As a result of the review and the introduction of a revised Standard, we are in the process of redesigning this course to ensure its content meets the apprenticeship requirements As soon as this is complete we will publish the details and the launch date, and open the application process.
If you would like us to inform you when applications open, please register your interest and we’ll get in touch.
Overview
- Start dateSeptember 2021
- DurationTwo-year part-time
- DeliveryYou will be assessed through a mixture of exams, written projects and presentations.
- QualificationMBA
- Study typeExecutive
- CampusCranfield campus, London
Who is it for?
Our Executive MBA is especially designed for middle managers wanting to move into a senior management role and those on a fast-track career path within their organisations.
Businesses increasingly seek strategic thinkers with sound leadership capabilities, strong financial skills, an intrapreneurial mind-set, global understanding and excellent people skills. The Cranfield Executive MBA, delivered in partnership with Grant Thornton, will take you out of your comfort zone and transform you to reflect, question and find solutions to complex business challenges.
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I was looking for a highly regarded MBA programme that would help springboard my career-growth and help me achieve it while I worked. Having spoken to alumni from various business schools, I found Cranfield to be the best option.
Narahari Grama Srinivas, Executive MBA student
Why this course?
The collaboration of Cranfield and Grant Thornton on the delivery of this programme ensures you will be exposed to industry-leading education, incorporating teaching from current practitioners, business simulations and one-to-one leadership coaching.
You will study with a cohort of experienced professionals drawn from a range of industries and countries, building your network and giving you insights into best practice internationally. In addition, you will be able to apply the knowledge and skills you develop during the programme immediately in the workplace.
You will carry out projects and assignments and participate in competitions and business simulations, designed to help you apply the theories, tools and techniques you learn. The programme is designed to support your career progression, preparing you to carry out senior strategic roles successfully or to build your own business.
The course meets the requirements of the Level 7 Senior Leader Master's Degree Apprenticeship. Subject to eligibility, your organisation may be able to use their apprenticeship levy to cover the costs of you attending this course. Please see our funding section for further details.
Course details
The programme covers all the core management subjects in a series of 14 modules, but is also highly flexible. You will choose 8 electives* and tailor projects to suit your organisation's needs, your interests and your professional aspirations. The programme is structured in two main parts. Year 1 comprises 11 core management modules. In year 2, you will take a further 3 core modules, you will then choose 8 elective modules, and have the option to complete an International Business Assignment or company-based project. Leadership development and career development activities run throughout the programme.
* Masterships students will complete a total of 18 Core Modules and 4 Electives. Please see module descriptions below to find out more.
Course delivery
You will be assessed through a mixture of exams, written projects and presentations.
Group project
The programme includes an optional consultancy project. Working in small groups, you will apply what you have learnt in your core and elective modules to the project. You will help an organisation to tackle a contemporary challenge, researching the problem, analysing data and making recommendations for action.
Individual project
The programme includes an independent work-based project. Working in small groups, you will apply what you have learnt in your core and elective modules to your project. You will help your organisation to tackle a contemporary challenge, researching the problem, and making impactful recommendations for action.
Course modules
Compulsory modules
All the modules in the following list need to be taken as part of this course.
Organisational Behaviour: Personal and Professional Foundations of Leadership and Change
Module Leader |
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Aim |
This module will explore current conceptions of leadership;
- The leader’s awareness of self and others, their responses and the development of insight as a requirement for further development |
Syllabus |
- An Introduction to Leadership and Management; history, current views, future developments.
- Introduction to self-awareness as a key foundation of leadership identity. - Practical and theoretical input on a variety of Individual Differences and their impact; including Learning; Personality; Intelligence; Diversity and inclusion, Critical Thinking, Resilience, evolutionary and neurological perspectives. - Giving and receiving feedback and practical implications for performance. - Theoretical and Practical aspects of the leader’s role both in self-motivation and motivating a team. - Emotional Intelligence development through awareness of self and other. - Personal Constructs as a way of understanding the interpersonal context within and between organizations. - Introduction to Organizational Culture; the importance of ‘fit’. - Personal Values and Ethics; leading with integrity. - Practical aspects of self in relation to social context; Team behaviour & Team dynamics; leading and collaborating in real time with others. - An introduction to Persuasion and Influencing. - Organizational Politics. - Leading teams effectively; transformational and transactional behaviour. - Receiving feedback and planning next steps in the Leading and Learning process. |
Intended learning outcomes |
On successful completion of this module you should be able to:
2. Apply knowledge of important individual differences to interpersonal interactions. 3. Outline and evaluate key aspects of team membership which impact effective group working, including strengths and weaknesses. 4. Contrast the rhetorical approach of organizations to diversity and inclusion with the reality of structures and processes affecting minority groups. |
Accounting
Module Leader |
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Aim |
The module looks at both financial and management accounting. You will be provided with a thorough understanding of company accounts, how they are construed and how to interpret them. Further to this, you will look at and understand the key issues in management accounting from the point of view of business leaders needing to make practical decisions in their organisation. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Strategic Operations Management
Aim |
This module will help you to develop a theoretical and practical skill base of strategic operations management including its key concepts, as well as the main tools and techniques used by a variety of organisations in different sectors of activity. |
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Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Strategic Marketing
Module Leader |
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Aim |
This module will prepare you for general management responsibilities by focussing on the input of the marketing perspective across all functions. You will be presented with a strategic perspective of marketing, understanding the needs and wants of customers as a guide to direct the organisation. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Entrepreneurial Finance for Early Stage Businesses
Module Leader |
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Aim |
The module aims to provide the students with a detailed understanding of the venture capital funding process. Thereby students will not only gain an insight on how the sector works, from both a venture capitalist as well as entrepreneur’s point of view, but will be required to assess real business plans, conduct due diligence and negotiate a deal. The module requires developing both hard and soft skills. |
Syllabus |
The module covers: - Outline of the sources of funding available to early stage businesses- The venture capital industry: Players, expected returns and cost of capital - Venture capital due diligence: Process and content - Company valuations: Intrinsic and relative - Fundamentals of term sheets: Theory and practice - Negotiating a deal: An entrepreneurs and investors perspective. |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Understand the real world processes involved in raising venture capital including how the industry is structured. |
Economics and Business Strategy
Module Leader |
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Aim |
What is it that business students need to learn from a course in economics? Few if any intend to become professional economists, instead the vast majority seek a career in management and here at Cranfield many MBA students are focused on senior management positions. Yet, to operate as a successful manager requires an economic way of thinking, in particular a clear understanding of efficiency and the working of markets. The more senior a manager the more important are two overriding concerns if they are to perform well: the ability to successfully formulate and implement strategy; and the skills to coordinate and motivate those they manage. Organisational behaviour, personal development and strategy are backbone subjects of a good MBA programme but these three subjects, indeed practically all subjects you will study on the programme, draw to a greater or lesser extent on microeconomic theories in order to gain insights into how people are motivated and markets work. Thus, the role of economics as part of an MBA Programme is to provide the depth and rigor necessary to properly understand and analyse real world business situations. |
Syllabus |
The course is divided into three parts: Part II: The Firm and the Creation of Value. Part III: Capturing Value from the Market. |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Appraise how the behaviour and performance of economic organisations are influenced by their external and internal environments; |
Entrepreneurship and New Venture Creation
Module Leader |
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Aim |
The module will promote productive and self-sustaining entrepreneurship. It provides you with a rigorous grounding in business analysis of entrepreneurship in order to prepare for the risky, uncertain, and challenging environment for new business ventures. It also requires you to immerse yourself in the real life experience of launching new ventures. Therefore, you will be required to either start your own business or contribute to the development of another venture while on the course. |
Syllabus |
The module will include: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Financial Management
Module Leader |
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Aim |
This course explores financial management from the point of view of the corporate manager. It will equip students to make business decisions using standard financial tools, linking theoretical issues with real life management and practice, and integrating with other modules on the MBA. |
Syllabus |
The module covers: • Cash flow forecasting and working capital management |
Intended learning outcomes |
On successful completion of this module you should be able to: 1. Prepare a simple cash flow forecast, and understand the role of working capital management in finance. |
Strategic Management
Module Leader |
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Aim |
The module is concerned with the future direction of the organisation; determining its scope, establishing objectives and formulating strategies to achieve them. This course will build on your confidence in undertaking these activities, so that as leaders you can form and communicate a credible and believable view of their organisation’s future direction and scope. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Programme and Project Management
Module Leader |
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Aim |
This is an introduction to the subject. However, it is our contention that projects are the building blocks of strategy. Also, the module provides a logical and simple process by which you may approach their own modules and objectives, and may well be a valuable source of confidence for taking on major elective projects later in the year. Project Management Introduction (PMI) demonstrates how management respects no boundaries (either in terms of functional silos – departments, etc. or theoretical disciplines). PMI provides additional opportunities to practice personal communication skills, and generally the module provides a basis for personal development and increased confidence and self-awareness.
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Syllabus |
The central aims of this module are to develop an introductory understanding of: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Global Macroeconomics and Business Environment
Module Leader |
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Aim |
The module will assist future business leaders in developing a deeper understanding of the impact of developments in the wider macroeconomic environment at both the national and international levels on strategic planning and management. The course also provides an opportunity to discuss the causes and consequences of macroeconomic developments and policies in order to deepen understanding of the consequences for governments, society and the corporate world. |
Syllabus |
The module is based on a number of core models and empirical research. Throughout, the emphasis is on the “real world.” Theory is included only as an aid to developing a deeper understanding of the practical problems and policy challenges in the context of strategy formulation and analysis of the forces driving change in the external business and economic environment. |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Challenges for Leaders: Managing People and Change
Module Leader |
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Aim |
This module aims to provide students with an introduction to the challenges faced by leaders in developing and sustaining organisations. The two main challenges the module will examine are managing people and managing change. The module will examine challenges presented by both factors in the external environment and internal management processes. |
Syllabus |
The content of this module is designed to provide students with knowledge and understanding of issues and activities associated with managing people and change. This will enable them to make well-informed decisions and display appropriate behaviours. |
Intended learning outcomes |
On successful completion of this module, you should be able to:
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Data Analytics and Decision Making
Module Leader |
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Aim |
The module equips you with the ability to critically examine existing literature that underpins the decision-making process and also provides the skills to collect, process, analyse and present relevant data that will support your decisions. In addition, the module will also provide a platform which will help you engage with internal or external clients, undertake a consulting project and, consequently, be able to make coherent and compelling recommendations to senior managers. |
Syllabus |
The module covers: The principles of management research: The nature of quantitative analysis: The nature of qualitative analysis: The analysis of business processes in the context of: Consulting skills as pivotal in the success of a consulting project: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Leading with Impact
Aim |
Leadership is a central concept and practice in organisations. Yet what leadership is and what leaders do is subject to intense debate. This module explores how leadership with impact can be developed through practice. It does so by using a blend of research-based insights and experiential teaching methods. Learners are developed as resourceful stewards of leadership. |
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Syllabus |
• Leadership Transitions |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Define different approaches to leadership in contemporary organisations through having engaged with the leadership literature and through having experienced different leadership approaches. |
Elective modules
A selection of modules from the following list need to be taken as part of this course
International Business Environment
Aim |
This module will equip you with an understanding of a number of different aspects of international business, and how learning on the MBA programme might be applied to international organisations. It builds on a solid grounding in strategic thinking, relative to international and global market operations, and uses contemporary challenges, such as those caused by COVID-19 to develop an understanding of how operating across borders impacts on functional areas (such as marketing, supply chain, finance and HRM). |
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Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Managing International Mergers and Acquisitions
Aim |
The module is designed to introduce you to the issues raised by corporate mergers and acquisitions. The subject is one that calls on the services of many professionals including company executives involved in the initial search and screening of candidates, investment bankers and stockbrokers who may advise on bid tactics, dealing with regulations and raising finance. The module integrates various technical skills learned earlier in the MSc programme such as accounting, corporate finance, and valuation.
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Syllabus |
The module covers:
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Intended learning outcomes |
On successful completion of this module you should be able to:
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Strategizing in Challenging Contexts**
Aim |
Strategizing – to devise a strategy - is a key task for any organisational leader. In the core strategic management module the fundamentals of both competitive and corporate strategy were introduced, together with a set of well established generic concepts and techniques available to assist the leader in the development of a credible and believable strategy. However, these traditional strategy approaches can reach the limits of their applicability in a number of extreme, but increasingly encountered, environments, where they may need to be complemented with more context specific approaches. For example, how should strategy be devised in highly dynamic environments where strategic assets face almost immediate redundancy; or in market sectors where business model innovations make incremental improvements in customer value of little relevance; or in social networking contexts where exploiting the primary strategic asset (the membership base) is constrained by both privacy concerns and regulation?
1. Strategizing in dynamic environments |
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Syllabus |
The module covers: The module will be delivered in five four-hour blocks, each block devoted to strategy development in a specific context. The exact contexts examined and example case-studies may vary slightly from year to year dependant on topicality and relevance, but initially the following are planned: 1. Strategizing in dynamic environments
- What dimensions make environments dynamic? - What are the implications for strategy development? - Case-Study: Formula 1
2. Strategizing in crisis environments - How do firms make sustained recoveries following a period of sharp decline? 3. Strategizing in a social networking context - How do firms build social networking strategies to enhance their performance?
- How should an organization defend their interests with public institutions and private interest groups, including governments, regulatory bodies, judiciary, trade unions and pressure groups? 5. Strategizing in contexts characterised by business model innovation. - What is business model innovation? |
Intended learning outcomes |
On successful completion of this module you should be able to:
1. Appraise and evaluate the need for approaches to strategy development which are sensitive to different environments.
2. Evaluate the strategic and organisational challenges created by increasingly dynamic environments.
3. Appraise the strategic and organisation challenges faced in crisis situations and appropriate business recovery strategies. 4. Assess the importance of an organisation’s non-market strategy and how it can influence legislation, regulation and public opinion. 5. Appraise the notion of business model innovation and the approaches available to design and respond to strategic innovations. 6. Develop the ability to think strategically and to build confidence in making strategic decisions in challenging contexts. 7. Develop and apply practical skills in critically using various strategic management concepts and techniques.
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Strategic Human Resource Management in the 21st Century
Module Leader |
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Aim |
The module provides an understanding of strategic approaches to managing people and an awareness of a range of issues which have strategic significance for Human Resource Management (HRM) departments and managers in general. You will develop the ability to apply theoretical understanding in a global context, and a base of relevant skills in strategic human resource management. The module also explores the key concepts as well as the main tools and techniques of strategic HRM used by organisations and its leaders. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Driving Value Through the Supply Chain
Module Leader |
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Aim |
This module recognises the development of supply chain management as a set of practices and methods, aimed at managing and coordinating the entire supply network from raw materials to the eventual end user and to provide the means by which an operation can create capabilities beyond those it can develop alone. You will develop a critical understanding of how supply chain practice can deliver maximum and sustainable value for the least possible total cost. |
Syllabus |
The module covers: Supply chain competiveness and shareholder value Integrated planning (S&OP) Strategic sourcing Integrated manufacturing systems design Role of in/outsourcing Sustainability |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Negotiating in Business and Organisations**
Module Leader |
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Aim |
The module will address different types of negotiation in various contexts. The emphasis will be on integrative approaches to negotiation, where parties aim to reach mutually satisfactory agreements. This will often depend on the negotiator’s ability to identify and create sources of mutual value, and to establish fair standards to distribute this value. You will be provided with an approach to negotiation that blends strong analytical and planning techniques with interpersonal and individual skills. |
Syllabus |
The module covers: Negotiation Planning I Negotiation Planning II Price Negotiation Intra-organisational Negotiation and Decision Making Employment Terms and Conditions |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Managing Strategic Innovation**
Module Leader |
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Aim |
The module will demonstrate the importance of innovation to organisations in the private and public sectors, and in manufacturing and service. You will understand the key dimensions of innovation, including new products, services and new business model innovation. Further to this, you will recognise how innovation can be managed using leading-edge tools and techniques and will be provided with experience of the key challenges that teams face in developing new products. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Business Law
Module Leader |
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Aim |
The Business Law module will provide students with an understanding of the processes by which legal rules are applied in both the public and the business sectors. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Independent Work Based Project**
Module Leader |
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Aim |
The aim of this module is to allow students to: (1) Synthesise relevant concepts and methods learned on the MBA and; (2) apply their research and consulting skills to get an in-depth understanding of a particular topic/industry. |
Syllabus |
The project will involve regular agreed meetings with the faculty member (supervisor) and partnering organisation if applicable. |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Analyse and synthesise relevant concepts and methods learned on the MBA and apply these to a particular problem. 2. Make independent analyses and judgments of complex situations in a business context. 3. Recognise the challenges involved in designing, researching and delivering a consulting/research project. |
Leading Sales and Customer Management Organisations
Module Leader |
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Aim |
Sales and Account Management is increasingly being recognised as an important boardroom topic. Sales management paradigms are shifting rapidly, and many sales and customer management organisations are undergoing fundamental transformations to address critical changes in the market. The degree of globalisation and connectedness, technological breakthroughs, and new ways to co-create value with customers are opening unprecedented opportunities but also posing significant challenges to businesses both large and small. The purpose of this module is to provide an integrated framework for leading sales organisations and customer management business units successfully. In so doing, it aims to offer practical approaches and tools to develop sales strategies and key customer relationships. This module will be of interest to individuals who: - Are in business development or customer facing functions; |
Syllabus |
- Consultative selling skills |
Intended learning outcomes |
On successful completion of this module a student should be able to:
- Define and critically analyse sales and customer management strategies |
Challenges in Creating Organisational Cyber Resilience
Module Leader |
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Aim |
Critically review the impact of cyber and digital operations upon organizations and the associated strategic risks. |
Syllabus |
The course will be structured around a planning cycle, set within the context of leadership and oversight of a business with a strategic interest in information and cyber risk (nearly all businesses today). 1. Understand – underlying theory and approaches to enterprise risk management, governance and ethics. |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Critically appraise relevant risk, security and resilience theories. |
Leading Sustainable Business
Module Leader |
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Aim |
We are all becoming painfully aware of the urgency of taking action on climate change, biodiversity loss, hyper-social inequality and the other myriad social and environmental challenges we face today. We know that only the businesses that respond decisively to them will survive. This module will equip business leaders with the awareness and capabilities they require to steer their businesses towards contributing to positive change whilst reducing costs, managing risk, increasing trust and driving long term sustainable growth. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module a student should be able to:
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Modules
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. As a result, they 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 above the compulsory and elective (where applicable) modules which are currently affiliated with this course. All modules are indicative only, and may be subject to change for your year of entry.
Please note: faculty review the choice of modules on a regular basis in line with developments in management practice and business intelligence. Modules marked with ** are compulsory for Masterships® students.
Teaching team
Our faculty are passionately 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.
Accreditation
Cranfield School of Management is one of an elite group of business schools worldwide to hold triple accreditations from:
- Association to Advance Collegiate Schools of Business (AACSB)
- Association of Master of Business Administration (AMBA)
- European Quality Improvement System (EQUIS).
Member of the EMBA Consortium for Global Business Innovation.
Cranfield School of Management is a proud member of GMAC.
Your career
The Cranfield Executive MBA will enable you to develop your knowledge, skills and abilities while applying what you learn directly in your workplace. The programme will support your career progression, preparing you to carry out senior strategic roles successfully or to build your own business.
The Cranfield Executive MBA has a strong focus on leadership development. You will work with accredited coaches, members of faculty and careers advisors to create and implement a personalised development plan. Leadership development continues throughout the year and will enable you to:
- Discover and develop your leadership and team-working style
- Identify how to enhance your personal effectiveness
- Work out where you want to go professionally
- Learn the techniques of effective team leadership
- Become more sensitive to situations, cultures and contexts
- Prepare to lead change and face future challenges.
In certain circumstances, our Career Development Service can offer bespoke consultations for Executive MBA’s requiring assistance.
How to apply
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.