Overview
- Start date8 January 2020
- DurationTwo years part-time.
- DeliveryWritten examinations 50%; case study reports, class tests, group presentations and project work 50%.
- QualificationMBA
- Study typeExecutive
- CampusCranfield campus, Cranfield University at Shrivenham
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 postgraduate 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 postgraduate 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.
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
Course delivery
Written examinations 50%; case study reports, class tests, group presentations and project work 50%.
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.
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 |
In this module you will be introduced to various aspects of people and organisations. This module combines models, theories and ideas from organisational behaviour, psychology, and sociology in order to provide students with a basic understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them. We shall consider the impact of the external environment; and address notions of organisational change. |
Syllabus |
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Intended learning outcomes |
On successful completion of this module you should be able to:
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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
Module Leader |
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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: |
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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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 |
Strategic Management is concerned with the future direction of the organisation; determining its scope, establishing objectives and formulating strategies to achieve them. In order to do this, leaders must understand the needs and priorities of the organisation’s stakeholders, anticipate and react to changes in the organisation's environment and harness and develop the organisation’s internal resources and capabilities. The overriding aim of this module is to build students confidence in undertaking these activities, so that as leaders they 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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Defence Programme and Project Management
Aim |
The module will allow you to critically evaluate defence project, programme and portfolio management practices and allow you to assess opportunities for improvement. |
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Syllabus |
The module will allow you to critically evaluate defence project, programme and portfolio management practices and allow you to assess opportunities for improvement. The module covers: |
Intended learning outcomes |
As a result of this module, you will be able to:
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Global Macroeconomics and Business Environment
Module Leader |
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Aim |
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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. The first set of sessions serve as a foundation, explaining: how economic activity is measured and interpreted; the main macroeconomic flows; what determines the level and changes in national income as well as the meaning of inflationary and deflationary gaps. The following sessions focus on management of the domestic economy including fiscal policy, monetary policy, economic growth and supply-side policies. International aspects of the macroeconomy are then examined in detail covering: the balance of payments account, trade policy, exchange-rate regimes and the various exchange-rate policy choices available to countries. The final session brings together the core concepts and explains the causes of business cycles.
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Intended learning outcomes |
On successful completion of this module you should be able to:
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Challenges for Leaders II
Module Leader |
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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: |
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. |
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. |
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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Leading Change Management in Defence
Module Leader |
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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: |
Intended learning outcomes |
On successful completion of this module, you should be able to:
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Defence Portfolio and Programme Management
Aim |
To allow students to critically evaluate defence portfolio and programme management principles and practices and assess opportunities for future improvement. |
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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: |
Intended learning outcomes |
On successful completion of this module, you should be able to:
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Defence Economics and Finance
Module Leader |
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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 |
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Intended learning outcomes |
On successful completion of this module you should be able to:
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Risk and Defence Management
Module Leader |
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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: |
Intended learning outcomes |
On successful completion of this module, you should be able to:
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Independent Research Project
Module Leader |
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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:
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Elective modules
A selection of modules from the following list need to be taken as part of this course
International Business Assignment
Module Leader |
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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:
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International Strategy
Module Leader |
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Aim |
The overall aim of the module is to equip participants with the conceptual and managerial skills required to develop and lead the international strategy of an existing business unit. It will take an integrated perspective, commencing with the analysis of international markets and regions, exploring the motives and drivers of internationalization, moving through the evaluation and selection of alternative market entry strategies and structures and finally considering some of the key issues faced in implementing an international strategy. Focusing on the relationship between advanced and (re)emerging economies, we specifically emphasize these countries in sessions and in project work and encourage focusing on the countries chosen for the IBE course. |
Syllabus |
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Intended learning outcomes |
On completion of this module, you should be able to:
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Managing International Mergers and Acquisitions
Module Leader |
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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: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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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. |
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Syllabus |
- 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. |
Corporate Finance Transactions
Module Leader |
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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: |
Intended learning outcomes |
On successful completion of this module you should be able to:
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Strategizing in Challenging Contexts
Module Leader |
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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 |
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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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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Leading Sales and Customer Management Organisations
Module Leader |
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Aim |
Sales and Account Management is increasingly being recognized 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 the foundations 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: |
Syllabus |
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Intended learning outcomes |
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Major Critical Projects and Programme Management - a Sectoral Approach
Aim |
1. Examine challenges and complexity of major critical projects and programmes, and determine how the two can be avoided and better managed. |
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Syllabus |
The following lecture content is indicative: - Major project/ programme challenges and complexity. |
Intended learning outcomes |
On successful completion of this module a student should be able to: 1. Demonstrate proficiency in major critical project processes and methodologies, and be able to develop a critical awareness of the project management life cycle for projects in your chosen domain. |
Leading and Managing the Family Enterprise
Module Leader |
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Aim |
Family businesses form the backbone of most economies around the world. For example, in the UK alone 90 percent of UK private businesses are classified as family businesses and hence contribute enormously in terms of employment and wealth contribution. Family businesses are unique in a way that they combine ownership, management and the family. This creates many challenges which this elective will address, see intended learning outcomes. The elective is not only relevant for students from family businesses, but also for those who are planning to join a family business in the future as either a staff member or a non-executive director. |
Syllabus |
- Life Cycle of a Family Business - Growth Strategies of Family Businesses - Succession Planning (Are the Kids Good Enough to Run the Business?) - Succession (Continued) - Family Participation (Is Family Business the “Right Career”?) - Conflict Resolution - Corporate Governance in Family Business - Encouraging Entrepreneurship and Innovation within a Family Business - Managing Culture and Change in Family Business - Financing Planning in the Family Business / Selling a Family Business |
Intended learning outcomes |
On successful completion of this module a student should be able to:
1. Examine and critically analyse the life cycles of family businesses from the perspective of business, family and ownership development. |
Strategic Quality Management
Module Leader |
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Aim |
At 99% quality you can expect: At 99.9% quality: 50 new-born babies dropped at birth every day; 810 commercial airline flights would crash every month and 22,000 cheques deducted from the wrong bank accounts each hour. It’s a remarkably high number of defects and costs. What can be done? Whatever type of organisation you work in (Bank, Pharmacy, Hospital, University, Industry, Insurance) most companies strive to remove human errors and defects and face a unique set of service-oriented process improvement challenges. When they aren’t well considered, these challenges can easily disrupt and derail processes, impact negatively customer satisfaction and create internal and external costs. What if we could judge the quality of processes and decisions at the time we make them, rather than waiting for their outcome? These processes are the product of how people think and behave to decide and do things. Strategic quality management including six sigma thinking is about getting key principles and ideas into the life-blood and DNA of organisation. To this content therefore the aims of the module are: - To provide students with a clear understanding of quality management and its role in the organisation’s strategic vision to achieve customer focus and continuous improvement. |
Syllabus |
Organizations are recognizing, sometimes too late, that quality is the one thing they cannot compromise. The challenge for managers is the effect on customers’ requirements, based on how fast they attained target and how consistently they have maintained it (Efficiency, effectiveness and continual improvement)? Moreover, managers are being challenged strategically to identify problems, analyse root causes and suggest solutions. Specific topics will cover: |
Intended learning outcomes |
On successful completion of this module a student should be able to:
1. Create strategies and develop capabilities for continuous process improvement, organisational efficiency and effectiveness with practical and proven methods. |
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 |
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Intended learning outcomes |
On completion of this module, you 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.
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).
How to apply
Individuals seeking MOD sponsorship can find information on the application process by visiting the MBA Defence course pages on the Defence Academy Website.
MOD sponsored individuals who have received sponsorship approval by the Defence Academy and self-sponsored individuals should apply using our online application form.