplied by accounting systems in organisations. The concepts, practices and skills needed to effectively use accounting information in managerial decision-making situation. In addition, this course provides skills required to appropriately evaluate managers’ performance and control operations of the organisation.

Management Simulation Games - VCS524M
This course provides practical experience quickly and in a risk free environment. Emphasis is on the use of competencies gained in all the other modules to make effective business decisions in changing times and yet remain competitive. Participants team up in a multidisciplinary (self-managed) team faced with a real world situation and compete against other teams in simulating business decision making scenarios. This is a practical course establishing links between business management theory and business management in practice.

PHASE III: NETWORKING ACROSS CULTURES
Team Design and Role Games - NBC531M
The 2009 Global Corporate Recruiters Survey by the Graduate Management Admission Council (GMAC) identified the top three characteristics looked for in a job candidate: strong communication and interpersonal skills, proven ability to perform, and cultural fit with the company. Consequently, an important focus of the MIB programme is the team playing capabilities of the participants. In this context, it is not only crucial to receive adequate feedback as a team member but that tools and methods are also introduced which enable the participants to effectively design teams and assess their relationships and performance.

Intercultural Management – NBC533M
This course examines the impact of culture on communication and, therefore, interpersonal relationships. It identifies potential problems which might be encountered in team work, and provides directives regarding the variables that play a significant role in inter-cultural communication. The premise on which this course is based is that the individual and his/her culture are interlocking.

Economics of Namibia and SADC - NBC532M
The main objective of this course is to get the programme participants exposed to the operations and functioning of the Namibian economy as well as the economies of the SADC countries. The course begins by exposing the participants to the structure of the Namibian economy as well as its performance since the attainment of independence twenty years ago. The course deals mainly with performance policies within the CMA regime and covers the economic integration mechanisms not only within the region but also with regard to the ROW.

Negotiation and Conflict Management - NBC534M
This course serves to explore the negotiation process not only in terms of the local participants but also within an international environment. Not only are the negotiation styles debated but also the appropriate communicative approach analysed. Since the cultures of the negotiating parties often differ, conflict could arise. How to deal with potential conflicts and resolve such conflicts would also be examined and debated.

International Business Law - NBC535M
The objective of this course is to introduce the students to some of the legal considerations involved in doing business internationally. A brief review of the international legal framework will be followed by an examination of the international sale of goods and international investment flows. The examination of the international sale of goods will deal, inter alia, with the following: formation and performance of export contracts; some special forms of export contracts; standardisation of international trade terms (Incoterms); the international carriage of goods; payment and financing of the transaction; and insurance. The examination of international investment will include a discussion of the following: the types of foreign investment (FI); reasons for FI; incentives for FI; transfer of technology; joint ventures; principles of international business conduct. The alternative forms of dispute settlement available for resolving disputes that may arise in either the international trade or investment transaction which will be examined. Emphasis here will be on arbitration as the preferred method of dispute settlement.

PHASE IV: SPECIALISATION (ELECTIVE) MODULES
INTERNATIONAL TRADE AND LOGISTICS
Global Supply Chain Management - ITL5411
This module evaluates the strategic role of logistics and supply chain management in the modern global organisations. This is achieved through the examination of the principles of strategic supply chain management and their application to examples and case studies relating to a range of supply chain scenarios in relevant organisations. The nature and characteristics of global supply chains are explained. Transport options and inventory strategies are discussed. Various tools for supply chain mapping are applied to relevant examples. Emphasis is placed on the information needs for successful strategic supply chain management in a modern global organisation. Topics covered include the design and operation of logistics information systems, the use of key performance indicators and benchmarking. Structural issues relating to effective management structures, inter-company supply chain relationships, partnerships, strategic alliances and the emergence of the virtual supply chain organisations are explored in a global business context.

International Economics and Economic Cooperation - ITL5412
This module aims to provide a highly focused discussion of topics in International Economics. International Economics comprises two separate subject areas—international trade and international finance. The module commences with a detailed discussion of the theories of international trade and trade policy. This part of the module relies heavily on the tools of microeconomics and therefore can be called International Microeconomics. The second part of the module deals with issues in international finance and makes use of concepts and tools of macroeconomics. Topics included are a discussion of the foreign exchange market, exchange rate policy, international lending and financial crises, and operations of the open macro-economy under different exchange rate regimes. Finally the last part of the module will deal with the international and regional trade cooperation issues and breakthroughs, including the creation of regional free-trade area.

International Trade and Project Management - ITL5413
Discussions on this module centre on managing multiple projects/deadlines, and how the basic project management tools are applied to optimise resources (capital, time and human). In this module students will acquire relevant skills to manage international trade activities effectively while ensuring competitive advantage in initiating, planning, implementing, executing and closing international business ventures and collaborations. It is a primary cornerstone of this specialisation and will culminate with the preparation of an International Business Plan.

FINANCIAL MANAGEMENT (INTERNATIONAL TRADE RELATED)
Financial Institutions and Markets - FIM5421
As national boundaries become increasingly irrelevant in the global financial marketplace, students of business need a good understanding of the complex interrelationship between international financial markets and national macroeconomic policy-making. On the one hand, there is a growing appreciation of the potential of foreign exchange markets and stock markets to affect national macroeconomic performance. On the other hand, the turbulence experienced by many emerging and developed markets in recent years has raised the profile of international financial flows and substantially altered the incentives for international policy coordination. This self-contained module aims to alert students to these new realities and develop their interest in the operations of the international monetary and financial system via a combination of economic and political theory. The focus throughout is on the two-way interaction between international financial markets and institutions and how these interactions affect the national macroeconomic policy decisions.

Corporate Finance and Investment Management - FIM5422
Building on a summary review of the issues covered in International Financial Markets, Foundations of Finance and Corporate Finance, such as EMH, PD, CAPM, etc., the module provides an introduction to the general issues related to investments, asset allocation, securities, portfolios, and capital markets, followed by key issues relating to securities valuation, selection, and portfolio management. The three most important types of securities that are fundamental to investment choices – equities, bonds (fixed income), derivatives – will be analysed from the point of view of valuation, returns, risk, and portfolio choices. The role of cash and other alternate investments in an investment portfolio will also be discussed.
The module is designed to meet the expectations of two different types of target audiences at the graduate level. The first target group are those students who may be seriously contemplating a very lucrative but challenging career in the investments industry. The second target group are those students who are curious about investment techniques and strategies for their own personal investment choices.

Financial Risk Management - FIM5423
Unpredictable movements in exchange rates, interest rates, and commodity prices can affect not only a firm’s market value, but also whether the firm will survive or not. The global financial crises in the late 1980s, 1990s and 2000s have definitely convinced many firms that risk management should play an important role in a firm’s overall strategic development. In fact, lapses in risk control often lead to huge financial losses to a company. On the other hand, sound risk management practices can increase the market value of the firm. The purpose of this module is to offer a step-by-step approach to the development of a proper risk management strategy for a company. The module will focus on: the identification and measurement of a firm’s exposure to financial risk; use of various financial instruments in managing the firm’s exposure to risks; and implementation of a risk management programme.
A break-down in risk control system eventually costs the shareholder money, directly or indirectly, either by being forced to inject more capital or by seeing the value of equity fall when losses resulting from risk control failures become public knowledge. It is thus within every manager’s interest to understand the impact of risk management to the market value of a firm.

ENTREPRENEURSHIP MANAGEMENT
Innovation and Process Management - ENM5431
This module is divided into two parts: part one is about technology management and involves an understanding of technology development process as an object of management and learning of the basic principles of the management of technology and innovation. Further it explores the impact of Japanese traditions and cultures on management industry and understanding of major factors influencing Japanese technology development and management practices. It proceeds to point out the sources of success and barriers to technological innovation in Japan. And finally it assesses the opportunities for successes in international collaboration amongst companies in technological development. The second part focuses on the development and management of new and existing products from a decision-making perspective. Successful innovation requires a balance of creativity and commercialisation. Both are explored in this module.

As product innovation is a multi-disciplinary field, this section, while focusing on marketing’s role in product innovation, heavily relies on techniques that encompass engineering, research and development, management, production, and design.

International Perspective of SME Sector - ENM5432
Small and Medium Enterprises (SMEs) are the economic backbone of many developing countries. This module will focus on programmes that enhance their knowledge base and capabilities in order to increase their productivity and profitability based on international experiences and practices. Further it touches on the impact of SME’s based on their rapid expansion on the environment brought about by their drastic changes in their production processes and inputs. Equally important is how to bring about sustainable development of SMEs to remain competitive nationally and internationally. This requires well-balanced economic, social and environmental dimensions in development. This module will cover all these dimensions and their policy instruments.

High Performance Management - ENM5433
This module covers the basics of performance management and then proceeds to performance updates and end-of-cycle reviews. In conducting all these it introduces the students to the aspects of developing & setting performance objectives including: introduction to performance objectives setting; developing measurable performance objectives; conducting an objective-setting discussion; performance action planning. Coaching and handling performance reviews by: giving and receiving performance feedback; coaching; conducting a performance update discussion; conducting an end-of-cycle performance appraisal; handling unacceptable performance. And finally, continuing development: career planning and professional development.

SUSTAINABLE DEVELOPMENT
SUD5442 - Management of Sustainable Projects
Governments are praised for their strength of vision, whilst criticised when it comes to the implementation the same visions. There is a shift away from an emphasis on large scale, big size, centralised responsibility, problem-solving, and externally focused projects, to small, adaptive, decentralised improvement and consumer focus in service delivery. Public managers of local development projects and programmes need to be able to execute what is prescribed by policy. Therefore, project management is about developing and implementing sustainable programmes and projects. In this module, students will be equipped with project management skills that will enable them to implement institutional policies effectively and efficiently. The module is based on sound theoretical and practical foundations, enabling the students to emerge from the module with a clear concept on how to apply the skills required for the project management cycle in practice within their specified work contexts.

SUD5441 - Economic Approaches to Local Development
This module aims at highlighting the basic concepts in sustainable development and showing some policy implications in selected relevant contexts. Special attention will be devoted to the focusing of general concepts and methodological issues, but empirical examples will be discussed, too.
The module starts by addressing the very definition of the local community and from that the local economy and the rationale for its consideration as a distinct entity within the development process, followed with the definition of sustainability from three aspects. The first is the economic perspective. This would assess sustainability in terms of market values, and from within the context of the development of the national economy. The second perspective is that of external economies, specifically with respect to the environment. The concept of sustainability is nowadays indissolubly bound with the debate on environmental issues. Finally, the role of the state is examined and a classification of policy options is presented.
The laboratories will look at international resolutions on the environment and sustainable development. This is followed by case studies that enable the student to look at experiences in sustainable local development in a variety of contexts, rural and urban, in developing and developed economic contexts. Finally specific spatial development programmes are discussed.

SUD5443 - Environmental Conservation and Protection
The world’s natural resources have and continue to undergo changes due to “ego-centric” human exploitation. Exploitation means have evolved with advances in technology and human population growth. The human imprint on some of these resources has comprised their persistence ability. Therefore, the need for managers to understand the historical aspects of natural resources use in order to understand today’s natural resources status. Furthermore, managers need to develop management plans according to the best available knowledge using the best available assessment and monitoring techniques. In addition, they need to be able to communicate their results to different audiences in a compelling way. In this module, students will be exposed to environmental history as a tool to understand current world resources problems and a range of techniques to monitor both the physical and biological resources and further introduce them to different methods of how to rely on the results.

INTEGRATED RESOURCE MANAGEMENT
IRM5453 - Energy Systems Management
This module is designed to provide the students with the methods, tools and perspectives to understand, critique and influence the management of technical, economic, and policy choices regarding the options for energy generation, marketing, and use. In this regard, the focus of this module is on the technical, socio-economic, political and environmental impacts of energy consumption.

IRM5451 - Cleaner Production
Cleaner Production (CP) tools and techniques are becoming very popular in today’s industry as they face the challenges of bridging the gap between competitive industrial production and environmental concerns. CP is more than just a technical solution. It has wide spread application at all decision-making levels in industry, with the chief focus on adoption of cleaner technologies and techniques within the industrial sector. Costly end-of-pipe pollution control systems are gradually being replaced with a strategy that reduces and avoids pollution and waste throughout the entire production cycle, from efficient use of raw materials, energy and water to the final product.
This module will seek to expose the participants to the concepts of cleaner production, its tools and techniques that are necessary to identify and apply CP in industries. The module will begin first by introducing the participants to the issues of impacts of conducting business to the environment in order for them to appreciate the necessity of changing the way production processes are designed and run. Then the details of CP concepts, approach and tools will be covered.
Through case studies, games and excursions, participants will be able to acquire the necessary CP knowledge and various CP option identification skills during the entire module and be able to apply them in their respective workplaces as they seek to plan and manage business processes.

IRM5452 - Economic Instruments for Environmental Management
Environmental economics places more emphasis on the central role of the market and focuses primarily on efficient allocation of scarce resources. Both environmental and ecological economics approaches provide valuable insights into a wide range of environmental issues such as the causes and control of pollution; resource degradation, depletion and remediation; congestion and urban sprawls, despoliation and privatization of the global commons, and they raise vital questions of intra and inter-generational equity and policy-making.
The environmental policy and management, currently embraced by the developed and developing countries alike, is divorced from the reality of economic policy and sustainable development. The developed countries having achieved high levels of economic development with unrestricted access to resources and unhindered by environmental concerns, have sought to protect their environment and ultimately their quality of life from the side effects of economic activity. However, the challenge for developing countries and transitional economies in this milieu is to identify and adopt instruments that integrate environmental and economic policy and that are parsimonious in their use of scarce developmental and management resources; instruments that allow differential response by economic units and adjust flexibly to changing circumstances. The focus of this module is to identify instruments of environmental management in developing countries and transitional economies which essentially is a search for instruments of sustainable development. Certain economic instruments meet most of these conditions and are uniquely suited for the integration of environmental issues and economic policy and therefore can be designed to advance sustainable development.

Group Project - GRP535A/B/C and GRP545D
This is a management development training exercise and consolidates the students’ understanding of management concepts through a consolidation of classroom-taught concepts as applied in solving real world management problems using consultancy projects. It is carried out by teams of 5-6 students using an integrated dataset and case problems. The project integrates all the formal teaching in Phases I - III, and trains students to be team players in multi-disciplinary management group settings. This is a competitive exercise assessed by a panel of three including external and internal assessors.

SEMESTER ABROAD - SMA546
Rules for Completion
Phase Four of the Master of International Business (MIB) programme entails students choosing specialisation modules. These currently include International Trade and Logistics, Entrepreneurship, International Financial Management, Sustainable Development, and Integrated Resources Management. In terms of NQF requirements, Masters Degrees should have a minimum size of 240 credits or 2400 notional hours at or above Level 9 of which a minimum of 25% of the credits must be awarded on the basis of a thesis or creative work. Therefore in order to fulfill the requirements of 2400 notional hours the following alternatives routes are available to students:
i. course work according to phases 1 to 4 (1320 hours) plus a thesis of 1080 notional hours completed successfully; or
ii. course work according to phases 1 to 4 (1320 hours) plus one further specialisation module (312 hours) and a thesis of 768 notional hours completed successfully; or
iii. course work according to phases 1 to 3 (1008 hours) at PoN plus a semester abroad (624 hours = 26 ECTS credit points or 62 NQF credit points minimum) and a thesis of 768 notional hours completed successfully.
The choice of electives and thesis shall be used to determine the specialisation to qualify the Master of International Business (MIB) award.

All research work should have a sound foundation as well as a practical base allowing learners to demonstrate an understanding of theory and its application at Master’s level. Cooperation of an employing organisation is desirable to enable learners to conduct action research where practicable. In the absence of this, the Namibia University of Science and Technology or Partner Institution should provide alternative means for the learners to carry out action research as need be.
The semester abroad should be with a Partner institution that has international accreditation to offer postgraduate management and business programmes. The student exchange programme requires prior approval of the Programme Coordinator and the Director of the Graduate School of Business at the Namibia University of Science and Technology.

Prerequisites
A semester abroad will require successful completion of the modules in phases 1 – 3 of the Master of International Business (MIB) programme.

Course Duration
The exchange duration will normally be one semester with a workload equivalent to 624 notional hours or 62 NQF credits.

Aims of the Semester Abroad
Besides the generic management know-how acquired in the phases 1 - 3, the participants will need to:
i. Focus on one of the following areas: International Trade and Logistics; Trade related International Financial Management, Entrepreneurship, Sustainable Development and Integrated Resources Management.
ii. Provide proof of full participation in lectures, presentations, assignments, projects, and finalise with mini-theses.
iii. Design and implement a strategy for identification, collection, processing, and management of both academic and professional information and communicate and defend substantial ideas that are products of research and development through the application of a range of advanced and specialised skills to sustain a discourse in the field of specialisation.
iv. Engage in interdisciplinary problem solving taking into account ethical and multiple views of stakeholders while resolving business and management issues.

Procedure
i. Students desiring to study a semester a broad need to select a university from among the universities with which the Namibia University of Science and Technology has inter-university exchange agreements. Information on such universities is obtainable from the Programme Coordinator.
ii. Students will be required to apply for the student exchange through the programme coordinator who will forward the same to the Registrar’s office; such students will remain enrolled with the Namibia University of Science and Technology over the period of exchange.
iii. Such students will undergo screening at their respective departments to determine their preparedness in terms of academic standing and ability to support themselves abroad. On completion of the screening process, the student will submit an application to the university s/he wants to study at as an exchange student abroad through the Namibia University of Science and Technology.
iv. Going abroad to study as an exchange student becomes possible only when an agreement has been obtained from the prospective university that the student has chosen.
v. Credits acquired at the university where the student studied are generally translated and included into credits earned at the Namibia University of Science and Technology. Depending on the number of credits earned, it becomes possible for the student to graduate when the minimum number of credits necessary for acquiring the degree is reached.
vi. All students proceeding abroad will pay their tuition abroad as well as their transportation and maintenance costs. The Namibia University of Science and Technology will only refund the equivalent fee of Phase IV if the programme was done at the Namibia University of Science and Technology.
vii. On arrival, exchange students will be required to submit original copies of their transcripts earned abroad together with course outlines of all the courses taken and for which recognition of credit is desired.
viii. Returning students will also be required to debrief the departments on their experience abroad, such information if found valuable will serve to inform the course content of the Specialisation Electives. Such debriefs will be submitted as reports to the section heads.

Expert Delphi Panel / Open - EDP546M
This is a structured review process designed to help students in assessing the validity for example of methods used to measure the value of management concepts and applications to resolve management issues. It is a tool for harnessing the views of geographically dispersed and anonymous group of experts in a particular field.
Other uses for Expert Delphi panels are in the surfacing and judging components of messy issues.

Research Methodology - LRM547M
This is a skills-based module and will provide an understanding of an integrated research methodology competency which will enable students to undertake a study commensurate with master’s level research. The module will show how academic theory is developed and will provide research training in the individual components of research design, implementation and reporting. The module will outline the basic steps in the formulation of research questions and the way in which this should be used to derive a data specification and method of data collection. Strengths and weaknesses of different data collection methods will be emphasised and students will be encouraged to develop their own research skills.

Thesis/ Mini-thesis - MTS5441
The aim of this module is to develop the student’s skills and ability to carry out an original investigation in a particular field of specialisation outlined in phase IV. The module is underpinned by LRM547M, e-Learning Research Methodology in which an appropriate thesis topic will have already been identified. Students will receive regular weekly supervision from their supervisor who will provide further guidance on methodology, literature sources and review techniques, specification of data requirements, data collection and analysis, and final presentation. The thesis/mini-thesis will normally be between 20 000 to 30 000 words. There are four types of research projects:
i. a consultancy project agreed with your organization focusing on significant strategic issues or a major operational change within the organization;
ii. an entrepreneurial project where the client could be an individual e.g. a business start-up or an organization interested in the business;
iii. an action research project where the research is centered around the participants work in an organization and studying the impact of their interventions, and finally
iv. a thesis/mini-thesis focusing on a particular topical issue or market of interest to the participant.
The major purpose of the Master’s Research Project is careful application of an appropriate methodology and technologies to a relevant research topic. A Master’s Research Project is not required or expected to result in new knowledge creation.