As you are looking for modules for MBA Program offered by Institute of Industrial and Financial Management, so here are following modules:

Institute of Industrial and Financial Management MBA Modules:

M B A 0 1 : A c c o u n t i n g a n d C o n t r o l l i n g

M B A 0 2 : M a r k e t i n g

M B A 0 3 : C o r p o r a t e F i n a n c e a n d R i s k M a n a g e m e n t

M B A 0 4 : P r o d u c t i o n a n d L o g i s t i c s

M B A 0 5 : M a n a g e m e n t I n f o r m a t i o n S y s t e m s & I T – M a n a g e m e n t

M B A 0 6 : M a n a g e r i a l E c o n o m i c s

M B A 0 7 : I n t e r n a t i o n a l T a x a t i o n a n d L a w

M B A 0 8 : O r g a n i z a t i o n a l L e a d e r s h i p

M B A 0 9 : I n t e r p e r s o n a l C o m p e t e n c e

M B A 1 0 : R e s e a r c h P r o j e c t s / R e s e a r c h M e t h o d s | International ...

M B A 0 1 : A c c o u n t i n g a n d C o n t r o l l i n g

Qualifying target:
Understanding the information importance of the data for the property, financial and profit situation of the company from various legal documents for the accounting evidence
gaining knowledge of problems and possible solutions in planning, implementation and control in various areas of managerial decision-making (accounting evidence affecting negotiations)
Contents:
Balance sheet and income statement as a source of information for corporate interests (stakeholder); international accounting regulations
Income statement (business results, and results of EBIT sections and operations, creating value);
Outcome indicators (profitability, ROI, productivity, economic value added – EVA, cash flow), (Internal) accounting evidence focused on decisions: Management of profit centers, cost centers and service centers; range analysis, break even analysis, target cost management, decision making, make or buy, balanced scorecard, budgeting, analysis of deviations

M B A 0 2 : M a r k e t i n g
Qualifying target:
Students should understand the concept of marketing, identify the determinants of marketing behavior and learn marketing strategies and tools. On this basis, a separate analysis of decision situations should be allowed. The actual behavior appropriate to the given problem and the application of learned principles for marketing purposes is practiced on the examples and reflection on one’s own experiences.

Contents:
Marketing concept
Marketing environment
Marketing objectives
Marketing strategy: Market selection, Market entry / Market defense, Competitive negotiations
Marketing tools: Product and servicing policy, Pricing and contractual policy, Distribution policy, Communication policy
Planning and organization as a form of implementation of the marketing

M B A 0 3 : Co r p o r a t e F i n a n c e a n d R i s k M a n a g e m e n t
Qualifying target:
Students will become familiar with the framework conditions of business decisions in investment and financing in the capital market and learn how to use them with focus on the target. In addition, they will also learn how they must deal with business risks, especially with the market (price) risks and which hedging instruments, in particular derivative products, can be used in risk management.

Contents:
functions and structures of capital markets
interest rates and interest structure curve
risk yields profiles
financial instruments
globalization of financial markets
efficiency and inefficiency of financial markets
instability of financial markets
motifs of activities of the financial markets
modules of portfolio theory (risk and return as key variables, covariance of equity returns, diversification benefits, three-stage process of deciding on the portfolio and portfolio optimization)
modules of the equilibrium theory of capital market (Capital Asset Pricing Model, CAPM), the content of clarification of CAP models, substantial parts of a standard CAPM)
concepts and application possibilities of risk management
corporate governance and risk management
concept and types of risks
identification, measurement / assessment and management of business risks
systematic risk hedging using derivative instruments
selected derivative hedging instruments (options, futures, swaps)
hedging and speculations

M B A 0 4 : P r o d u c t i o n a n d L o g i s t i c s
Qualifying target:
Participant
is able to define and describe concepts of logistics, production, and, beyond this framework, optimization by supply chain management
knows the goals and target conflicts in logistics and production, and knows the potential areas and optimization strategies
can present planning tasks of supply chain management (logistics and production)
can fully cooperate in the creation of supply chain on strategic base
knows the hard and soft success factors for logistics and production
can completely take over the planning and creation of optimized process chain and structures in logistics and production
Contents:
basics of logistics
foundations of manufacturing management
basics of management processes
basics of supply chain management
Case studies for supply chain management (in excess of strategic case studies, case studies for distribution logistics, case studies for supply logistics, case studies for internal logistics in business and case studies for manufacturing issues)

M B A 0 5 : M a n a g e m e n t I n f o r m a t i o n S y s t e m s & I T – M a n a g e m e n t

Qualifying target:
Upon the completion of the course, the participants should be able to:
MIS
identify and discuss typical issues related to the use of corporate information systems,
assess various manifestations of application environments (enterprise architecture);
describe the requirements for information systems
know basic principles of information systems evaluation (efficiency),
identify trends in information systems development
in order to engage in constructive critical discussion with CIO, CEO or technology experts.

IT Management
assess the importance of information and communication technique (IaK) for companies
focus using IaK technique with appropriate methods to reach business objectives,
be able to successfully follow the implementation of IaK technique in the company,
know the methods and tools in order to make optimum use of resources of IaK technique,
assess the involvement of IT in the organization
in order to engage in constructive critical discussion with the CIO, CEO or technology experts.

Contents:
Enterprise Architecture: What businesses need the information systems? Seminar: Process environment focused on value creation
Business models and information system; Case Study: Zara
ERP systems: forms of occurrence, markets and trends; Seminar: Potentials of using ERP systems
Information systems for decision-makingCase study: Harrahs
Business models in Web 2.0; Case study: Smava.de
Cost-effectiveness of information systems; Seminar: Estimate of investment for information system
Papers (participant)
IT Management
Thematic block 1: What is the significance of information and communication technique (IaK) for the company?
Thematic block 2: How is the IaK technique successfully used in the enterprise?
Thematic block 3: How is it possible to focus the use of IaK techniques on business objectives?
Thematic block 4: What is the best way to use the resources of IaK technique?
Thematic block 5: Where is decided on IT – IT involvement in the organization?