Created specifically for the defence community, the MBA Defence programme has been developed out of a growing interest both within the UK defence sector and the international defence community for management education. The programme does not just allow students to improve their skills and techniques in general management, but in addition we help our students to build the confidence, emotional intelligence, decision-making and team-working qualities that make for inspirational leaders.

The course is offered in partnership with Cranfield Defence and Security at the Defence Academy, Shrivenham and the School of Management at Cranfield.

At a glance

  • Start dateJanuary 2019
  • DurationTwo years part-time.
  • DeliveryWritten examinations 50%; case study reports, class tests, group presentations and project work 50%.
  • QualificationMBA
  • Study typeExecutive

Who is it for?

The Cranfield Executive MBA (Defence) course is designed for military officers, civil service personnel and defence industry executives looking to contribute more effectively towards future military initiatives.

It is designed to meet the requirement for post-graduate management education in the defence sector. It aims to provide management skills with a specific bias towards defence. Students are provided with an exceptional opportunity to study in a dynamic and enquiring scholarly arena, but using practical case studies to explore the appropriateness of theory to real-life practical contexts.

Defence managers will benefit from this advanced programme of study, aimed at providing specialist knowledge to target new horizons. Without peers, the MBA Defence degree meets the modern defence community’s need for specialised policy-oriented defence management education. The learning experience is unique: forged from a mix of theoretical models, the extraordinary challenges posed by timely and efficient defence resource management, and the leadership imperative of lateral thinking.

Consequently, the MBA Defence produces graduates highly skilled in the resolution of contemporary defence management problems.

Why this course?

Relevant management skills are at a premium today, as business practices evolve rapidly as the pace of business increases. With greater reliance on technology and deeper integration of the commercial sector within the defence economy, managers and planners of defence resources must possess the skills to respond quickly and decisively in making informed and effective decisions. 

For defence managers in the military, civil service and private sectors, a recognised post-graduate degree in management is essential for progression into senior management. 

With a multi-national, multi-cultural and multi-professional mix, the MBA provides a hotbed of knowledge sharing and networking that is invaluable and inestimable, both personally and with respect to your business environment, whatever it may be. It’s a once in a lifetime opportunity.

Learning Outcomes

  • On successful completion of the MBA Defence, a graduate will be able to:
  • Demonstrate robust qualities of leadership and a broad range of management techniques, both in the corporate and defence domains
  • Exhibit a conceptual understanding of the principal functional areas of defence management along with a systematic knowledge of the relevant underlying commercial, scholarly and policy-oriented literature
  • Develop and analyse business and defence-related planning, strategy, cross-functional working and core business processes
  • Assess all elements of the global business environment, relating particularly to the political, economic, cultural and ethical challenges facing the defence community
  • Display the capabilities to identify, explain, analyse and implement appropriate conclusions and follow-on policy conclusions for complex problems in the context of uncertainty and change.

Your 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:

Triple Accreditation

Course details

You will study thirteen core modules in part one and four core defence modules, two commercial modules, one module from the suite of electives and an Independent Research Project

Individual project

The Independent Research Project provides an opportunity for you to carry out an in-depth specialised study of a defence management topic of personal and/or professional interest. With support from your project supervisor at Shrivenham, you will integrate your understanding of theoretical principles with the practical aspects of a defence management issue.

Assessment

Written examinations 50%; case study reports, class tests, group presentations and project work 50%.

SoM 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

Risk and Defence Management

Module Leader
  • Edith Wilkinson
Aim

    The aim of this module is to generate critical understanding of the key concepts, tools and theories associated with Risk Management, and the ability to appraise their application within the public and private defence sector.

Syllabus

    The module will comprise a combination of plenary lectures and discussions, case studies and practical exercises, addressing: 

    • The emergence and growth of Risk Management
    • Concepts, tools, theories and processes of Risk Management
    • Psychology and Risk Management
    • Fields related to Risk Management, including Business Continuity, Health & Safety, Disaster Management, Resilience, Complexity Management and Managing under Uncertainty
    • The concept of a Risk Management system
    • Defence policy and capabilities as probability and impact reduction measures with risk management at the national level
    • Risk Management within the governmental defence sector: distinctions between the defence operational and non-operational spaces
    • Risk Management within the private sector supporting defence
    • Assessing the effectiveness of Risk Management within defence
Intended learning outcomes

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

  1. Critical awareness of the fundamentals of Risk Management thought, addressing concepts, tools and theories, including Risk Appetite and Enterprise Risk Management;
  2. Appreciation of the role of individual and group psychology in the application of Risk Management thought and processes;
  3. Understanding of the links of Risk Management thought to related literature addressing Business Continuity, Disaster Management, Health & Safety, Crisis Management, Resilience , Complexity Management and Management under Uncertainty;
  4. Assessment of the strengths and weaknesses of the evolving operation of Risk Management within the governmental and private sectors associated with defence.

Leading Change Management in Defence

Module Leader
  • Dr Iftikhar Zaidi
Aim

    To provide a foundation for the application of knowledge and understanding of change leadership and change management to defence and the wider security sector.

Syllabus

    The module comprises a combination of plenary lectures and discussions, case studies and practical exercises, addressing:

    • leadership in defence and the public sector;
    • the public sector post ‘New Public Management’, its similarities and differences with the private sector;
    • theories and models for leading and managing change in a defence context;
    • managing transitions and the role of organisational culture; and ethical and gender considerations in leading change.
Intended learning outcomes

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

  1. Demonstrate conceptual knowledge of change management and change leadership in the public sector;
  2. Critique contemporary change theories and models and evaluate their relevance and risk when applied in the defence context;
  3. Identify resistance to change in the defence and demonstrate ability to develop context and culture rich approaches to change;
  4. Appraise moral and ethical contexts in change leadership in defence;
  5. Critically assess a particular aspect of change within defence through a case study and make recommendation for theory and practice.

Independent Research Project

Module Leader
  • Professor Ron Matthews
Aim

    To integrate theoretical principles with the practical aspects of Defence Management. This will be achieved by in-depth specialised study of a selected Defence Management topic of professional significance, with guidance from a project supervisor (normally based at Shrivenham).

Syllabus

    Students will select a relevant topic of study, and will be assigned a supervisor with relevant knowledge and experience. Students can work independently or form small groups.

Intended learning outcomes

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

  1. Relate management theory and concepts to evidence and practice in the Defence sector.
  2. Demonstrate an awareness of the strategic management context in which Defence decisions occur.
  3. Critically appraise relevant policy literature, and use with respect to the specified field of study.
  4. Have developed and delivered your specific personal learning outcomes for the project (agreed with your supervisor).
  5. Conduct an independent advanced research project, including a literature review, and a critical evaluation of the specified topic.
  6. Plan a research investigation based on a real world study, using and applying appropriate research methods.
  7. Write clearly and effectively, meeting approved criteria for formal presentation of a project.

Defence Portfolio and Programme Management

Module Leader
  • Dr Bill Egginton
Aim

    To allow students to critically evaluate defence portfolio and programme management principles and practices and assess opportunities for future improvement.

Syllabus

    The module will comprise a combination of plenary lectures and discussions, case studies and practical exercises.  The overarching approach to learning will be problem-based and experiential.  Key curriculum topics will include:

    • Generic Portfolio Management (with reference to MoP)
    • Portfolio Management in Defence (with reference to Defence Operating Model)
    • Programme Management (with reference to MSP)
    • Bodies of Knowledge and Methodologies (APM, PRINCE, MSP, MoP)
    • Introduction to Defence Capability Management
    • Evaluation of Defence ‘Develop’ and ‘Deliver’ capability management functions
    • People Skills & Multi-cultural Management
Intended learning outcomes

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

  1. Distinguish between a project, a programme and a portfolio and recognise the key success factors and management issues associated with each.
  2. Describe key sources of professional knowledge, guidance and standards (including Bodies of Knowledge (APM, PMI), Methods (PRINCE2) Management of Portfolios (MoP) & Managing Successful Programmes (MSP).
  3. Critique the defence sector (MOD) approach to portfolio and programme management in the context of defence capability and business change.
  4. Apply P3M principles, processes, tools and techniques with an awareness of their challenges and limitations.
  5. Appraise defence projects and programmes regarding key success factors.

Defence Economics and Finance

Module Leader
  • Professor Ron Matthews
Aim

    To apply economic and financial principles to the defence context, critically evaluating their contribution to the efficient management of resources in the UK and global defence environments.

Syllabus
    • Introduction:What is Defence Economics?
    • The Defence Market
    • Acquisition Cost Escalation
    • Revolutions in Defence Finance
    • Defence 'and' Development
    • Defence-Industrial Sovereignty: Contemporary Relevance?
    • Technology-Sharing and regional/Global Consortia
    • International Arms Market
    • Technology Transfer through Defence Offset
Intended learning outcomes

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

  1. Compare the principal theoretical and practical issues influencing the allocation of scarce defence resources within the defence sector, between the defence and civil sectors, and across the international defence community.
  2. Analyse the complexities and challenges associated with competition in UK Defence Economy.
  3. Evaluate the underlying economic drivers underpinning change processes in the global defence context.
  4. Apply skills and technical ability to thus act as informed customers in financial dealings within the Department and between the Department and external stakeholders.
  5. Apply the skills and knowledge that will benefit the framing of appropriate government (MoD) and commercial policies in such fields as exports, defence-industrial investment, technology transfer, arms production collaboration and European/US defence-related corporate mergers and acquisition.
  6. Explain the process of defence globalisation, particularly its potential negative impact on defence-industrial sovereignty.

Accounting

Module Leader
  • Dr Matthias Nnadi
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:

    • The fundamental accounting documents: income statement, statement of financial position and cash flow statement.
    • Consolidation of the accounts of companies with subsidiaries.
    • Interpretation of accounts through ratio analysis.
    • Cost/volume/profit analysis and breakeven.
    • Allocation of overhead costs.
    • Budgeting and variance analysis.
    • Divisional performance.
    • Transfer pricing.
Intended learning outcomes

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

  • Demonstrate a systematic understanding of the fundamental principles of financial accounting.
  • Describe how subsidiary accounts are consolidated.
  • Prepare key financial statements from basic information.
  • Analyse and interpret company accounts.
  • Classify different types of costs and conduct break even analysis.
  • Prepare budgets and interpret variances from budget.
  • Evaluate divisional performance and different transfer pricing methods.

Challenges for Leaders II

Module Leader
  • Professor David Grayson, CBE
Aim

    The module will provide you with an introduction to the challenges faced by leaders in developing and sustaining organisations. In particular the module will focus on the challenges presented by the context and environment in which they operate.

Syllabus

    The module covers:

    • The changing context of work in a globalised world.
    • National cultures.
    • International employment relations.
    • The global sustainability crisis, sustainable development and the implications for business.
    • Corporate responsibility: identifying what are the most material social environmental and economic impacts that companies have.
    • Change management for corporate responsibility and sustainability.
    • Diversity and inclusion.
Intended learning outcomes

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

  • Develop knowledge and understanding of challenges presented by the external context in which organisations operate.
  • Develop knowledge and understanding of how these contextual factors influence leadership practices.
  • Understand sustainable development and what it means for business transformation.
  • Apply knowledge and understanding about contextual challenges to leadership behaviour.
  • Appreciate how sustainability considerations affect organisational design and policy decisions.

Defence Economics and Finance

Aim

    The module will provide you with a contextual, theoretical, and policy-oriented awareness of the economic and financial aspects of defence. You will examine the contributions that defence finance, defence industrial strategy, technological advancement and competitive and cooperative structures have made in the shaping of the 21st Century global defence eco-system.

Syllabus

    The module will provide you with a contextual, theoretical, and policy-oriented awareness of the economic and financial aspects of defence. You will examine the contributions that defence finance, defence industrial strategy, technological advancement and competitive and cooperative structures have made in the shaping of the 21st Century global defence eco-system.

    The module covers:

    • Introduction: what is defence economics?
    • The defence market.
    • Revolutions in military affairs.
    • Revolutions in defence finance.
    • Defence and development.
    • The dynamics of defence industrialisation.
    • International arms collaboration.
    • The global arms market.
    • Technology transfer through defence offsets.
    • Defence industrial strategy.

Intended learning outcomes

As a result of this module, you will be able to:

  • Appreciate the rationale and nature of the contemporary defence-industrial transformation.
  • Evaluate the two-way economic impact in civil-military relationships.
  • Understand and analyse the inherent contradictions between maintenance of sovereign defence-industrial capability and open trade in defence equipment.
  • Demonstrate awareness of the theory and process of partnering in defence, including public-private partnerships, arms collaboration, integrated acquisition project management, civil-military relations and science and technology partnerships.
  • Examine the important policy nuances associated with the progressive integration of the battle and business spaces, particularly in light of incessant defence globalisation pressure.
  • Analyse the nature and dynamics of technology-development, sharing and transfer.

Developing Leadership

Aim

    The module focuses on the development of effective leadership, with self-awareness highlighted as an essential requirement.  You will therefore develop an awareness of yourself and others in team contexts.  

Syllabus

    The module covers:

    • 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, and 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 organisations.
    • Introduction to organisational culture: the importance of ‘fit.’
    • Personal values and ethics, leading with integrity.
    • Practical aspects of self in relation to social context: team behaviour and team dynamics, leading and collaborating in real time with others.
    • An introduction to persuasion and negotiation.
    • Organisational 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:

  • Understand and evaluate a range of relevant theoretical models relating to management and leadership, including psychological approaches, and leadership development.
  • Apply knowledge of important individual differences to interpersonal interactions.
  • Outline and evaluate key aspects of team membership which impact effective group working, including strengths and weaknesses.
  • Contrast the rhetorical approach of organisations to diversity and inclusion with the reality of structures and processes affecting minority groups.
  • Assess and adapt individual behaviour with respect to a range of management and leadership styles, competencies and attributes.
  • Develop an initial understanding of applied ethics as a prerequisite to leading ethically.
  • Create an initial understanding of ‘sustainability’ as applied to the people of the organisation.
  • Understand and appreciate the organisational context and the key role of the human factor within it: an introduction to leading people.
  • Understand complexity in leadership theory, where people are seen as dynamic agents in complex interrelation with each other and other entities.

Economics of Organisations and Strategy

Module Leader
  • Professor Catarina Figueira
Aim
    The module, as part of the MBA Programme will provide the depth and rigor necessary to properly understand and analyse real world business situations. You will be able to operate as a successful manager by gaining an insight into economic thinking, in particular a clear understanding of efficiency and the working of markets. By looking at organisational behaviour, personal development and strategy, you will draw on microeconomic theories in order to gain insights in to how people are motivated and markets work.
Syllabus
    The module covers:

    1. An introduction to the core microeconomic concepts of demand, revenue, costs and profits.   

    2. The firm and the creation of value

    3. Focusing on the firm itself; its role in dealing with uncertainty and the contribution its internal structure makes to strategic opportunities and competitive advantage. Various market structures and alternative explanations of firms’ objectives are explored as well as the issues that determine them.  

    4. The ways in which owners seek to ensure their interests are paramount and the ways in which internal control and reward systems deliver efficiency. The purpose is to integrate organisational and economic theory in order to explain why the rate at which firms grow and profitability vary.   

    5. Capturing value from the market

    6. Examines the strategic behaviour of firms influenced by alternative market structures.  Market structures and market power are related concepts and this section of the module largely focuses on oligopolistic markets and the behaviours such firms engage in to achieve competitive advantage.   

    7. Markets for capital and natural resources.

    8. Throughout the module traditional microeconomic models are combined with game theory and reality is further enhanced by an emphasis on uncertainty and the role of governments.   

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

- Appreciate how the behaviour and performance of economic organisations are influenced by their external and internal environments.
- Describe the key economic theories and relevant research regarding the nature and distinctiveness of individual organisations.
- Critically assess and comment coherently on economic explanations of the management of organisations and their competitive behaviour.
- Demonstrate practical skills in using economic models to measure and analyse the economic performance of organisations and individuals.
- Identify the contribution economics makes to showing business how to create sustainable economic, social and environmental value.

Entrepreneurship and New Venture Creation

Module Leader
  • Dr Stephanie Hussels
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:

    • Entrepreneurial risk, performance and environment.
    • Business planning techniques and their application in entrepreneurial ventures.
    • Venture strategy in dynamic markets.
    • Protecting and securing intellectual capital: intellectual property rights and antitrust law.
    • Start-ups and resources to exploit a profit opportunity.
    • The evolution of the venture and managing growth.
    • Financial management for new ventures: financing a start-up.
    • The entrepreneurial financing process: buying and selling a venture.
Intended learning outcomes

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

  • Understand the key stages and challenges involved in identifying opportunities and strategies for business start ups.
  • Manage and finance the early stages of new venture development and growth.
  • Evaluate, research, write, and present business plans using their knowledge of the entrepreneurial process.

Finance and Management

Module Leader
  • Dr Andrea Moro
Aim

    The module will equip you with effective financial tools, while at the same time enhancing your ability to evaluate and understand the reasons for resistance that the application of these tools may bring about from within the organisation. You will discuss and understand the debate regarding the objective of the firm and consider the implications of growing demands relating to social performance for the process of financial decision making.

Syllabus

    The module covers:

    • Appraising capital investment projects.
    • Financing a business.
    • Corporate finance, including the cost of capital, sources of finance, capital structure and dividend policy.
    • Valuation.
Intended learning outcomes

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

  • Describe how the finance function fits in with the rest of the firm’s functions and with its overall objective.
  • Acknowledge the conflicts of interests that may arise between the firm’s various stakeholders and have a handle on how these may be mitigated.
  • Compare and contrast alternative capital budgeting techniques and the underlying factors that determine their usage in practice by various types of organisation.
  • Examine key concepts in finance including the time value of money, risk and return and the opportunity cost of capital.
  • Appraise the importance of effective management of working capital and the cash operating cycle.
  • Analyse the factors that need to be considered in making financing decisions including those related to borrowing and dividend policy.
  • Organise data for capital investment project appraisals and analyse the results, including the preparation and interpretation of cash forecasts.
  • Analyse investment risk using techniques such as sensitivity analysis or scenario analysis.
  • Deal with complications in capital budgeting that arise due to factors such as inflation, taxation or capital rationing.
  • Estimate the cost of equity, cost of debt and the weighted average cost of capital.
  • Assess financial leverage using both income and capital measures.
  • Carry out simple valuations of shares, bonds and whole companies.

Global Macroeconomics and Business Environment

Module Leader
  • Professor Joe Nellis
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:

  • Critique the importance and implications of national and international macroeconomic trends and forecasts as a basis for strategic decision making by business leaders.
  • Describe the drivers of economic activity at the national and international macroeconomic levels and the implications for economic growth.
  • Evaluate the goals (and conflicts) of macroeconomic management including sustainability of growth, low and stable inflation, a stable currency coupled with a sustainable international trade position and full employment.
  • Critique the policy tools used by governments and central banks in their efforts to manage the economy including: fiscal policy, monetary policy, supply-side policies, trade and exchange rate policies.
  • Demonstrate practical skills and confidence in preparing an economic situational report for a country as an essential input into the strategic planning process by business leaders.

International Business Assignment

Module Leader
  • Professor Emma Parry
Aim

    This module will provide you with the opportunity to place your learning in the context of a global perspective by visiting a foreign country and within it a number of organisations. The course offers the opportunity to explore issues around diversity, sustainability and corporate responsibility as they affect organisations and society in the host country. You will be equipped with the knowledge of how different businesses are using the tools and techniques taught on the MBA Programme to cope with specific national issues and more generally the process of globalisation.  

Syllabus

    You will choose from a list of countries drawn up by the School of Management e.g. China, Japan, Ghana, etc. The visits generally start with a day at a partner business school where you will receive a number of lectures on issues such as the state of the economy, employment practices and business culture. The rest of the week is devoted to hosted visits to commercial and public sector organisations, during the days and a number of additional events such as meetings with journalists, politicians and alumni during the evenings. The hosted visits normally involve a presentation by senior officials and possibly a tour of facilities. Most importantly, you will be given the opportunity to ask questions relating to aspects of the organisation and in many cases the visit also affords opportunities for networking and employment.   

Intended learning outcomes

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

  • Demonstrate a balanced view of the key political, social and economic drivers of the country you visit.
  • Appreciate how the country visited and its businesses are attempting to maintain and build competitive advantage in response to domestic circumstances and the process of globalisation.
  • Engage in meaningful discussions and debate with a range of individuals involved in the local business scene.
  • Understand political, social, economic and business issues in different cultures.
  • Demonstrate familiarity with and sensitivity to the differences between business practices and attitudes across cultures.
  • Appreciate how the learning gained on the MBA programme can be applied to organisational issues in a foreign country and alternative business cultures.
  • Understand and be familiar with the advantages and disadvantages of a particular country’s industrial structure, workforce skills and government policies.
  • Improve personal development by exposure to and awareness of different international working environments.
  • Appreciate diversity and inter-disciplinarity by providing an opportunity to integrate learning across cultures and functional areas.
  • Refine different behaviours adapted to the cultural context in which you are operating.
  • Learn across cultures and functional areas.

Leadership in Action

Aim

    Leadership is a central concept and practice in organisations. However what leadership is and what leaders do is subject to intense debate. Traditionally leadership has been seen as tripod of leaders, followers and shared goals and leadership was developed through introspection. In this module leadership will be conceptualised as an outcome of direction, alignment and commitment and will be developed through outsight by practising leadership in different settings and contexts. This module explores how leadership 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.

Syllabus

    The module covers: 

    • Leading in the 21st Century 
    • Crisis Management 
    • Press Conference 
    • Resilience & Leadership 
    • Strategic Mindfulness
    • Enacting Leadership
Intended learning outcomes

On successful completion of this module a student should be able to:

  • Define different approaches to leadership in contemporary organisations through having engaged with the leadership literature and through having experienced different leadership approaches 
  • Critically evaluate different leadership practices in theory and in application to generate a personally meaningful perspective of leadership 
  • Develop leadership capabilities at multiple levels in organisations by drawing on practical experiences gained

Project Management Introduction

Module Leader
  • John Algar
Aim

    The module introduces the fundamental principles of project management. A competitive team-based project simulation will give you hands-on experience.

Syllabus

    The module covers:

    • Project definition: project management overview and defining a project.
    • Scoping, planning and resource management: establishing the scope, configuring and verifying the logical flow, preparing a Gantt chart and estimating resource requirements.
    • Budgeting, cash flow, monitoring and control: looking at the budget in more detail, turning that into cash flow, interest and bank charges, planning your monitoring process.
    • Q&A on resources, plant and equipment: an optional session for selected students offering clarification on warehouse rules.
    • Assisted preparation and simulation: putting the tools into use in your syndicate areas with your team.
Intended learning outcomes

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

  • Work on your own and as part of a team to define, scope and schedule a project.
  • Understand a team-based risk profiling and financial management process.
  • Identify a project, set it up, track it, and bring it to completion.
  • Brief and manage consultant project staff on behalf of your organisation.

Strategic Management

Module Leader
  • Dr Richard Schoenberg
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:

    • Strategic management at the business level, introducing the notions of industry analysis, resources and sustainable competitive advantage.
    • Corporate level strategy, dealing with issues such as parenting advantage and modes of corporate development.
    • Strategy implementation.
    • Tools and techniques for strategic analysis and choice.
Intended learning outcomes

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

  • Describe the key issues and concepts involved in formulating both competitive and corporate strategies.
  • Appraise and differentiate between corporate, business unit and functional strategies.
  • Evaluate the different strategic challenges facing profit seeking organisations and not-for-profit organisations.
  • Think strategically and confidently in making strategic decisions.
  • Critically apply practical skills and use various strategic management concepts and techniques.

Strategic Marketing

Module Leader
  • Professor Emma Macdonald
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:

    • Marketing from a value-driven perspective, considering how the assets of the organisation can be used to create and deliver value to customers and shareholders.
    • The role of strategic marketing and the means whereby high level strategy can be implemented by way of a marketing plan.
    • The nature of markets as the basis for the creation and delivery of value to customers and shareholders.
Intended learning outcomes

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

  • Evaluate the organisation-wide implications of being a market-oriented and customer-led organisation and its impact on management and business performance.
  • Apply marketing theories, tools and frameworks to business opportunities and problems.
  • Understand the key elements of the marketing mix and customer management.
  • Write and defend a strategic marketing plan.

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.

Syllabus

    The module covers:

    • The strategic role and contribution of operations.
    • The process and content of operations strategy.
    • 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:

  • Develop an operations strategy for organisations, identifying key operational performance criteria for each area of its activities.
  • Evaluate the operations contribution to the development and implementation of successful business strategy.
  • Appraise the critical issues faced by different organisations; demonstrate how to select the priorities for operational performance improvement and plan the means to bring about that improvement.
  • Identify key issues in the management of change in operations through understanding the critical transitions of both processes and people.

Venture Capital Investment Competition

Module Leader
  • Dr Stephanie Hussels
Aim

    This European competition, hosted by a different business school each year, requires you to act as a venture capitalist. You must go through the entire Venture Capital investment process including reviewing real business plans, conducting due diligence, creating term sheets and negotiation with the real entrepreneurs in a very condensed time period. Cranfield sends one team every year to the European Regional final.

Syllabus

    The module covers:

    • The venture capital industry: players, expected returns and cost of capital.
    • Venture capital due diligence: process and content.
    • Company valuation: 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 you should be able to:

  • Describe and appraise the current status of the venture capital industry.
  • Conduct due diligence on early stage ventures.
  • Prepare and evaluate term sheets.
  • Valuate young companies.
  • Negotiate an investment deal with early stage entrepreneurs.

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

Business Law

Module Leader
  • Professor Joe Nellis
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:

    • The Legal Framework
      • Common law and equity.
      • Judge-made law.
      • Statute law.
      • Regulations and directives of the European Union.
      • The structure and powers of the civil courts in England and Wales.
    • Liability for Providing Negligent Advice
    • An Outline of Aspects of Law of Contract of Particular Relevance to the Executive and Director
      • Creation of the contract.
      • Relative importance of contractual terms.
      • Clauses of limiting liability for breach.
    • Forms of Business Association
      • The Legal consequences of forming a limited company, an LLP or an unlimited partnership.
    • Aspects of Contract Law in France and Germany.
Intended learning outcomes

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

  • Provide a managerial understanding of the legal system and thought processes.
  • Recognise and manage the pitfalls in giving professional advice including liability for negligent advice.
  • Describe key elements of contract relevant to managers.
  • Examine and appreciate the legal consequences of forming a partnership or a registered company.
  • Distinguish the similarities and differences in approach between the Common Law legal system and those based on Roman Law.

Corporate Finance Transactions

Module Leader
  • Professor Ruth Bender
Aim

    This module follows on from the Corporate Financial Strategy element. Whereas the previous course introduced you to corporate financial strategy, this module takes that further by applying the principles to transactions such as flotations, acquisitions and private equity.

Syllabus

    Company-based projects allow you to apply your learning in a real business environment, get experience in a sector of interest, gain international exposure and can support your career progression. You can source a project yourself, use the school's alumni network or dedicated Career Development Services to help you find the right organisation.

    The module covers:

    • Corporate governance
    • Initial public offerings
    • Acquisitions
    • Private equity
    • Turnarounds
    • Integrated case studies.
Intended learning outcomes

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

  • Evaluate the impact of good or bad corporate governance on a company’s financial strategy.
  • Appreciate and discuss the reasons a company might choose to float on a recognised stock exchange, and understand the alternatives.
  • Identify the key financial aspects of a proposed acquisition, and understand how to structure such a deal. 
  • Appreciate how synergies are identified and valued.
  • Plan and structure a private equity transaction and appreciate how private equity differs from venture capital.
  • Identify appropriate financial strategies for a business facing a decline or turnaround.
  • Assess financial transactions reported in the financial press, and comment critically on why they are being undertaken and whether, in your opinion, they are likely to add value to shareholders.
  • Value companies and identify and distinguish value creation strategies from value destructing ones.
  • Structure private equity transactions.

Corporate Financial Strategy

Aim

    This module extends the learning from the core course, to cover the basics of financial strategy for corporates, in terms of their financing structures and needs. An understanding of finance is necessary in making most business decisions.  This module is primarily designed to equip an MBA who goes on to become a general manager with knowledge about finance and financial markets in order to help the business meet its objectives.

Syllabus
    - An introduction to financial strategy
    - Financial instruments
    - Managing foreign exchange exposure
    - Forecasting
    - Advanced investment appraisal
    - Advanced valuation technique
Intended learning outcomes

On successful completion of this module a student should be able to:

1. Describe how a company’s financial choices can be used to enhance its business strategy, and thus its value.  
2. Evaluate the different types of financial instrument and the financing alternatives available to a business, given the strategic and operational constraints.
3. Apply and appreciate the way in which a company’s financial management can be used to add value to the execution of its business strategy.
4. Assess the issues a business faces when dealing with foreign currencies, and the strategies it can use to minimise its currency risk.
5. Deeper knowledge of investment appraisal tools (such as Modified IRR).
6. Evaluate the financial requirements of a business or a potential business strategy.
7. Apply and adjust valuation methods to various types of business (e.g. start-ups or financial institutions).
8. Prepare a suite of cash flow forecasts using Excel.
9. Compare the benefits and costs of alternative hedging techniques and make a decision as to the preferred strategy.

Driving Value Through the Supply Chain

Module Leader
  • Michael Bernon
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

    • Creating superior value through the supply chain.
    • The link between supply chain and shareholder value.
    • Competing through the supply chain - Wal Mart case study.

    Integrated planning (S&OP)

    • Forrester effect – business simulation.
    • Matching supply and demand.

    Strategic sourcing

    • Portfolio and spend analysis.
    • Buyer-supplier power balance.
    • Off-shore/near sourcing - total landed costs.

    Integrated manufacturing systems design

    • The emerging role of manufacturing in global supply chains.
    • Forms of postponement and designing for agility.
    • Models of integration with suppliers.

    Role of in/outsourcing

    • Functional outsourcing through to supply chain orchestration.
    • Unilever: The journey back in-house.
    • Li & Fung.

    Sustainability

    • A framework for managing supply chains more sustainably.
    • Measuring sustainability performance.
    • Emerging sustainable supply chain practices.
Intended learning outcomes

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

  • Identify the role and contribution of supply chain management to gaining and sustaining competitive advantage.
  • Apply knowledge gained of the concepts and methods relating to the creation of value along the supply chain.
  • Analyse the inherent supply chain trade-offs at stake both internally and externally to the organisation.
  • Apply different supply chain and product design strategies to deliver product /service variety while minimising lead time and costs.
  • Illustrate and evaluate differentiated supply chain strategies in order to meet different demand characteristics.
  • Criticise and debate real life strategies driving value through the supply chain.
  • Appreciate and judge the role and impact that supply chain management plays in developing responsible and sustainable economic practices.

Entrepreneurial Finance

Module Leader
  • Dr Stephanie Hussels
Aim

    The module will develop your understanding of the terms and likely expectations of various types and sources of financing in the context of the entrepreneurial process. You will recognise where an idea has been developed into an opportunity and business plan so as to understand how entrepreneurs acquire resources, finance the acquisition process, and then manage and operate the endeavour.

Syllabus

    The module covers:

    • Accounts and notes payable.
    • Senior and subordinated debt.
    • Preferred and common equity.
    • Unusual sources such as leasing and prepayment of revenues.  
    • Gels.
    • Venture capital.
    • Private equity.
    • Investment/merchant bankers in a public offering context.
Intended learning outcomes

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

  • Identify and evaluate sources of resources and finance.
  • Understand financing techniques.
  • Understand finance used to help implement a strategic business plan.
  • Understand harvest possibilities and techniques.
  • Understand cash flow financing and analysis.
  • Recognise opportunity identification.
  • Harvest possibilities.

Identifying Hidden Needs

Aim

    The module will explain the need for deep customer insights in order to achieve breakthrough innovation and also present the limitations of traditional market research.

Syllabus

    The module covers:

    The role of market research in driving radical innovation

    • In new product/service development.
    • In driving strategy (e.g. Blue Ocean Strategy).
    • In developing the ideas for new business models.

    Limitations of traditional methods

    • Strengths and weaknesses of focus groups.
    • Strengths and weaknesses of surveys.

    Tools and techniques for identifying customers’ hidden needs

    • Repertory grid technique.
    • Lead user technique.
    • Ethnographic market research.

    Implementing hidden needs approaches

    • Combining the methods.
    • Overcoming organisational resistance.

    Team-based project work.

Intended learning outcomes

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

  • Evaluate the role and importance of market research in enabling radical innovation.
  • Demonstrate the skills to design and contract research aimed at developing deep customer insights.

International Strategy

Module Leader
  • Professor Patrick Reinmoeller
Aim

    The module will explore the key management issues faced in formulating and implementing an international business strategy. You will develop the conceptual and practical skills required to formulate and manage the international strategy of an existing business. Taking an integrated approach, you will look at the analysis of international markets and competitive dynamics, the evaluation and selection of alternative market entry strategies, and consider some of the key issues which arise when implementing an international strategy.

Syllabus

    The module covers:

    • Introduction and multi-level international competition.
    • International strategy of ecologies.
    • International strategy of companies.
    • Internationalisation.
    • International strategy in practice: market analysis and selection.
    • International strategy in practice: transferability of advantages.
    • Succeeding at cross cultural management.
    • Entry modes.
    • International alliances.
    • Cross border mergers and acquisitions.
    • Managing a multinational company.
    • International strategy in practice: entry mode selection.
Intended learning outcomes

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

  • Understand how to assess the multiple levels of competitiveness and the strategic attractiveness of individual countries and regions, including the conditions that can lead to regional competitive advantage.
  • Develop a better understanding of motives and drivers which lead companies to select and implement an international strategy.
  • Appreciate the advantages and disadvantages of alternative market entry modes and organisational structures and the appropriate strategic criteria for their selection.
  • Recognise the key implementation issues faced by companies expanding internationally, including issues of human resource management and financial co-ordination and control within transnational corporations.
  • Develop an understanding of international strategy relevant to working in an international business environment, including an appreciation of national cultural influences and social responsibility.

Investment and Risk Management

Aim

    This module builds on the content of the Integrating Finance with Business Management elective theme and will explore knowledge and tools from an investment point of view. You will discuss theoretical ideas and run workshops that will help you gain hands-on experience of working with data.

Syllabus

    The module will cover:

    • Principles of investments and introduction to the portfolio theory.
    • Capital market theory and asset pricing.
    • Workshop on portfolio optimisation.
    • Introduction to equity options and equity futures and portfolio hedging.
    • Bond valuation and measures of bond price volatility.
    • Hedging bond portfolio risks using options and futures.
    • Alternative investments.
Intended learning outcomes

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

  • Appreciate the relevant theoretical ideas required in the investment process.
  • Understand the practical relevance of investment theory and know about basic derivative instruments such as options and futures.
  • Understand how derivatives can be effectively used in hedging equity and bond portfolio risks.
  • Appreciate how alternative investments work.

Managing International Mergers and Acquisitions

Module Leader
  • Dr Richard Schoenberg
Aim

    The module will equip you with the intellectual and practical skills required to manage mergers and acquisitions effectively in both domestic and international contexts.  It takes an integrated perspective, moving through strategic, financial and regulatory considerations before covering the organisational and human resource issues raised during implementation, including cultural compatibility and the dynamics of building stakeholder support.

Syllabus

    The module covers:

    • Scene setting: integrative case study.
    • Target identification.
    • Mergers and acquisition regulation.
    • Deal-making considerations.
    • Valuation and form of payment.
    • Process and cultural integration.
    • Integration planning and stakeholder communication: the merger plan simulation.
    • A non-executive chairman’s insight into making a public acquisition.
Intended learning outcomes

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

  • Understand the leadership challenges posed by mergers and acquisitions.
  • Appreciate the strategic, financial, regulatory and organisational aspects of mergers and acquisitions and how the success of any merger or acquisition depends on taking a cross-functional perspective.
  • Understand the key management concepts and recent research relevant to mergers and acquisitions, including the determinants of acquisition outcome and how value can be created through mergers and acquisitions.
  • Identify potential acquisition targets, negotiate transactions, and manage the post-acquisition integration phase, including cross-cultural issues and the gaining of stakeholder support.

Managing Project Uncertainty

Aim

    The module builds from a simple model of project management through to the consideration of the organisational implications of managing multiple programmes. It begins with the analysis of an organisation unable to run a project successfully, and the individual and organisational responses that would have rectified this.

Syllabus

    The module begins with an overview of the course, followed by an evaluation of the problem of uncertainty in projects. This is dealt with through a consideration of the model of High Reliability Organisations (HRO) including 5 principle approaches to anticipating, interpreting and responding to an environment characterised by immeasurable uncertainty – a project. The evaluation of these principles will be further deepened and reflected upon in an advanced project management simulation.

Intended learning outcomes

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

  • Describe and critique of the limitations of conventional/deterministic project management.
  • Appraise the concept of managerial mindfulness and resilience in the context of project management.
  • Relate the main behavioural principles of resilience to a project management context.
  • Assess what managers need to understand and do in order to increase the degree of resilience in projects.

Managing Strategic Innovation

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:

    • Understanding innovation: What it is and the role it plays within an organisation.
    • The dimensions of innovation: product innovation; service innovation; process innovation; innovation in organisations and business processes.
    • The degrees of innovation: radical, disruptive, and incremental.
    • How innovation can be managed - models of innovation and innovation management.
    • The innovation pentathlon as a framework for innovation management.
    • Creating customer-focused ideas: understanding customers’ hidden needs through enhanced methods for market research. Creativity techniques to stimulate original approaches to solve the customer’s problems.
    • Prioritisation: selecting and managing the portfolio. Methods for assessing the technical, market and financial risks of innovation projects. 
    • Creating novel processes to maximise the effectiveness of management decision-making.
    • Implementation and new product development: how to define and quickly implement concepts for new products, services and processes.
    • People and organisation: building a culture of innovation. Hiring, developing and motivating individuals, teams, and networks to bolster innovation output.
    • Recognising cultural, political and cognitive barriers to innovation. Supporting organisational learning. Creating innovation networks.
    • Developing an innovation strategy: technology management and disruptive innovation. Understanding innovation and determining suitable performance measures. Sources of innovation: internal and external.
    • Auditing innovation performance: determining how innovative an organisation is, both in terms of its output of new products and services and its internal processes.
    • Boosting innovation performance: designing and launching programmes to improve an organisation’s capability to innovate.
Intended learning outcomes

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

  • Describe key concepts and issues in innovation and will be able to identify the potential for product service, process, and business model innovation within an organisation and/or network.
  • Compare and contrast strengths and weaknesses of an organisation in terms of its innovation management and performance.
  • Evaluate and apply key tools, techniques and approaches to managing innovation and the ability to critically select and apply these in actual business situations.
  • Judge the challenges in managing new product development.

Negotiating in Business and Organisations

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 preparation.
    • Stating proposals.
    • Exchanging and bargaining.
    • Reaching agreement.

    Negotiation Planning II

    • Different contexts both micro and macro.
    • Setting the parameters.
    • Using preparation tools.
    • One to one negotiation.

    Price Negotiation

    • Expected negotiation outcomes.
    • Identifying each party’s interests and priorities in potential agreements.
    • Behaviors adopted when negotiating.

    Intra-organisational Negotiation and Decision Making

    • The special circumstances of upper echelon negotiations.
    • Selection of appropriate approaches.
    • Achieving goals in group processes.

    Employment Terms and Conditions

    • Stages when negotiating employment.
    • Defining key personal priorities.
    • Addressing the Salary question.
Intended learning outcomes

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

  • Define the expected negotiation outcomes.
  • Identify each party’s interests and priorities in a potential agreement.
  • Calculate the importance and cost of concessions for each party.
  • Critically evaluate the achievements of outcomes and why these were/were not achieved.
  • Understand how states of mind such as level of self-confidence, focus and motivation affect the negotiation process.
  • Adopt tactics for influencing and persuading others.
  • Manage pressure and self-control more effectively.
  • Understand the behaviours you adopt when negotiating and the likely emotional and cognitive underpinnings of these behaviours.

Strategic Human Resource Management in the 21st Century

Module Leader
  • Professor Frank Horwitz
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:

    • Aligning business and HR strategies.
    • HRM configurations in a global context.
    • Employment relations in an international environment.
    • Regional HRM patterns.
    • HRM and flexibility.
    • HRM and organisational crises.
    • Managing the global workforce.
    • HRM and the future.
Intended learning outcomes

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

  • Critically review how different business strategies influence the choice of people management strategies, structures and processes.
  • Compare and contrast the advantages and disadvantages of different HR strategies, structures and processes.
  • Appraise and contrast various employment relations systems operating in different countries and the scope for global regulation.
  • Examine regional HRM patterns and evaluate the different implications for international management.
  • Evaluate the implications of key HR challenges with regards to flexibility, global management and the preparation for/responses to crises.
  • Appraise the critical issues faced by multinational and other organisations.
  • Be sensitised to a variety of key challenges in relation to flexible and effective global HR management.
  • Demonstrate the ability to engage in HR configurational planning and global career management using both organisational and individual perspectives.

Fees and funding

Tuition fees for the course starting in January 2019 are £36,000 (this does not apply to MoD-sponsored candidates). Ministry of Defence sponsored individuals should visit the MBA Defence webpage on the MOD MBA course page.

Alumni Discount Scheme

We are pleased to offer an exclusive discount scheme to self-sponsored alumni who have successfully completed a Cranfield postgraduate course and would like to return to study on one of our world-leading MBA Programmes. The scheme is open to all Cranfield graduates who have completed an MSc, PhD, MRes or MDes degree in the past 10 years. All those who qualify will receive a 25% discount on their tuition fees.

Alumni who have completed one of our short courses will instead receive a 20% loyalty discount on tuition fees.

Payment schedule for self-sponsored students:

  • £500 non-refundable deposit on acceptance of your place
  • £2,500 non-refundable deposit by 30 November 2018
  • Followed by £6,000 at start of year one, £9,000 at end of June (year one), followed by £9,000 at start of year two and finally £9,000 at end of June (year two)

MBA Executive £32,000 *
  • * Fees can be paid in full up front, or in equal annual instalments, up to a maximum of two payments per year; first payment on or before registration and the second payment six months after the course start date. Students who complete their course before the initial end date will be invoiced the outstanding fee balance and must pay in full prior to graduation.

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.
  • For self funded students a non-refundable £3,000 deposit is payable and will be deducted from your overall tuition fee. £500 is payable on offer acceptances, the remaining £2,500 is payable by 31 May 2018. Offers made after this date will require the full £3,000 to be paid on acceptance.
  • 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.

MBA Executive £32,000 *
  • * Fees can be paid in full up front, or in equal annual instalments, up to a maximum of two payments per year; first payment on or before registration and the second payment six months after the course start date. Students who complete their course before the initial end date will be invoiced the outstanding fee balance and must pay in full prior to graduation.

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.
  • For self funded students a non-refundable £3,000 deposit is payable and will be deducted from your overall tuition fee. £500 is payable on offer acceptances, the remaining £2,500 is payable by 31 May 2018. Offers made after this date will require the full £3,000 to be paid on acceptance.
  • 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.

Funding opportunities for MoD-sponsored candidates

This course is centrally funded less T&S and is primarily aimed at mid career officers (Major (OF3) rank) and above, equivalent grade MOD Civil Servants, in an associated career field or employment. For more information on funding please contact prospectus.shrivenham@cranfield.ac.uk (MOD sponsored only). Non MOD sponsored applicants should contact mbaenquiries@cranfield.ac.uk

Entry requirements

For more information on entry requirements please contact prospectus.shrivenham@cranfield.ac.uk

Self-sponsored individuals should contact: mbaenquiries@cranfield.ac.uk

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 - 7 overall
TOEFL - 100
Pearson PTE Academic - 68
Cambridge English Scale - 190
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.

Apply

MOD sponsored individuals can obtain further information on the application process or can apply directly via the MBA Defence course pages on the Defence Academy Website.

Self-sponsored individuals can access the application form on this site.