The Cranfield Management MSc is ranked 1st in the UK and 7th in the world by The Economist WhichMBA? Masters in Management 2017 ranking.

The Management MSc will equip you with the knowledge and practical skills you need to tackle complex business challenges and to prepare you for demanding managerial roles in the future. It includes a distinctive blend of theory with practical application through highly experiential simulations, consulting, competitions and project work. It also offers you the opportunity to gain invaluable work experience at a company during a three-month, expenses-paid, in-company internship project.

MSc in Management video
An introduction to the Management MSc

At a glance

  • Start date24 September 2018
  • Duration13 months
  • DeliveryTaught modules (60%) are assessed by a combination of written assignments, exams and group work/presentation. The internship project report / thesis (40%) is written individually and submitted at the end of the course.
  • QualificationMSc
  • Study typeFull-time

Who is it for?

  • Graduates with a desire to develop their knowledge and skills in management before seeking their first professional role.
  • Early career professionals with a passion for business and aspirations to take their career to the next level. 

Class Profile 2017/18*:

Gender:
Male 41% - Female 59%
Age Range:
20 - 39 years
Average Age:
26 years
Number of Nationalities: 11
Cohort Size: 75 MiM 46
MENT 21
MCS 8


*The above data combines the 2017/18 class profiles for our three Management Master’s courses: Management MSc (MiM), Management & Entrepreneurship MSc (MEnt) and Management & Corporate Sustainability MSc (MCS).

Term Dates

Orientation Week:
24 September 2018 – 28 September 2018
Term One:
1 October 2018 – 14 December 2018
Term Two:
7 January 2019 – 22 March 2019
Term Three:
8 April 2019 – 21 June 2019
Term Four:
24 June 2019 – 18 October 2019

Why this course?

More than just an academic institution, Cranfield School of Management’s world-class research, expertise and teaching, result in practical management solutions that are transforming the world of business today. For 50 years, we have been working with leading companies across the globe, pursuing our mission to improve the practice of management.

Teaching at Cranfield is exclusively focused on postgraduate and executive levels and is designed to nurture your practical business skills and confidence, and places huge emphasis on real-world challenges. You will learn to act on evidence in order to make better management decisions. This leadership development journey explores your personality to help you understand your strengths and weaknesses.

 This course will:

  • Introduce you to managerial economics and enable you to use economic reasoning in managerial decision making, and understand how external environment and internal capabilities shape a firm’s competitive position
  • Develop your knowledge and understanding of a range of management science techniques and tools to support management decisions.
  • Develop your management consultancy skills, and enable you apply them while role-playing a management consulting team working on a genuine business issue, competing against other teams.
  • Engage you in gaining a better understanding of how corporate action can be best configured to promote responsible and sustainable business strategies.
  • Gain an understanding of operations management and its contribution to organisational competitiveness, the ‘human factor’ element and how people behave within organisations, together with strategic marketing and management.

The internship provides invaluable practical work experience, and many of our graduates have been offered positions within the companies they completed their internship with.

Watch our student and faculty videos to find out more

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Carlotta

"The possibility to have a summer internship in the UK is a unique opportunity that only Cranfield offers. Cranfield is hard work but an incredible place where I have been able to challenge myself and build my self-confidence as well as create strong relationships with very interesting people."

Carlotta Dragoni, alumna, Management MSc, 2015

Informed by Industry

An external advisory panel informs the design and development of the course, and comprises senior management practitioners, reinforcing its relevance to the modern business world. Many of our faculty have held senior positions in industry and continue to engage with industry through consultancy and teaching. They are also supported by a team of international visiting industry speakers and professors who bring the latest thinking and best practice into the classroom.

You will benefit from our close links with business through international case studies, a management consultancy simulation, visiting speakers providing an overview of the challenges they are facing and through the three-month internship project in the final term.

Your teaching team

Our faculty are committed to improving the practice of management. As leaders in their field with hands-on business experience, they understand the challenges of putting theory into practice. Their experience is reinforced by close links with organisations through consultancy projects, teaching on executive development programmes and sponsored research. This ensures that what you learn at Cranfield is always current and cutting edge. Faculty teaching on the Management MSc include:

Accreditation

The Cranfield Management MSc is a Chartered Management Institute (CMI) dual accreditation degree. This provides the opportunity to stand out from other management graduates by achieving the CMI’s professional management qualification alongside your Cranfield degree. 

The CMI is the only chartered professional body in the UK dedicated to promoting the highest standards in management and leadership excellence.  It is the only organisation awarding Chartered Manager status, and has a 100,000+ membership.

CMI logo

Course details

The course comprises ten core modules and three elective modules. This enables you to tailor the course to suit your personal career plan. The ‘Effective Cross-Cultural Management’ elective takes place in Granada, Spain, and provides the opportunity for you to fully immerse yourself in Spanish culture while obtaining theoretical knowledge around cross-cultural management. The culmination of the learning process is your opportunity to undertake an individual thesis project which is in-company or Cranfield led. The topics covered in this three-month internship project cover a broad range of areas.

Internship

The final thesis element of the programme requires you to undertake a major research project in association with a three-month internship placement with a partner company.

The internship placement will provide you with the opportunity to gain invaluable practical experience and apply what you have learnt during the course in an organisational environment. You will deepen your management knowledge and gain the potential to build a network of contacts.

Internship project case studies

Assessment

Taught modules (60%) are assessed by a combination of written assignments, exams and group work/presentation. The internship project report / thesis (40%) is written individually and submitted at the end of the course.

University Disclaimer

Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff and, as a result, may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.

To give you a taster, we have listed the core modules and some optional modules affiliated with this programme which ran in the academic year 2017–2018. There is no guarantee that these modules will run for 2018 entry. All modules are subject to change depending on your year of entry.

Compulsory modules
All the modules in the following list need to be taken as part of this course

Economics for Managers

Module Leader
  • Professor Catarina Figueira
Aim

    To introduce the concepts and techniques associated with Managerial Economics, i.e., Microeconomics (e.g. market analysis, price theory, rationality) and Macroeconomics (e.g. inflation, exchange rates and interest rates).



Syllabus
    • The initial few sessions are spent on discussion of the concept of equilibrium as it applies to the micro and macro structures of a broad range of financial markets.
    • In the next four sessions, an understanding of choice theory and rational economic decision making as it applies to the levels and structure of prices of assets in a broad range of financial markets is developed.
    • Finally, remaining sessions are devoted to discussion of the concepts and ideas in macroeconomics which have a direct relevance to financial markets. Particularly, discussion is centered around the understanding of monetary economics and the institutional context to which it applies. Discussion of structure of money and capital markets rounds up this module.


Intended learning outcomes

On successful completion of this module you should be able to:

 

  1. Employ economic reasoning when making choices in the use of resources.
  2. Recognise the importance of marginal analysis and diminishing returns in the context of business and consumer decisions.
  3. Appreciate the various objectives which different firms may pursue and the consequent impact on managerial decisions, including those relating to price and output levels.
  4. Analyse both the external environment and the internal capabilities of a firm and understand the forces shaping the firm’s competitive environment.
  5. Recognise the importance of developments in the macroeconomy for management and business performance. 

     

    By the end of this course, you should exhibit:

     

  6. An ability to use economic theory.
  7. An ability to use relevant geometric and quantitative models to explain and analyse monetary and financial phenomena.
  8. An ability to apply economic theory to real world problems, e.g., via case study analysis.



Improving Decision Quality with Management Science

Module Leader
  • Dr Benny Tjahjono
Aim

    It is imperative that managers are competent decision makers.  The decisions faced by managers are generally not only difficult but are also subject to time pressure, increasing the likelihood of mistakes.  A logical and rational approach to making decisions based on a scientific approach is therefore invaluable. 

    This course aims to introduce the Management Science (MS) approach by presenting a range of MS techniques. The course will describe, demonstrate and critique the application of a range of MS techniques to support management decisions. MS techniques that will be covered range from simple graphs to deterministic and stochastic modelling, including statistical analysis and forecasting methods. All lectures are designed to be interactive. The focus will be on the practical application of methods and on the interpretation of their output, but we will ensure that you have an appropriate grounding in theory as well. Knowledge and understanding of the module learning outcomes will be assessed in a formal written examination.

Syllabus

    The module includes the following main subject areas:

    • Introduction to modelling (management science approach to problem solving, model building: break-even analysis, business usage of management science techniques)
    • Modelling with linear programming (model formulation, graphical solution)
    • Solving linear programming models (computer solution, sensitivity analysis, a marketing example, a transportation example, a blend example)
    • Decision making models (decision making under uncertainty, decision making under risk)
    • Modelling multi-criteria problems (goal programming, analytical hierarchy process, scoring models)
    • Simulation (the Monte Carlo process, computer simulation with MS Excel spreadsheets, verification of the simulation model with examples from queuing problems in service operations)
    • Forecasting (forecasting components, time series methods, forecast accuracy, regression methods)

     

Intended learning outcomes

On successful completion of this module you should be able to:

Knowledge & Understanding:

  1. Be able to discern and apply appropriate Management Science techniques to analyse and solve common management decision problems.
  2. Be able to propose appropriate solution approaches to new decision problems.
  3. Be able to evaluate the application of Management Science techniques to a given problem and critically discuss their applicability, strength and weaknesses.
  4. Be fully aware of the limitations of various Management Science techniques in a problem context .

    Skills & Other attributes:

  5. Be able to communicate the solutions provided by Management Science techniques based on an understanding of the theoretical principles that underpin the solutions.
  6. To be able to correctly interpret the results in a clear and meaningful way and to be able to communicate them effectively to a lay audience.

 

Management Consulting

Module Leader
  • Dr Monica Franco-Santos
Aim

    This is an integrative module allowing you to develop management consulting skills and apply their learning in a practical manner. You will work in their consulting teams and will role-play as a management consulting team, competing against the other teams. All teams will address the same business challenge: a genuine business issue in a particular company. You will have a set of taught sessions on the ‘art and craft’ of management consulting. In parallel, they will work with their consulting teams to address the case company business challenge. They will have three weeks to understand the problem; gather the relevant data; use appropriate tools/frameworks and propose innovative, pragmatic and achievable solutions

Syllabus

    This module comprises conceptual knowledge about the foundations of management consulting and practical knowledge developed through a real-life case exercise. The module includes teaching sessions focused on the following

    1. Consulting skills
      • Listening
      • Communication
      • Persuasion
      • Problem solving
      • Negotiation
      • Decision-making
    2. Consulting process
    • Diagnostic phase
    • Data collection phase
    • Design phase
    • Implementation phase
    • Education phase

     

Intended learning outcomes

On successful completion of this module you should be able to: 

This module is intended to enable you to develop critical management consulting skills and apply them in the context of a real-life business problem. By the end of this module you should be able to:

  1. Critically examine managerial problems and propose practical solutions.
  2. Apply the theories, frameworks and perspectives learnt in other modules.
  3. Explain and critically assess relevant processes, concepts and methods involved in management consulting projects.
  4. Recognise how to develop strong relationships with external and internal clients.
  5. Present ideas effectively to an audience of business executives.  

 

Managing Corporate Sustainability

Module Leader
Aim

    Global sustainability challenges are shaping the way business operates in the 21st century. Businesses are under increasing pressure from multiple stakeholders (for e.g. shareholders, customers, employees, society) to manage their positive and negative impacts with clear responsibility and strategic intent.  Leading firms are choosing to respond to these challenges by generating sustainable value propositions to ultimately drive competitive advantage. For many this has meant re-engaging at the level of purpose and re-addressing their role in wider society and for human well-being. 

    This module outlines the major sustainability challenges and explores how progressive organisations are responding to them in-terms of organisational mind-set, leadership, value-chain, collaboration and change management.  It will engage you in gaining a better understanding of how corporate action can be best configured to promote responsible and sustainable business strategies. In doing so, it will demand you (as future business managers and leaders) to reflect on the long-standing debate about whether or not ‘the business of business, is still business?


Syllabus

    This module has seven elements as follows:

     

    Sustainability Challenges & New Industrial Paradigm

    This element introduces corporate responsibility and sustainability theory and practice.  It will discuss key concepts such as corporate social responsibility, sustainable business, citizenship, accountability and transparency. Subsequently, it will provide an overview of the most urgent and critical social, environmental and economic challenges facing world of business. In doing so it explores a numbers of system-level trends drawing on the research of leading scientific communities.

     

    Key topics include

    • Globalisation/internationalisation
    • Policy and regulation: Rio +20, Kyoto, UN Global Compact, WBCD, REACH
    • Global trends: climate change, water, food, energy security nexus, social, population demographics, poverty, social inequality, consumerism, cyber security, social media, politicisation of markets
    • Sustainable development and sustainable consumption
    • Corporate social responsibility/citizenship
    • Systemic innovation and systems thinking

     

    The Responsible Organisation’s Mind-set Response

    This element explores organisational mind-set responses to the global sustainability challenges. It begins by examining common conceptions regarding the relationship between business and society. Further discussions focus on ethical business conduct and the major philosophical debates informing modern commercial practices.

     

    Key topics include

    • Business and society
    • The role of human capital and diversity
    • Re-thinking value, new business models and social enterprise
    • Business ethics and philosophical perspectives
    • Human rights and social justice
    • Philanthropy
    • Public demonstration of good practice - ESG, triple bottom line/natural capital/GRI

     

    Leadership Response

    This element explores the leadership response for positive change for corporate responsibility and sustainability.

     

    Key topics include

    • How leading for corporate responsibility and sustainability is different from leading in other contexts
    • Corporate governance
    • Strategies for corporate social responsibility and sustainability
    • Reporting sustainability performance
    • Leadership skills for the future

     

    Value Chain Response

    This element explores how sustainable design/technology, production, supply chain and consumption contribute to corporate responsibility and sustainability.

     

    Key topics include

    • Cradle to cradle/closed loop economy/low-carbon economy/bio-mimicry
    • Product service systems
    • Sustainable marketing/ethical consumerism
    • Sustainable supply chains
    • Authenticity and public communications

     

    Inter-organisation Network Response

    This element explores how external networks, collaborations and partnerships between various stakeholders can collectively contribute to positive change for corporate responsibility and sustainability.

     

    Key topics include

    • Stakeholder theory and engagement
    • Open innovation and network dynamics
    • Sustainability professional services and consulting
    • Business led coalitions and multi-stakeholder collaborations

     

    Championing Change Response

    This element explores how organisations can begin to engage managers and employees’ (as key stakeholders) to create momentum for positive organisational level change.

     

    Key topics include

    • Stages of sustainability maturity
    • Business case and materiality assessment / diagnosis
    • Engaging employees as stakeholders
    • Social intrapreneurs as agents of change
    • Professionalisation of sustainability

     

    Sustainable Futures & Scenarios

    This element explores your conceptualisations of ‘sustainable futures’ (e.g. in health, transport, energy sectors etc.) using creative techniques (e.g. future casting).

     

    Key topics include

    • Managing uncertainty
    • Scenario planning, horizon scanning and future gazing
    • Designing alternative futures



Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Recognise the range of global sustainability challenges facing businesses.
  2. Establish key concepts and theories relating to Corporate Sustainability, Corporate Social Responsibility/Citizenship and Business Ethics.
  3. Decipher and articulate the value of organisational responses to sustainability challenges.
  4. Review and evaluate the different ways in which organisations assess their material impacts and how they report sustainability performance.
  5. Express the distinguishing management and leadership skills required to manage and embed successful corporate sustainability initiatives.
  6. Discuss how to engage employees and identify potential change agents and sustainability champions.
  7. Undertake a rough-cut organisational sustainability maturity diagnostic assessment and appraisal.
  8. Apply envisioning tools to imagine and design future sustainable business scenarios.
  9. Use sustainability performance data from company report and accounts and other data bases to carry out a comparative analysis.
  10. Be able to work in teams, explore/present collective intellectual positions and debate their merits amongst peers.
  11. Articulate the key tenants of an implementation plan that avoid the risks associated with ‘green wash’ approach to sustainability.



Managing Operations

Module Leader
Aim

    To provide the participant with an understanding of the Operations Management task and its contribution to organisational competitiveness.


Syllabus

    The module covers:

    • Strategic role of operations
    • Process design and layout
    • Managing the process experience
    • Tools and techniques of process improvement
    • Capacity management
    • Inventory management, lean and agile operations
    • Quality management and improvement
    • People in operations




Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Examine the different types of operations employed by organisations and their distinctive characteristics.
  2. Analyse the capabilities of different types of operation including the trade-offs involved.
  3. Show how to select the priorities for operational performance improvement and how to implement them.



Managing People and Organisations

Module Leader
  • Dr Richard Kwiatkowski
Aim

    Introduction: success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively.  

    Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation.  It is rarely an absence of planning that causes organisational difficulties; rather it is the failure of management in understanding and managing complex personal and interpersonal systems that can lead to significant problems. Similarly an acute and critical understanding of these dynamic relationships can lead to profound and enduring success and benefit for the individual, the organisation and wider society. 

    In this module you will be introduced to various aspects of people and organisations.  This module combines models, theories and ideas from organisational behaviour, psychology, sociology, and human resource management in order to provide you with a basic understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them.  We shall further consider the impact of the external environment on organisations; and address notions of organisational change. 

    This module is necessarily an introduction; further suggestions of reading and of consequent activities will be provided.  

    It may also be that you will wish to undertake a project in this area; several of the faculty involved will be pleased to discuss this with you.


Syllabus

    The module covers:

    • Introduction to People and Organisations
    • Individual differences
    • Personality
    • Learning
    • The Team
    • Human Resource Management
    • Performance
    • Politics
    • Culture
    • The Changing World of Work
    • Change
    • Change in Organisations
    • Application




Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Understand a number of different ways of conceptualising people and individuals in organisations, including performance and change.
  2. Understand the importance of relationships at work, group dynamics, effective teams and leadership in achieving effectiveness.
  3. Critically engage with various relevant models, theories and ideas in order to enhance personal capability, including identification of gaps in knowledge and skills, linking to insights regarding one’s personal and professional development agenda.



Marketing Strategy

Module Leader
  • Professor Emma Macdonald
Aim

    A crucial competence for marketers is marketing strategy: in simple terms, analysing how the target market divides into segments, which of these segments are key targets for the firm, what the firm’s value proposition to each segment is, and what financial results can be expected over a planning period of typically 1-3 years. This module teaches Cranfield’s world-leading step-by-step process for developing such a marketing strategy and documenting it in a marketing plan. This process has been developed with hundreds of blue-chip companies worldwide over the last 30 years, informed by several Cranfield PhDs on the topic which have studied what works in practice. It is documented in the world’s leading textbook on the topic, McDonald & Wilson’s Marketing Plans, which has sold over half a million copies. This book is used as the course text and you are strongly advised to buy their own copy, to help bridge from the course to planning for real in their subsequent management roles.

    Being able to define or refine a marketing strategy underpins all other aspects of marketing which help to make this strategy happen. For example, the firm’s brand or brands need to be aligned with the value proposition, as do marketing communications. To help you integrate learning across these different marketing disciplines, this module is assessed through an integrated assignment alongside branding and marketing communications modules.

     

Syllabus

    The module covers:

    • Strategic marketing in context
    • 10 steps of the strategic marketing planning process
    • Mission statements and organisational objectives
    • The Marketing Audit and analytical tools
    • Market maps and market segmentation
    • SWOT analysis
    • The Directional Policy Matrix
    • Marketing objectives and strategies
    • Product and pricing strategy.

     


Intended learning outcomes

On successful completion of this module you should be able to:

  1. Understand the evolution and role of marketing and be able to describe the characteristics of a customer-centric organization.
  2. Appreciate a series of marketing strategy tools and techniques and their application in practice.
  3. Recognise a successful marketing planning process and understand the construction and evaluation of a strategic marketing plan.
  4. Structure and prepare a comprehensive strategic marketing plan.
  5. Evaluate marketing plans prepared by others.

 

Research Methods and Statistics

Module Leader
  • Ian Crawford
Aim

    The Research Methods and Statistics module is primarily designed to equip participants to design, conduct and report on their MSc research project. It does have other, wider objectives relating the management careers that participants will pursue once their Cranfield Masters programme has been completed. Those responsible for designing this module were cognisant of the following:

    • Managers are chiefly paid to make decisions.
    • Managers will be evaluated on the basis of the outcomes from their decisions.
    • Managers are expected to make ‘informed’ decisions i.e. be based on information.
    • Decisions based on high quality information have a higher probability of producing desired outcomes than decisions based on any alternative approach.
    • A manager who understands research design, methods and analysis is better equipped to design research briefs, evaluate research proposals and commission the best research supplier.



Syllabus

    The module covers:

    • The nature and purposes of an MSc thesis.
    • An introduction to organisational research methods.
    • Research planning and design.
    • Selecting and applying qualitative research methods.
    • Using SPSS for statistical analysis of research data.
    • Selecting and applying statistical tests and measures.




Intended learning outcomes

On successful completion of this module you should be able to:

  1. Articulating and defining management problems.
  2. Designing and planning studies that will generate the data required to make informed management decisions.
  3. Choosing appropriate methods of qualitative and/or quantitative data collection methods.
  4. Choosing and applying appropriate methods of qualitative and/or quantitative data analysis.
  5. Translating data into information to form evidence for management decision making.
  6. Utilising the most widely used quantitative and qualitative analysis software by practitioners.

     

    Develop The Following Skills:

  7. Time management.
  8. Project Planning.
  9. Make informed decisions i.e. evidenced-based decision making.
  10. Structuring and ordering management reports.
  11. The critical evaluation of data and information.
  12. The critical evaluation of data and information interpreted and presented by third parties.
  13. Writing concisely, informatively and persuasively in order that communications achieved their intended effect.
  14. Presentation skills.



Strategic Management

Module Leader
  • Dr Richard Schoenberg
Aim

    Strategic Management is concerned with the direction and scope of the organisation.  This involves determining the purpose of the organisation, establishing objectives and formulating strategies to achieve the objectives. It predominantly explores how an organisation positions itself with regard to its changing environment, and in particular its competitors, in order to gain and sustain competitive advantage. This means that strategic management considers how an organisation’s internal resources and capabilities can be developed to meet the changing demands of customers, in such a way as to achieve the expectations and objectives of its stakeholders. 


Syllabus

    On successful completion of this module you should be able to: 

    1. Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
    2. Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
    3. Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
    4. Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy.



Intended learning outcomes

On successful completion of this module you should be able to:

  • Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
  • Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
  • Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
  • Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy

Managing Profitability, Liquidity and Asset Utilisation

Module Leader
  • Dr Simon Templar
Aim

    The aim of the Managing Profitability, Liquidity and Asset Utilisation module is to introduce the role of finance within an organisation and then introduce a number of traditional and contemporary costing approaches that will increase the visibility of cost and aid management decision-making.  The module begins with a session which explores the role of accounting and finance within an organisation. You are then introduced to the key financial statements contained in the Report and Accounts of a business. Highlights the role of management accounting and needs of users of financial information. Later lectures then introduce the participants to the fundamental concepts of cost accounting and its principles, before moving on to evaluate the different costing tools and their impact on the management of the organisation. The final theme explores the role of the accounting in the budgeting and control processes within the organisation.

    This module will require you to demonstrate their ability to master and apply the knowledge and skills that they have gained from this module to the application of a variety of practical management problems, and case studies will be used to deliver the learning objectives.


Syllabus

    The module has five main themes which are delivered in ten sessions:

    • Role of accounting and finance within an organisation.
    • Interpretation of Company Financial Statements .
    • Introduction to traditional and contemporary accounting tools andtechniques, which can be applied to management decisions.
    • The application of accounting tools and techniques to support decision-making.
    • Exploring the relationship between accounting information and the management of an organisation.



Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Identify how management decisions can have an impact on the financial performance of an organisation.
  2. The academic content of this course will provide you with an appreciation of the theoretical concepts that underpin traditional and contemporary cost accounting approaches used to cost processes.
  3. You will be able compare the strengths and weaknesses of traditional and contemporary costing approaches.
  4. Interpret a set of Company Report and Accounts.
  5. Demonstrate their knowledge of a number of costing approaches, through direct practical application to a relevant management issue.
  6. Apply a number of financial tools and techniques to appraise projects, product and customers profitability.



Elective modules
A selection of modules from the following list need to be taken as part of this course

Disruptive Innovation

Module Leader
  • Dr Clive Savory
Aim

    This module introduces disruptive innovation and sets out why it is a distinctive form of innovation. The core theory underpinning the topic is introduced along with the rationale for adopting a contrasting approach to that used for managing incremental innovation. The module presents a range of practical tools to support organisations in building strategic competences that enable them to recognise, create or react to disruptive innovation. The module reviews how disruptive innovation applies, individually or in combination, to technology, processes, services and business models.

    A core element of the module will be a simulation of an innovation project. The project’s aim will be to develop an innovative product that has potential to be disruptive to the existing market. The simulation will involve team-based activities that equip you with practical tools and hands-on experience. The assessment requires a critical reflection on the experience of using various techniques for managing disruptive innovation within the simulation.

    During the module the knowledge and skills required for the simulation will be introduced through a combination of lectures, cases studies and other activities. These will introduce both theoretical elements of the module but also practical techniques that can then be applied within the simulation.

     

Syllabus
    • Identifying and analysing recent, relevant literature that informs an understanding of an organisational capability in innovation, for example through the individual capabilities supporting the Pentathlon framework.
    • Understand the nature of disruptive Innovation: what is it, and why is it necessary?
    • Understanding how coordinated development effort across a combination of goods, technologies, services and business models can result in disruptive innovation.
    • Use and reflect on specific approaches and techniques that underpin an innovation capability, for example:
      1. Understanding, classifying and prioritising customer needs using the Kano model.
      2. Planning technology and is development trajectories using techniques such as environmental analysis, technology roadmapping, and other foresight techniques.
      3. Analysis and design of services using techniques such as service blueprints.
      4. Analysis and design of business models using techniques such as the business model canvas.
      5. Prioritisation of projects within the innovation pipeline.
      6. Management of the new product development process.
      7. Evaluation of an innovation in terms of its disruptive potential.
Intended learning outcomes

On successful completion of this module you should be able to:

 

  1. Examine the key capabilities, and their interrelationships, that underpin an organisational capability in innovation.
  2. Critically apply and review the theoretical underpinning of innovation management to the process through which innovative technologies, services and business models are developed.
  3. Explain how disruptive innovation might be distinct from other forms of innovation and test whether a specific innovation has disruptive qualities.
  4. Analyse how an organisation’s approach to the innovation process influences the types of innovation created.
  5. Evaluate the use of a range of techniques that enable disruptive elements of an innovation to be analysed and communicated in terms of the contribution of technological, process and business model innovation.
  6. Reflect on the experience of planning an innovation project and critically review the extent to which the new product has disruptive potential.

 

This module will also develop a potential foundation for a dissertation. A dissertation could draw on the module content to inform the development of an innovation that has been proposed or is currently in development. A dissertation could focus on various aspects of a disruptive innovation, for example, to analyse and understand the relationship between organisational environment and innovation type (disruptive vs. incremental) or to evaluate a set of potential scenarios for development of an innovation. 

Entrepreneurship

Module Leader
  • Dr Maarten Van Der Kamp
Aim

    The aim of the course is to provide you with knowledge and skills relevant for the management of new ventures across the entrepreneurial life cycle.  The course will also act to prepare those of you who want to undertake an internship for a new venture as part of their thesis on the MSc in Management.

Syllabus
    • The Entrepreneurial Profile and Self-Assessment
    • The Economic Environment for Entrepreneurs
    • Entrepreneurial Strategy & Risk Management
      • Managing business Start-up & Survival
      • Managing Growth and Exit
    • Business Planning: approaches and methodology
    • Venture Finance
    • Public Policy


Intended learning outcomes

On successful completion of this module you should be able to: 

  1. Evaluate their own motivation and skills as they relate to entrepreneurship.
  2. Assess the impact of the business environment on entrepreneurial opportunity and strategy.
  3. Identify determinants of the performance of new ventures.
  4. Understand how managerial challenges vary across the entrepreneurial life cycle.
  5. Assess the extent to which different types of ventures are a good fit for their skills, personal interests and willingness to take risk.
  6. Manage risk in new ventures.
  7. Assess the likely financial needs of a new venture and pitch for finance.
  8. Do due diligence on new ventures.
  9. Develop and write a credible business plan for a new venture.



Managing Business Technology Investments

Module Leader
  • Dr Donna Champion
Aim

    This module focuses on improving business performance by the exploitation of information. Recent advances in technology such as Cloud and Social Media emphasize the importance for evaluating emerging opportunities. The core of the module is not technology per se; rather, it is concerned with how technology enables improvements in/transformations of business performance. The ways in which technology should be managed in order to deliver real business benefits form a key theme of this module.  Managing the business changes associated with the implementation of large technology investments require significant involvement from business managers.

Syllabus

    The module covers:

    • The role of business technology in enabling organisational change.
    • Ensuring a benefits focus to all business technology enabled change.
    • Managing a business change investments.
    • The manager’s role in technology development and implementation.
Intended learning outcomes

On successful completion of this module you should be able to:

  • Assessing the role of business technology group within an organisation.
  • Identifying opportunities for the application of business technology within an organisation and industry sector.
  • Deploying business and process analysis skills.
  • Delivering real business benefits from business technology investments.
  • Identifying stakeholder implications of business technology enabled organisational change.
  • Establishing appropriate governance structures.
  • Understanding vendor selection and outsourcing.
  • Implementing major business technology enabled change.
  • Assessing where business technology can add value to an organisation’s performance.
  • Developing a benefits focus for a proposed business technology enabled organisational change initiative.
  • Developing a business change implementation plan.
  • Identifying business risks associated with technology enabled business change.

Mastering Project Management

Module Leader
Aim

    In many organisations, projects are the units of work by which the organisation operates, and value is delivered. In organisations where functional departments dominate the organisational design, strategic and change projects are run across these functions. Currently, there is a heightened emphasis on delivery within both government and industry with a widespread expectation that the approach of managing through projects will provide assurance in such delivery. It is an interesting challenge that this expectation is often not matched by performance.

    This elective focusses on the following module aims:

    • Develop a robust baseline of knowledge and understanding of the fundamental principles of project management;
    • Introduce key theories, principles, processes, tools and techniques underpinning project management;
    • Raise critical awareness of common methods and other guidance for practical application;
    • You to demonstrate your learning in planning for a simulated project.  
Syllabus

    The module covers:

    • Project management concepts
    • Project organisation structures,
    • Manage Complexity
    • People in projects: leadership, teams and roles
    • Project definition & approval
    • Risk management
    • Estimating
    • Information, coordination & control
    • Earned value management
    • Project closure and lessons  
Intended learning outcomes

On successful completion of this module you should be able to:

  • Have familiarity with the relevant project management related techniques.
  • Assess appropriate use of a range of ‘hard’ and ‘soft’ skills to a project from its inception to completion.
  • Practical planning and execution of a project in ‘real-time’.
  • Leading and/or performing as a member of a project team. 
  • Collective decision making under the influence of uncertainty.

The main objective of this elective is to demonstrate the basics of planning and execution in an environment characterised by uncertainty. Project managers need general management skills, along with a knack for problem solving. Project managers are there to plan and manage the work. You will slip in the role of a project manager - Be a Leader and a Manager, be a Problem Solver, be a Negotiator and Influencer, be an Excellent Communicator, be a Good Organiser, and be a Competent and Consistent Planner.

Organisational Performance: Direction, Control and Measurement

Module Leader
  • Professor Michael Bourne
Aim

    The module is designed to give you a thorough understanding of what is meant by organisational performance and the theories of control, performance measurement and management. The module will encourage you to consider the applications of direction setting and management control systems, why organisations measure, how performance measure set direction and how performance is delivered.

    The aims of this module are twofold:

    • For you to fully understand what is organisational performance in different areas and levels of an organisation.
    • For you to fully understand theories of control and performance measurement and to equipped them to critique and apply systems in different organisations.
Syllabus

    The module covers:

    Direction and Control

    • Control theory and control systems
    • Direction setting and levers of control
    • Strategic control of an organisation
    • Management control within an organisation
    • Operational control within an organisation
    • Financial control for an organisation

    Managing Performance

    • What is performance?
    • What is performance measurement?
    • What is performance management?
    • The view of performance by different functional groups
    • What is a performance management system?
    • Quantification vs holistic views of reality
    • Reasons for managing performance
    • Managing risk to improve organisational performance
    • The effects of creating a performance management system

    Measuring Performance

    • Reasons for measuring
    • Performance measurement frameworks
    • Elements of a performance measurement system
    • Defining performance measures - the PM record sheet
    • Quantitative versus qualitative measures
    • Measuring intangibles
    • Interpreting financial measures and data
    • Reporting procedures – internal and external disclosure
Intended learning outcomes

On successful completion of this module you should be able to:

Demonstrate a critical awareness of :

  • The different categories of performance and what is meant by performance measurement, management, direction setting and control.
  • How different functions, such as HR, Finance and Marketing, view organisational performance.
  • The effects control systems can have on an organisation.
  • The ontology of performance, theories of control and measurement.

Critically assess:

  • The difference betwen quantifying performance and viewing performance as a holistic system.
  • The differences between efficiency and effectiveness.
  • The different techniques used to direct and control performance at different levels within the organisation.
  • How managing risk can improve organisational performance.
  • The role of corporate governance in the management of organisational performance.
  • Financial measures, qualitative measures and their application to intangible resources.
  • The underpinnings of control theory.
  • Apply the key principles taught to the design of control systems, goal setting and the measures employed.
  • Contribute to planning and budgeting cycles within an organisation.
  • Contribute to risk management policies within an organisation.

Supply Chain Management

Module Leader
  • Dr Vahid Mirza Beiki
Aim

    The aim of the module is to provide theoretical and practical knowledge about:

    • The principles, elements, and performance dimensions of logistics and supply chain management.
    • The strategies used by companies when managing their supply chains by considering the types of products and the specifications of market. 
    • The procurement, sourcing, and manufacturing strategies applied by companies.
    • The principles and performance dimensions of physical distribution of products, and the strategies used by companies when managing their distribution networks. 
    • The role of Information and Communication Technology (ICT) in managing logistics and supply chain operations.
    • The importance of logistics and supply chain management in eCommerce. 
Syllabus

    The module comprises the following sessions:

    • Supply chain principles and strategies.
    • Physical distribution strategies.
    • Sustainability of logistics and supply chain operations.
    • Procurement strategies.
    • Manufacturing strategies.
    • The role of Information and Communication Technology (ICT).
    • Integration and inter-organisational collaboration in supply chain.
    • eCommerce and supply chain management.
    • Past, present, and future of supply chain management. 
Intended learning outcomes

On successful completion of this module you should be able to:

  • Identify and critically evaluate the principles and concepts related to logistics and supply chain management.
  • Explain the principles of global sourcing and supply chain network design and discuss the interaction between the elements of supply networks.
  • Identify the role of Information and Communication Technology (ICT) in the overall competitive strategy of supply chains.
  • Formulate ways to improve supply chain integration internally and externally across companies to improve supply chain performance in terms of time, cost and service quality.
  • Identify the role of logistics and supply chain management in eCommerce and recognise the changes made to the logistics industry by development of eCommerce.
  • Explain the contemporary issues and strategies in supply chain management and logistics.

Effective Cross-Cultural Management

Module Leader
  • Professor Michael Dickmann
Aim

    Taking place each year in Granada, Spain, this module explores management and leadership issues arising from working with different cultures in a domestic or international context and enables students to more successfully manage a range of cross-cultural challenges. It does so using a blend of practical examples, research-based theories and experiential teaching methods.

Syllabus

    This module involves:

    • General Cultural Frameworks and Theories – Analysing Basic Assumptions and the Impact on Cross-Cultural Management.
    • The Key Culture Writers – Evaluating the Differences.
    • Improving Cross-Cultural Communication – Avoiding the Pitfalls.
    • Effective Cross-Cultural Career and Talent Management – Designing Leadership Development for Global Work.
    • Appropriate Behaviours and Positive Emotions – Managing cross-cultural adjustment processes.
    • Organisational Structures of MNCs – Analysing Cross-National Strategies, Structures and Decision-Processes.
    • Applying the Insights – Improving Cross-Cultural Negotiations.
    • Reflection - Key Criticisms to Cultural Frameworks and Personal Takeaways.

    Throughout, the interface between individuals and national/organisational culture will be explored. You will be encouraged to reflect personally on the adjustment required in order to develop effective supranational skills, knowledge, behaviours and social networks.

Intended learning outcomes

On successful completion of this module you should be able to:

  • Critically evaluate and apply the key cultural frameworks in order to operate with appropriate sensitivity and responsiveness in cross-cultural situations.
  • Develop appropriate negotiation approaches to exercise influence and persuasion in cross-cultural management situations and to assert viewpoints in a culturally sensitive way, avoiding offence and misunderstanding.
  • Recognise the limitations of their own cross-cultural knowledge and capabilities and critically assess how to tackle those limitations and to evaluate their own cultural adjustment approaches.
  • Devise an effective talent management approach geared to create leaders with cultural intelligence.
  • Critically analyse the advantages and limitations of cultural research.

Fees and funding

European Union students applying for university places in the 2018 to 2019 academic year will still have access to student funding support. Please see the UK Government’s announcement (21 April 2017).

Cranfield University welcomes applications from students from all over the world for our postgraduate programmes. The Home/EU student fees listed continue to apply to EU students.

MSc Full-time £15,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2018 and 31 July 2019.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

For further information regarding tuition fees, please refer to our fee notes.

MSc Full-time £25,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2018 and 31 July 2019.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £1,000 deposit is payable on offer acceptances and will be deducted from your overall tuition fee. 
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

For further information regarding tuition fees, please refer to our fee notes.

Funding Opportunities

Specific funding opportunities for this course

Cranfield Scholarships

We have a number of Cranfield Scholarships available for UK/EU candidates. These are awarded at the course director's discretion and are based on merit as well as considerations of financial need. If you would like to be considered for a scholarship, please indicate so in in the financial details section of your application.

The Spotcap Fintech Fellowship

The Spotcap Fintech Fellowship is worth £8,000 for UK students pursuing a postgraduate degree in study related to financial technology.

Cranfield East Asia Merit Scholarship in Leadership and Management

Cranfield University is delighted to launch the Cranfield East Asia Merit Scholarships for 2018/19. We have multiple scholarships worth £4,000 each towards tuition fees.

Additional scholarships and bursaries

To help students find and secure appropriate funding we have collated details of a range of scholarships and bursaries available which contribute towards fees and/or living costs for graduates applying for full-time Masters courses in business and management.

Find out more

Entry requirements

We welcome applications from talented candidates of all backgrounds and each application is considered on its individual merit. Usually candidates must hold either a:

  • first or a second class UK honours degree in a relevant discipline, or
  • international degree - equivalent of UK qualifications.

Candidates who do not meet these criteria may be considered if they have a professional qualification (e.g. CIMA, ACA, ACCA) together with 5 years' relevant work experience.

English Language

If you are an international student you will need to provide evidence that you have achieved a satisfactory test result in an English qualification. Our minimum requirements are as follows:

IELTS - 6.5 overall and 6.5 in the writing component

TOEFL - 92 and a writing score 21

Pearson PTE Academic - 65

Cambridge English Scale - 180

Cambridge English: Advanced - C

Cambridge English: Proficiency - C

Trinity College London Integrated Skills in English III - pass

In addition to these minimum scores you are also expected to achieve a balanced score across all elements of the test. We reserve the right to reject any test score if any one element of the test score is too low.

We can only accept tests taken within two years of your registration date (with the exception of Cambridge English tests which have no expiry date).

Students requiring a Tier 4 (General) visa must ensure they can meet the English language requirements set out by UK Visas and Immigration (UKVI) and we recommend booking a IELTS for UKVI test.

Applicants who do not already meet the English language entry requirement for their chosen Cranfield course can apply to attend one of our Presessional English for Academic Purposes (EAP) courses. We offer Winter/Spring and Summer programmes each year to offer holders.

Your career

95% of School of Management students were employed within 3 months of graduation*.

The Cranfield Career Development Service offers a comprehensive service to help you develop a set of career management skills that will remain with you throughout your career.

During your course you will receive support and guidance to help you plan an effective strategy for your personal and professional development, whether you are looking to secure your first management role, or wanting take your career to the next level.

Cranfield graduates are highly valued in the job market and aim for careers including consultancy, project management and business operations. Our Management MSc graduates have secured jobs with a diverse range of companies including Virgin Active Group, Whirlpool, BNP Paribas, IKEA, Skanska, Withers Worldwide, Grant Thornton, Vodaphone and Ericsson. Their roles have included Project Manager, Senior Business Analyst, Consultancy Analyst and Sales Trader.

*based on those students for whom we hold data, across all School of Management full-time master's courses (2015/16 cohort).

Applying

Our students do not always fit traditional academic or career paths. We consider this to be a positive aspect of diversity, not a hurdle. We are looking for a body of professional learners who have a wide range of experiences to share. If you are unsure of your suitability for our Management MSc programme we are happy to review your details and give you feedback before you make a formal application.

To apply you will need to register to use our online system. Once you have set up an account you will be able to create, save and amend your application form before submitting it.

Once your online application has been submitted together with your supporting documentation, it will be processed by our admissions team. You will then be advised by email if you are successful, unsuccessful, or whether the course director would like to interview you before a decision is made.  Applicants based outside of the UK may be interviewed either by telephone or video conference.

Apply Now