The Complete Online Mba (2025)

What you’ll learn
Master Core Management Principles
Analyze Business Problems Using Case Studies
Design and Execute Marketing Strategies
Make Informed Economic and Financial Decision
Optimize Operations and Supply Chains
Lead Organizational Change
Understand and Influence Organizational Behavior
Formulate and Execute Winning Business Strategies
The Most Comprehensive Online MBA Course Available
Based On The Latest Top-Quality Research
Covers All The Same Concepts & Frameworks As The Top Business Schools

Requirements
No Prior Business Experience Needed – Suitable For Both Novices & Business Professionals

Description
The MBA program at Nexus Business Academy provides a comprehensive foundation in essential business and management principles, designed for aspiring leaders and business professionals. This course covers key functional areas such as management, finance, marketing, and operations, while emphasizing ethical leadership and social responsibility. You will explore both theoretical frameworks and practical case studies, gaining hands-on experience in solving real-world business problems. The course begins with the foundations of management and gradually moves into more advanced topics like economics, accounting, and strategic management. With an emphasis on developing critical thinking and leadership skills, the course also addresses emerging business trends such as corporate social responsibility (CSR), digital marketing, and the challenges of managing change in a dynamic global environment. Upon completion, you will have the analytical tools and strategic insight needed to excel in any business context.The course features the latest top-level research and business trends, and covers both theoretical concepts and frameworks, as well as a wide variety of examples to illustrate the theory in practice – including case studies from the most succesfull businesses.This course is perfect for anyone seeking a well-rounded understanding of modern business practices, with the flexibility of learning at their own pace. Start your journey to become a top 1% business leader today!

Overview
Section 1: Introduction

Lecture 1 Introduction

Lecture 2 1.1.2 Functions of Management

Lecture 3 1.1.3 Key tasks and responsibilities of managers

Lecture 4 1.1.4 Key tasks and responsibilities of managers – Example

Lecture 5 1.2.1 Planning as a management function

Lecture 6 1.2.2 Strategic Planning

Lecture 7 1.2.3 Strategic Planning – Example

Lecture 8 1.2.4 The process of Strategic Planning

Lecture 9 1.2.5 Types of Plans

Lecture 10 1.2.6 Types of Plans – Example (Google)

Lecture 11 1.3.1 Organizational Structure – Key Concepts

Lecture 12 1.3.2 Organizational Structure – Types of Organizations

Lecture 13 1.3.3 Organizational Structure – Strategies for Organizational Design

Lecture 14 1.4.1 Leadership as a Management Function

Lecture 15 1.4.2 Leadership Styles

Lecture 16 1.4.3 Theories of Motivation

Lecture 17 1.4.4 Leadership – Case study: Apple

Lecture 18 1.5.1 Controlling as a management function

Lecture 19 1.5.2 Financial and Managerial Controls

Section 2: Module 2 – Ethics, CSR (Corporate Social Responsibility) & Sustainability

Lecture 20 2 – Introduction

Lecture 21 2.1.1 The relevance of business ethics

Lecture 22 2.1.2 Case study: Enron

Lecture 23 2.2.1 Main Ethical Theories

Lecture 24 2.2.2 Ethical Theories: Example I

Lecture 25 2.2.3 Ethical Theories: Example II

Lecture 26 2.2.4 Case study: Patagonia

Lecture 27 2.3.1 Corporate Social Responsibility (CSR)

Lecture 28 2.3.2 Caroll’s Pyramid

Lecture 29 2.3.3 The Shared Value Model

Lecture 30 2.4.1 Stakeholder Identification and Engagement

Lecture 31 2.4.2 Stakeholder Mapping

Lecture 32 2.4.3 Stakeholder Mapping: Exercise

Lecture 33 2.4.4 Stakeholder Engagement Plan

Lecture 34 2.4.5 Case study: Starbucks

Lecture 35 2.5.1 CSR and Environmental Responsibility

Lecture 36 2.5.2 Business Strategies for Sustainability

Lecture 37 2.5.3 Case study: Interface Inc.

Lecture 38 2.6.1 Social Responsibility

Lecture 39 2.6.2 Global Ethics and CSR

Lecture 40 2.6.3 Case study: Apple and Foxconn

Lecture 41 2.7.1 Integrating Ethics and CSR

Lecture 42 2.7.2 Case study: IKEA

Section 3: Module 3 – Economics for Managers

Lecture 43 3.1.1 Basic Economic Concepts for Managers

Lecture 44 3.1.2 Marginal Analysis

Lecture 45 3.1.3 The Role of Economic Thinking for Managers

Lecture 46 3.1.4 Overview of the Decision-Making Process in Business

Lecture 47 3.1.5 Overview of the Decision-Making Process in Business – An Example

Lecture 48 3.1.6 Demand & Supply and Price Elasticity

Lecture 49 3.1.7 Case study: Uber’s Dynamic Pricing

Lecture 50 3.2.1 Consumer Choice and Utility Maximization

Lecture 51 3.2.2 Consumer Choice Theory – Budget Constraints

Lecture 52 3.3.3 Consumer Choice Theory – Indifference Curves

Lecture 53 3.3.4 Consumer Choice Theory – Case study: Starbucks

Lecture 54 3.3.5 Production Functions and the Law of Diminishing Returns

Lecture 55 3.3.6 Short and long-run costs

Lecture 56 3.3.7 Short and long-run costs – Example

Lecture 57 3.3.8 Pricing – Case study: Southwest Airlines

Lecture 58 3.4.1 Market Structures

Lecture 59 3.5.1 Demand and Supply in the Labour Markets

Lecture 60 3.5.2 Labour Markets – Wage Differentials

Lecture 61 3.6.1 Government Intervention in Business

Lecture 62 3.6.2 Monetary Policy Tools

Lecture 63 3.6.3 Monetary Policy – Case study: Quantitative Easing

Lecture 64 3.7.1 Macro-economic Indicators

Lecture 65 3.7.2 Business Cycles and Economic Indicators

Lecture 66 3.7.3 Business Cycles and Economic Indicators – Example

Lecture 67 3.7.4 Business Cycles and Economic Indicators – Case study: Automobile Manufactu

Lecture 68 3.8.1 Comparative and Absolute Advantage

Lecture 69 3.8.2 Exchange Raters, Balance of Payments, Trade Policies

Lecture 70 3.8.3 Exchange Rates – Example

Lecture 71 3.8.4 Balance of Payments – Example

Lecture 72 3.8.5 Trade Policies – Example

Lecture 73 3.9.1 Current Economic Developments

Lecture 74 3.9.2 Future Economic Trends

Section 4: Module 4 – Financial Management

Lecture 75 4.1.1 Accounting Basics

Lecture 76 4.1.2 The Accounting Equation

Lecture 77 4.1.3 The Accounting Equation – Example

Lecture 78 4.1.4 Types of Assets

Lecture 79 4.1.5 The Double-Entry Bookkeeping System

Lecture 80 4.1.6 Types of Financial Statements

Lecture 81 4.1.7 The Balance Sheet

Lecture 82 4.1.8 The Income Statement

Lecture 83 4.1.9 The Cash Flow Statement

Lecture 84 4.2.1 The Balance Sheet – Example (Apple)

Lecture 85 4.2.2 The Income Statement – Example (Apple)

Lecture 86 4.2.3 The Cash Flow Statement – Example (Apple)

Lecture 87 4.2.4 The Balance Sheet – Exercise

Lecture 88 4.2.5 The Income Statement – Exercise

Lecture 89 4.2.6 The Cash Flow Statement – Exercise

Lecture 90 4.3.1 Financial vs Managerial Accounting

Lecture 91 4.3.2 Overview of Managerial Accounting Methods

Lecture 92 4.3.3 Cost Types (Fixed, Variable and Semi-Variable Costs)

Lecture 93 4.3.4 Managerial Accounting – Cost Analysis

Lecture 94 4.3.5 Managerial Accounting – Cost Variance Analysis

Lecture 95 4.3.6 Managerial Accounting – Activity-based Costing

Lecture 96 4.3.7 Performance Metrics

Lecture 97 4.3.8 The Balanced Scorecard

Lecture 98 4.3.9 The Balanced Scorecard – Example

Lecture 99 4.3.10 Case study: Cost Management at Coca Cola

Lecture 100 4.4.1 Cost-volume Profit Analysis (Break-even and Margin of Safety)

Lecture 101 4.4.2 Break-even Point and Margin of Safety – Example

Lecture 102 4.4.3 Budgeting Techniques

Lecture 103 4.4.4 Budgeting Techniques – Example

Lecture 104 4.4.5 Forecasting Techniques

Lecture 105 4.4.6 Budget Preparation

Lecture 106 4.4.7 Budget Preparation – Example

Lecture 107 4.5.1 Capital Budgeting – Overview

Lecture 108 4.5.2 Capital Budgeting – Key Concepts

Lecture 109 4.5.3 Capital Budgeting – Example

Lecture 110 4.5.4 Case study: Tesla’s Gigafactories

Lecture 111 4.6.1 Types of Funding

Lecture 112 4.6.2 Short vs Long-term Financing

Lecture 113 4.6.3 Financing Strategies – Case study: Starbucks

Lecture 114 4.7.1 Business Valuation – Introduction

Lecture 115 4.7.2 Overview of Business Valuation Methods

Lecture 116 4.7.3 Discounted Cash Flow (DCF) Method – Example

Lecture 117 4.7.4 Capitalization of Earning Method – Example

Lecture 118 4.7.5 Comparable Company Analysis (CCA) Method – Example

Lecture 119 4.7.6 Precedent Transaction Analysis (PTA) Method – Example

Lecture 120 4.7.7 Adjusted Book Value Method – Example

Lecture 121 4.7.8 Liquidation Value Method – Example

Lecture 122 4.7.9 Factors and Challenges in Business Valuation

Section 5: Module 5 – Marketing Management

Lecture 123 5.1.1 Foundations of Marketing Management

Lecture 124 5.1.2 The Marketing Mix (4P’s)

Lecture 125 5.1.3 Marketing Basics – Definition and Scope

Lecture 126 5.1.4 The Purchase Funnel

Lecture 127 5.1.5 The Customer Journey – Overview

Lecture 128 5.1.6 The Customer Journey – Awareness Stage – Key Strategies

Lecture 129 5.1.7 The Customer Journey – Interest Stage – Key Strategies

Lecture 130 5.1.8 The Customer Journey – Consideration Stage – Key Strategies

Lecture 131 5.1.9 The Customer Journey – Purchase Stage – Key Strategies

Lecture 132 5.1.10 The Customer Journey – Post-Purchase Stage – Key Strategies

Lecture 133 5.1.11 The Customer Journey – Advocacy Stage – Key Strategies

Lecture 134 5.1.12 Developing a Customer Journey Map

Lecture 135 5.1.13 The Customer Journey – Examples (Amazon and Spotify)

Lecture 136 5.1.14 Case Study – Nike’s Marketing Success

Lecture 137 5.2.1 Developing Marketing Strategies

Lecture 138 5.2.2 Case study: Tesla’s Market Segmentation

Lecture 139 5.3.1 What Drives Consumer Decisions?

Lecture 140 5.3.2 The Consumer’s Buying Process

Lecture 141 5.3.2 Case study: Apple’s Marketing Strategies

Lecture 142 5.4.1 Market Research

Lecture 143 5.4.2 Primary Research Tools – Advantages & Disadvantages

Lecture 144 5.4.3 Primary Research Tools – Key considerations

Lecture 145 5.4.4 Market Research – Example & Exercise

Lecture 146 5.5.1 Digital Marketing – Key Elements

Lecture 147 5.5.2 Developing a Digital Marketing Plan – Exercise

Lecture 148 5.5.3 Analyzing and Leveraging Consumer Data

Lecture 149 5.6.1 Product Lifecycle Management

Lecture 150 5.6.2 Product Lifecycle Management – Example I: Blackberry

Lecture 151 5.6.3 Product Lifecycle Management – Example II: Apple

Lecture 152 5.6.4 Brand Management

Lecture 153 5.6.5 Brand Management – Case study: Coca Cola

Lecture 154 5.7.1 Pricing Models

Lecture 155 5.8.1 Additional Topics in Marketing

Lecture 156 5.8.2 Integrated Marketing Communications

Lecture 157 5.8.3 International Marketing

Lecture 158 5.8.4 Ethical Marketing Practices

Section 6: Module 6 – Operational & Supply Chain Management

Lecture 159 6.1.1 Operational Management – Basic Elements

Lecture 160 6.1.2 Operational Management – Scope

Lecture 161 6.1.3 Operational Excellence

Lecture 162 6.1.4 Operational Excellence – Case study: Walmart

Lecture 163 6.2.1 Production Planning & Control

Lecture 164 6.2.2 Production Methods – Job Production

Lecture 165 6.2.3 Production Methods – Batch Production

Lecture 166 6.2.4 Production Methods – Flow Production

Lecture 167 6.2.5 Production Methods – Project Production

Lecture 168 6.2.6 Capacity Planning

Lecture 169 6.2.7 Capacity Planning – Example (and Relevant Software)

Lecture 170 6.2.8 Facility Layout & Design

Lecture 171 6.2.9 Case study: Toyota’s Production Process

Lecture 172 6.3.1 Inventory Management – Types of Inventory

Lecture 173 6.3.2 Inventory Management – Functions

Lecture 174 6.3.3 Inventory Control Techniques

Lecture 175 6.3.4 Inventory Control Techniques – Economic Order Quantity

Lecture 176 6.3.5 Inventory Control Techniques – Just-in-time (JIT) management

Lecture 177 6.3.6 Inventory Control Techniques – Safety Stock

Lecture 178 6.3.7 Inventory Management – Example Case

Lecture 179 6.4.1 Quality Management

Lecture 180 6.4.2 Performing Quality Management

Lecture 181 6.4.3 ISO Standards

Lecture 182 6.4.4 ISO Standards – Example: Internal ISO 90001 Audit

Lecture 183 6.4.5 Six Sigma – Core Principles

Lecture 184 6.4.6 Six Sigma – DMAIC Process

Lecture 185 6.4.7 Six Sigma in Practice

Lecture 186 6.4.8 TQM (Total Quality Management) – Core Principles

Lecture 187 6.4.9 TQM In Practice

Lecture 188 6.4.10 Six Sigma vs TQM – A Comparison

Lecture 189 6.5.1 Supply Chain Management – Foundations

Lecture 190 6.5.2 Suppy Chain Management – Key Components

Lecture 191 6.5.3 Supply Chain Management – Key Strategies

Lecture 192 6.5.4 Supply Chain Management – Case study: Li & Fung

Lecture 193 6.5.5 Supply Chain Management – Technological Developments

Lecture 194 6.5.6 Supply Chain Management – Case study: Walmart’s Blockchain Technology

Lecture 195 6.6.1 Risk Identification in Supply Chain Management

Lecture 196 6.6.2 Risk Assessment

Lecture 197 6.6.3 Rumsfeld Risk Matrix

Lecture 198 6.6.4 Risk Management in Supply Chains – The Kraljic Matrix

Lecture 199 6.6.5 Risk Mitigation Strategies in Supply Chain Management

Lecture 200 6.6.6 Dealing with Uncertainty in the Supply Chain

Lecture 201 6.6.7 Case study: COVID-19 the Global Supply Chain

Lecture 202 6.7.8 Developing a Risk Mitigation Strategy for Supply Chains – Exercise (Pt 1)

Lecture 203 6.6.8 Developing a Risk Mitigation Strategy for Supply Chains – Exercise (Pt 2)

Lecture 204 6.7.1 Developing Supply Chain Management Plan – Exercise (Part 1)

Lecture 205 6.7.2 Developing Supply Chain Management Plan – Exercise (Part 2)

Section 7: Module 7 – Leadership, Teamwork & Change Management

Lecture 206 7.1.1 Leadership Foundations

Lecture 207 7.1.2 Reflections on Leadership

Lecture 208 7.1.3 Core Theories on Leadership

Lecture 209 7.1.4 The Leader as a Coach

Lecture 210 7.1.6 The Leader as a Coach – The GROW Model

Lecture 211 7.1.7 The Leader as a Coach – The GROW Model (Example)

Lecture 212 7.1.8 Leadership Case Study: Ernest Shackleton’s Survival on Antartica

Lecture 213 7.1.9 Leadership – Example Scenario I

Lecture 214 7.1.10 Leadership – Example Scenario II

Lecture 215 7.1.11 Leadership – Example Scenario III

Lecture 216 7.2.1 Understanding Diversity

Lecture 217 7.2.2 Leading Diverse Teams – Best Practices

Lecture 218 7.2.3 Leading Diverse Teams – Common Pitfalls

Lecture 219 7.2.4 Geert Hofstede’s Cultural Dimensions Theory

Lecture 220 7.3.1 Conflict Resolution Techniques

Lecture 221 7.3.2 Thomas Killman Model for Conflict Resolution

Lecture 222 7.3.3 Conflict Resolution – Scenario I

Lecture 223 7.3.4 Conflict Resolution – Scenario II

Lecture 224 7.4.1 Teamwork – Basics

Lecture 225 7.4.2 High Performance Teams – Key Ingredients

Lecture 226 7.4.3 Tuckman’s Stages of Group Development

Lecture 227 7.4.4 Belbin’s Team Roles

Lecture 228 7.4.5 Social Identity Theory and Team Identities

Lecture 229 7.5.1 Change Management – Basics

Lecture 230 7.5.2 Kubler-Ross Change Curve

Lecture 231 7.5.3 Lewin’s 3-stage Change Model

Lecture 232 7.5.4 McKinsey’s 7-S Change Framework

Lecture 233 7.5.5 McKinsey’s 7-S Change Framework – Application

Lecture 234 7.5.6 Kotter’s 8-stage Change Model

Lecture 235 7.5.7 Kotter’s 8-stage Change Model – Application

Lecture 236 7.5.8 Comparison of Change Models

Lecture 237 7.5.9 Case study: Change at Microsoft

Lecture 238 7.5.10 Case study: Change at Tata Motors

Lecture 239 7.5.11 Change Management Scenario I (Lewin’s 3-stage Model)

Lecture 240 7.5.12 Change Management – Scenario II (McKinsey’s 7-S Model)

Lecture 241 7.5.13 Change Management – Scenario III (Kotter’s 8-stage Model)

Section 8: Module 8 – Organizational Behavior

Lecture 242 8.1.1 Organizational Behavior – Definition and Scope

Lecture 243 8.1.2 The IPO (Input – Process – Output) Model for Organizational Behavior

Lecture 244 8.1.3 Models of Organizational Behavior

Lecture 245 8.2.1 Personality Traits and the Workplace

Lecture 246 8.2.2 Personality and Its Broader Impact on the Workplace

Lecture 247 8.2.3 Attitudes and Job Performance

Lecture 248 8.2.4 Understanding Individual Perception

Lecture 249 8.2.5 Perception and Its Impact on the Workplace

Lecture 250 8.3 Workshop – Performance Management

Lecture 251 8.4 Workshop – Employee Engagement

Lecture 252 8.5 Workshop – Burnout in the Workplace (and How to Manage & Prevent It)

Lecture 253 8.6.1 Sources and Types of Power in Organizations

Lecture 254 8.6.2 Understanding Organizational Politics

Lecture 255 8.6.3 Navigating Organizational Politics – Best Practices

Lecture 256 8.6.4 Ethical Dilemmas in Business

Lecture 257 8.6.5 Main Ethical Theories (Recap)

Lecture 258 8.6.6 Developing Moral Leadership

Lecture 259 8.6.7 Establishing and Implementing a Code of Conduct

Lecture 260 8.7.1 Understanding Organizational Culture

Lecture 261 8.7.2 Organizational Socialization

Lecture 262 8.7.3 The Stages of Organizational Socialization

Lecture 263 8.7.4 The Role of Leaders in Shaping Organizational Culture

Lecture 264 8.7.5 Types of Organizational Culture

Lecture 265 8.7.6 Building a Positive Work Environment

Lecture 266 8.7.7 Changing an Organizational Culture

Lecture 267 8.7.8 Case study: Google’s Organizational Culture

Section 9: Module 9 – Strategic Management

Lecture 268 9.1.1 What is strategy?

Lecture 269 9.1.2 Strategy as a Dynamic Process

Lecture 270 9.1.3 The Strategic Management Process

Lecture 271 9.2.1 Analyzing the External Environment – The Value Stick

Lecture 272 9.2.2 Analyzing the External Environment – PESTEL analysis

Lecture 273 9.2.3 Analyzing the External Environment – Porter’s Five Forces

Lecture 274 9.2.4 Porter’s Five Forces – Strategic Implications

Lecture 275 9.2.5 Assessing Competition – The Four Corners Model

Lecture 276 9.2.6 Blue Ocean Strategy

Lecture 277 9.2.7 Blue Ocean Strategy – Value Innovation

Lecture 278 9.2.8 Blue Ocean Strategy – Strategy Canvas

Lecture 279 9.3.1 Analyzing the Internal Environment

Lecture 280 9.3.2 The VRIO framework

Lecture 281 9.3.3 The Value Chain

Lecture 282 9.3.3 The Value Chain – Using the Value Chain

Lecture 283 9.3.4 Product Portfolio Analysis

Lecture 284 9.2.5 Product Portfolio Analysis – the BCG Matrix

Lecture 285 9.3.6 Product Portfolio Analysis – The ADL Matrix

Lecture 286 9.3.7 Product Portfolio Analysis – The GE-McKinsey Matrix

Lecture 287 9.3.8 Product Portfolio Analysis – Ansoff Matrix

Lecture 288 9.3.9 Comparison of Product Portfolio Analysis Tools

Lecture 289 9.3.10 Core Competencies

Lecture 290 9.3.11 Core Competencies – Leveraging Competitive Advantage

Lecture 291 9.3.12 Core Competencies – (Un)related Diversification

Lecture 292 9.3.13 The SWOT framework

Lecture 293 9.3.14 The SWOT framework – Example (Netflix)

Lecture 294 9.4.1 Strategic Planning

Lecture 295 9.4.2 Forecasting & Backcasting

Lecture 296 9.4.3 Forecasting & Backcasting – Example

Lecture 297 9.4.4 Scenario Planning

Lecture 298 9.4.5 Establshing a Vision and Mission

Lecture 299 9.4.6 Strategic Planning – The OGSM framework

Lecture 300 9.5.1 Strategy Formulation

Lecture 301 9.5.2 Corporate-level Strategy

Lecture 302 9.5.3 Business-level Strategies

Lecture 303 9.5.4 Functional-level Strategies

Lecture 304 9.5.5 International Strategies

Everyone with an interest in business: from aspiring Business Leaders to Business Professionals