The MBA Energy combines Cranfield’s expertise in energy and power with the School of Management’s worldwide reputation in leadership development. 

The University’s industrial-scale facilities include an ocean systems laboratory, gas turbine plant, anaerobic digestion plant and high temperature coating test facilities, which enable us to provide a unique platform for energy research and learning. 

Participants will gain an invaluable insight into the changing global energy landscape and the challenges it faces. In addition they will develop their leadership capabilities within the context of the energy industry.

This knowledge will allow our students to capitalise on the exciting career opportunities this expanding sector has to offer.

At a glance

  • Start date25 September 2017
  • DurationOne year (13 Months)
  • DeliveryYou will be assessed through a mixture of exams, written projects and presentations.
  • QualificationMBA
  • Study typeFull-time

Who is it for?

Our full-time one-year MBA Energy programme is designed for professionals with at least three years' work experience and suits people who:

  • Recognise that business success is about people, about collaboration, intrapersonal and interpersonal intelligence
  • Want a 'real world' business education where learning theories, tools and techniques are complemented by learning to apply them in real business situations
  • Are motivated to become better leaders, team players and individuals, and who are committed to developing themselves and others.
  • Have a keen interest or background in the energy sector.
Feargal Brennan

The Energy sector over the coming decades faces an exciting time as we transition to a new generation of clean, reliable and sustainable power.  Cranfield Energy & Power, joining forces with the world-renowned Cranfield School of Management to train future energy leaders through the new Energy MBA makes perfect sense, and will provide our graduates with an unrivalled career advantage in this global marketplace.

Professor Feargal Brennan, Director of Energy and Power

Why this course?

Cranfield is one of the most internationally recognised and long-established business schools in Europe. We are known for our excellence in leadership development and for our strong links with global businesses. Our top ranked MBA programme focuses on developing leaders who are comfortable with the latest management thinking and have the personal qualities to implement change. Our long tradition of management education means that we have a global alumni network of over 28,000 members in over 130 countries worldwide.

The Cranfield Full-time MBA Energy will help you to:

  • Create and implement your own leadership development plan, setting a vision for where you want to be professionally and how you are going to get there.
  • Prepare for and find a professional role that suits you based on your personality, skills, experience and career aspirations.
  • Develop a sophisticated understanding of core aspects of business with a particular focus on the energy sector, as well as enhance your soft skills such as self-awareness, teamwork and resilience. 
  • Discover the confidence and competence to take on new challenges, and raise the level of your ambition.
  • Build relationships with and learn from experienced, like-minded professionals from all around the world.

We host a variety of national and international events through the year, from MBA Fairs to open days with alumni and faculty. To find out more please visit our Events Page.

Class Profile 2016/17:

Gender: Male 72% - Female 28%
Age Range: 24 - 48 years
Average Age 32 years
Number of Nationalities: 18
Class Size: 57



Term Dates

Orientation Week: 25 September 2017 – 29 September 2017
Term One: 2 October 2017 – 15 December 2017
Term Two: 8 January 2018 – 23 March 2018
Term Three: 9 April 2018  - 22 June 2018
Term Four: 25 June 2018 – 19 October 2018
Steffi Place Holder for MBA Video
Full-time MBA - Programme Introduction

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.

To view the biographies of our MBA Teaching Team please click on each individual name below.

MBA Energy Teaching Team


Dr Abdul Mohamed Senior Lecturer in Finance
Dr Andrea Moro Senior Lecturer in Finance
Dr Andrew Angus Senior Lecturer in Economics
Dr Athanasios Kolios  Senior Lecturer in Risk Management and Reliability Engineering
Dr Catarina Figueira Reader in Economics
Dr Constantinos Alexiou Reader in Economics
Professor David Grayson CBE Professor of Corporate Responsibility, 
Director of the Doughty Centre for Corporate Responsibility
David Kobrin Visiting Fellow
David Simmons MBA Admissions Director
Director of International Development
Dr Edward Ochieng  Senior Lecturer in Programme and Project Management 
Dr Elmar Kutsch Senior Lecturer in Risk Management
Professor Emma Macdonald Associate Professor of Marketing
Professor Feargal Brennan Director of Energy and Power
Professor Frank M. Horwitz Professor of Global Human Resource Management – Emerging Markets
Professor Gary Leeke Head of Bioenergy and Resource Management Centre
Professor Gioia Falcone  Head of Oil and Gas Engineering Centre
Dr Ian Forbes Speakman Senior Lecturer - Key Account Management
Professor Joe Nellis Deputy Director of Cranfield School of Management
Professor of Global Economy
Director of Policy, Sustainability & Performance Community
John Algar Director of Specialised Open Programmes
Director of MBA & MSc Project Management Core Programmes
Senior Lecturer in Programme and Project Management
Dr Jutta Tobias Lecturer in Performance Management
Professor Keith Goffin Professor of Innovation & New Product Development,
Director of Centre for Innovative Products & Services (CIPS),
Director of Innovation and Process Management Community
Dr Matthias Nnadi Lecturer in Accounting
Professor Michael Dickmann Professor of International Human Resource Management
Programme Director, MSc in Management
Mike Bernon Senior Lecturer in Supply Chain Management & Executive Development Director
Professor Patrick Reinmoeller Professor of Strategic Management
Dr Peter Yallup Senior Lecturer in Finance
Professor Phil Longhurst Centre for Bioenergy & Resource Management
Dr Richard Kwiatkowski Senior Lecturer in Organizational Psychology
Dr Richard Schoenberg Senior Lecturer in Strategic Management
Professor Ruth Bender Professor of Corporate Financial Strategy
Dr Stephanie Hussels Senior Lecturer in Entrepreneurship and Director, Full-time MBA



Accreditation

Cranfield School of Management is one of an elite group of business schools worldwide to hold triple accreditations from:

Cranfield School of Management triple accreditation

Cranfield School of Management is a proud member of GMAC.

GMAC

Programme Content

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 2016–2017. There is no guarantee that these modules will run for 2017 entry. All modules are subject to change depending on your year of entry.

Core modules

Organisational Behaviour: Personal and Professional Foundations of Leadership and Change

Module Leader
  • Dr Richard Kwiatkowski
Aim
    Developing Leadership” is one of the key themes of the Cranfield MBA and this is the first of four linked modules on the topic.

    This module will explore current conceptions of leadership;

    - The leader’s awareness of self and others, their responses and the development of insight as a requirement for further development
    - New practices and innovations in Leadership 

    The module orients itself around the development of the necessary capabilities for effective leadership with self-awareness highlighted as a critical initial prerequisite.  This first module therefore aims to develop an awareness of self and other – and one way of examining this is in relation to the individual and team contexts.  Individual leadership development includes personal aspects such as self-awareness, emotional intelligence, ability to motivate others, maturity, integrity, and personal impact.

    This module is founded on well developed areas that link to the Leadership agenda including personality, learning, individual differences, diversity, motivation, decision making, power and influence, politics, intelligence, and interpersonal and group dynamics; since a leader, by definition, has to lead something or more often some people.  The module is explicitly not atheoretical; it introduces various sound organizational and behavioural theories, models and empirical data going back many years, and currently being developed.

    Additionally, this module will contain important elements of professional development such as resilience, teamwork, decision making, open mindedness, synthesis and analysis, and critically in senior managers and leaders, the tolerance of ambiguity and complexity.



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, evolutionary and neurological perspectives.

    - Giving and receiving feedback and practical implications for performance.

    - Theoretical and Practical aspects of the leader’s role both in self-motivation and motivating a team.

    - Emotional Intelligence development through awareness of self and other.

    - Personal Constructs as a way of understanding the interpersonal context within and between organizations.

    - Introduction to Organizational Culture; the importance of ‘fit’.

    - Personal Values and Ethics; leading with integrity.

    - Practical aspects of self in relation to social context; Team behaviour & Team dynamics; leading and collaborating in real time with others.

    - An introduction to Persuasion and Influencing.

    - Organizational Politics.

    - Leading teams effectively; transformational and transactional behaviour.

    - Receiving feedback and planning next steps in the Leading and Learning process.

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


1. Understand and evaluate a range of relevant theoretical models relating to management and leadership, including psychological approaches, and particularly related to leadership development.
2. Apply knowledge of important individual differences to interpersonal interactions.
3. Outline and evaluate key aspects of team membership which impact effective group working, including strengths and weaknesses.
4. Contrast the rhetorical approach of organizations to diversity and inclusion with the reality of structures and processes affecting minority groups.

Accounting

Module Leader
  • 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.

Strategic Operations Management

Module Leader
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.

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.

Economics of Organisations and Strategy

Module Leader
  • Dr 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.

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.

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.

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.

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.

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.

Challenges for Leaders I: Managing People

Module Leader
  • Professor Michael Dickmann
  • Professor Clare Kelliher
Aim

    This module aims to provide students with an introduction to the challenges faced by leaders in developing and sustaining organisations. In particular, the module will focus on issues relevant to the management of people. The module will examine challenges presented by both factors in the external environment and internal management processes.

Syllabus

    The content of this module is designed to provide leaders with knowledge and understanding of issues and activities which those with leadership responsibilities in organisations need to be aware of and take account of when making choices about their actions and the implications of particular courses of action.  Classroom discussion will allow for consideration of how leaders might respond to challenges in both the internal and external environments.

    • Managing People to Yield Value
    • The Changing Context of Work in a Globalised World
    • Exploring People Resourcing Challenges
    • Exploring Global Talent and Career Challenges
    • Exploring Performance Management Challenges
    • Exploring Reward Management Challenges
    • Exploring Employment Relations Challenges
    • Exploring Cross-Cultural Challenges
Intended learning outcomes

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

  1. Identify and appraise the key challenges presented by an organisation’s internal and external environments and assess potential strategies to respond to them.
  2. Discuss and assess how approaches to the management of people can contribute to organisational outcomes.
  3. Understand how these contextual factors influence leadership practices and critically apply this knowledge to assess leadership behaviour.
  4. Integrate the various aspects of managing people in a coherent way.

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.

International Business Assignment

Module Leader
  • David Simmons
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.

Data Analytics and Decision Making

Module Leader
  • Dr Catarina Figueira
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:

    • Strategies.
    • Research designs.
    • Planning a management project and formulating management questions.
    • Using literature to inform the research process.

    The nature of quantitative analysis:

    • Sampling.
    • Structured interviews and questionnaires.
    • Statistical analysis of data and probability theory.
    • Correlation and regression analysis.
    • Cluster analysis.

    The nature of qualitative analysis:

    • Ethnography and participant observation.
    • Semi-structured interviews and focus groups.
    • Mixed methods project: breaking down the quantitative/qualitative divide.

    The analysis of business processes in the context of:

    • Business analysis tools which enable the identification of specific opportunities aligned to strategic goals.
    • A stakeholder-centred model of organisational processes.
    • Frameworks to assist students in identifying areas in which IT can be employed to improve performance.

    Consulting skills as pivotal in the success of a consulting project:

    • Principles of building strong relationships with clients and the benefits of earning trust.
    • Key components on how to give advice.
    • Attitude of an effective consultant.
    • Framing the issues.
    • Envisioning an alternate reality.
    • Process versus expert consultant roles.
Intended learning outcomes

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

  • Select and make use of appropriate quantitative and/or qualitative techniques for the analysis of business issues.
  • Use frameworks and analytical tools to structure analysis and recommendations which are supported by data in a consultancy engagement.
  • Understand how to build effective internal and external client relationships.
  • Present key findings from a consulting project effectively to senior managers; ensuring that substantive recommendations are developed as a result of competent data collection and analysis.

Leadership in Action

Module Leader
  • Dr Anne Laure Humbert
  • Professor Elisabeth Kelan
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

Energy Markets: An Executive Perspective

Module Leader
  • Professor Feargal Brennan
Aim

    To provide a policy level overview of the key aspects of the sustainable and conventional energy sector, focusing on non-technical aspects such as economics, risk, insurance & certification and basic legislation, giving students the opportunity to appreciate the challenges that these may impose to the development and operation of existing and future energy projects.

Syllabus

    The module covers:

    - Context of the Energy Market: Introduction and drivers to energy mix diversification. Current Status, Global, EU and UK targets. Global Energy Trends. The Energy Balance sheet. The Energy Mix and Outlook. 

    - Law and Policy: The international law framework: principles and problems. The European Union and approaches to sustainable and conventional energy. National legal structures. The marine environment. Case study. 

    - Energy and Climate Change Economics: Fundamentals of economics, energy elasticity and forecasting, energy and economic growth, demand and supply response. Typical Financing structures.

    - Risk and Certification: Understanding what Risk is and the different ways of controlling it. The role of certification and insurance. Case Studies. Group Exercise. Full day workshop activity.

Intended learning outcomes

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

1. Evaluate the complex nature of energy projects and the impact that non-technical aspects have to their planning, construction and operation.

2. Appraise existing energy policies and evaluate how they have developed with time, employing relevant concepts of energy and climate economics.

3. Implement UK and European legislation to the context of offshore and onshore conventional and sustainable energy projects, including their interaction with the environment.

4. Analyse risks present in the various stages of the development of energy projects and construct mitigation strategies in conjunction with certification and insurance.

Sustainable and Conventional Energy Technologies

Module Leader
  • Professor Gioia Falcone
Aim

    This module aims to introduce students to the fundamentals of basic sustainable and conventional energy technologies with a view to distinguish key factors that should be considered in planning and operation.

Syllabus
    The module covers:

    - Basic definitions: energy source, product and resource
    - From source to resource: the energy project
    - Geo-resources fundamentals: petroleum engineering, geothermal engineering and CO2 capture and sequestration
    - From raw energy source to marketable product: conversion processes
    - Finite vs. renewable energy: impact on resources quantification and classification (the UNFC-2009 example)

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

1. Analyse potential energy projects developing technological solutions for energy production.

2. Appraise basic principles of sustainable energy technologies, including wind, wave, tidal, solar and geothermal energy.
3. Identify the key technological aspects of oil and gas exploration and production.
4. Describe the basic structure of thermal energy conversion, including gas and coal fired power plants.

Value Chain of Fuels Production and Energy Conversion

Module Leader
  • Professor Gary Leeke
Aim

    This module aims to introduce students to the various stages of the value chain of fuels production and energy conversion towards building effective strategies for efficient utilisation of available resources.

Syllabus
    The module covers:

    - Fundamentals concepts of supply and value chain
    - Definition of chemical and physical properties and characteristics of the main fuels (coal, light oils, heavy fuels, gas-oil natural gas, biomass, waste, etc)
    - Fundamentals of thermodynamics of the major energy conversion systems
    - Principles of operation of fossil fuel and biomass systems:
    - Combustion
    - Gasification
    - Pyrolysis
    - Fundamentals of hydrogen production, storage and utilisations
    - An introduction to fuel cells
    - Polygeneration
Intended learning outcomes On successful completion of this module you should be able to:

1. Describe the different stages of the value chain of fuel production, identifying opportunities for future investments.
2. Articulate the main principles, terminology and key issues related to the major energy conversion systems and test their sensitivity to key influencing factors.
3. Appraise the major energy conversion systems related to the use of fossil and related fuels and explain the difference between conventional and renewable fuels.
4. Design strategies for optimum utilisation of extracted/available resources towards maximising value to operators.

Risk Management, Technology Qualification and Decision Making in Energy Investments

Module Leader
  • Dr Athanasios Kolios
Aim

    This course aims to enable participants develop risk mitigation principles, develop projects through systematic technology qualification schemes and make decisions through a systematic framework for energy systems.

Syllabus
    The module covers:
      

    - Introduction and Fundamentals of Risk and the Risk Management Process
    - Mathematics for risk analysis
    - Qualitative Risk Methods 
    - Failure mode, effects, and criticality analysis (FMEA/FMECA)
    - Quantitative Risk Analysis, Introduction to MCS
    - Certification and insurance of Energy Systems
    - Risk Control and Decision Support Systems, Failure Consequences
    - Introduction to Stochastic Modelling Using @Risk
    - Asset and Portfolio Management
    - RAM analysis and technology qualification
    - Full day workshop


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


1. Explain the fundamentals of risk management, critically assess their application to relevant energy projects and the concepts of standards and asset management.
2. Evaluate and select appropriate techniques for risk analysis (qualitative and quantitative), failure consequences assessment, and methods for control/mitigation.
3. Assess and analyse appropriate approaches to the collection and modelling of data in the application of Quantitative Risk Assessment (QRA) methods.
4. Design a systematic pathway to qualification of new technologies (through the TRL scale).
5. Critically evaluate different options through systematic decision support systems.

Resource Management Strategy

Module Leader
  • Professor Philip Longhurst
Aim

    This module aims at introducing the concepts of resource management with a view to inform future strategy for maximum utilisation.

Syllabus
    The module covers:

    - An introduction to key resource groups: Energy & CO2 emissions, water, land, material flows
    - Influence of trade and resource exchange on the financial, social and technological development of economies
    - Understanding the benefits and costs of material recovery and the implications of ‘circularity’ in business supply chains for competitive advantage, risk, resilience and material provenance
    - Material flow analysis.


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

1. Explain the importance of critical resources to the development of societies and economies for a specific sector.

2. Explain the current state and main influences on key resources at a national, European and international level.

3. Map the landscape of resources and systemic risks for an identified stakeholder.

4. Explain the relevance of policy instruments and organisational strategies that assist in the control and more effective use of resources.

5. Identify and explain design strategies for optimum resource utilisation for a defined stakeholder.

Specialised Energy Consultancy Project

Module Leader
  • Dr Athanasios Kolios
Aim

    This part of the programme aims to synthesize knowledge on various aspects of management and technology that have already been delivered to the students, analysing a real/realistic problem interacting with a project sponsor and communicating recommendations.

Syllabus

    The definition of the topic will be determined in consultation with the Course Tutor (or their appointee). Broadly speaking it is expected that this consultancy project will be based around a problem or development relevant to energy projects investment and strategy assessment.

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

Objective setting, planning and project management


1. Develop a set of clear objectives to enable delivery of the scope that the sponsor specifies.
2. Plan and execute a work programme with reference to key project management processes (e.g. time management; risk management; contingency planning; resource allocation).


Processes and activities

3. Select and justify methodologies appropriate to the task.
4. Collect and analyse data, review and critically analyse literature, generate conclusions.

Reporting, communications, reflective practice

5. Communicate findings in a formal manner in written form, providing clear recommendations on the way forward.

Electives

Entrepreneurial Finance

Module Leader
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.

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.

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.

Corporate Financial Strategy

Module Leader
  • Professor Ruth Bender
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.

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.

Strategizing in Challenging Contexts

Module Leader
  • Dr Richard Schoenberg
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 
    2. Strategizing in crisis environments 
    3. Strategizing in  a social networking context 
    4. Strategizing in politicized environments 
    5. Strategizing in contexts characterised by business model innovation
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?
    - Lessons available from the business turnaround literature
    - Building an ambidextrous organisation.
    - Case-Study: Harley-Davidson Motorcycles

    3. Strategizing in  a social networking context 

    - How do firms build social networking strategies to enhance their performance?
    - Lessons on aligning business strategy with social networking goals and key performance indicators. 
    - Case-Study: Starbucks


    4. Strategizing in Politicized environments

    - How should an organization defend their interests with public institutions and private interest groups, including governments, regulatory bodies, judiciary, trade unions and pressure groups?
    - Lobbying and other corporate political strategies
    - Case-study: JP Morgan
          

    5. Strategizing in contexts characterised by business model innovation.

    - What is business model innovation?
    - Building an innovative business model
    - Responding to business model innovation
    - Case-study:  Cirque du Soleil

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.

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.

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.

Negotiating in Business and Organisations

Module Leader
  • Ian Speakman
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.

Managing Strategic Innovation

Module Leader
  • Dr Clive Savory
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.

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.

Identifying Hidden Needs

Module Leader
  • Professor Keith Goffin
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.

Leading and Managing the Family Enterprise

Module Leader
  • Dr Stephanie Hussels
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
    - Family Business: Definition, Nature, and Significance 
    - 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.
2. Apply methods to enhance communication ability and conflict resolution with family business owners, managers, and family members, including relatives.
3. Recognize and evaluate situations and propose solutions to problems in family businesses.
4. Apply strategic planning skills in dealing with the issues of growth and regeneration of the family business.
5. Create a family dialogue on family business issues and topics.
6. Demonstrate an understanding of the unique planning challenges facing family businesses, including but not limited to:
- Balancing family and business demands.
- Regenerating the business with life cycle transitions.
- Creating effective governance.



Strategic Quality Management

Module Leader
  • Dr Abdelkader Aoufi
Aim

    At 99% quality you can expect:
    - 20,000 lost articles of mail per hour (based on 2,000,000 per hour)
    - Unsafe drinking water for almost 15 minutes each day
    - 5,000 incorrect surgical operations per week
    - Two short or long landings daily at an airport with 200 flights per day
    - 2,000,000 wrong drug prescriptions each year
    - No electricity for almost 7 hours each month

    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.
    - To show the genuine synergy through the combination of measurement systems and process analysis, capability, people behaviour, Six Sigma methodology and apply them to improving the process and service.
    - To learn how to improve decisions and service by improving the processes that produce them and highlight the role of human behaviour in process performance.

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:
    • Quality culture and long term thinking: Brief overview of gurus’ contribution to the quality journey (inspection, quality conformance, quality assurance, kaizen, TQM) including their similarities and differences. A special attention will be given to the Deming Quality philosophy. 
    • Customer service strategy: Develop a customer service strategy and evaluating quality gaps in service to improve customer satisfaction and reduce cost of non-conformance. Describe the key drivers of quality to develop performance processes including prevention of defects and metrics that target critical dimensions of service quality.
    • Human behaviour and process: Highlight the role of human behaviour in process performance. Show an awareness of how improvements might be made in the organisation by understanding the people issues and avoiding errors, biases and cost of non-quality.
    •Process analysis and measurement, identifying and tackling constraint and bottleneck, determining the chain of events and finding out how the work gets done? Identifying value added steps, waste and what should be improved and how? How choose measurement and KPI?
    • Statistical thinking strategy: Understand variability of processes through statistical thinking and causes of variation in the system and provide guidelines and systematic approach for how to integrate Six Sigma data-driven problem solving approaches used in the DMAIC to ensure that potential failure modes and their associated causes have been considered and addressed.

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.
2. Evaluate and analyse quality issues and how to adopt long term thinking to manage them strategically by taking into account behavioural aspects in any organization.
3. Examine and experiment with key tools and techniques covered to immediate use taking into consideration organisational context.

Major Critical Projects and Programme Management - a Sectoral Approach

Module Leader
  • Dr Edward Ochieng
Aim
    The importance of effective major project management has won growing recognition in recent decades. Most companies and governments are well aware of the need to invest on major critical projects and programmes, but many are facing enormous challenges in their delivery. New approaches to the delivery of major critical projects and programmes are fundamental when dealing with complex interdependencies of specific physical, social, technical, environmental, economic, political challenges and legislative environments. As the complexity and technical requirements of today’s critical major projects evolve to become more sophisticated, the demand for skilled and adaptive project management personnel cannot be underestimated. In this respect, this module aims to:
      

    1. Examine challenges and complexity of major critical projects and programmes, and determine how the two can be avoided and better managed.
    2. Explore the nature and delivery of major critical projects and programmes in the energy, infrastructure, manufacturing, construction sectors as well as major strategic corporate schemes.
    3. Compare different major critical project management methodologies on a sector-by-sector basis, and introduce optimisation for major project delivery principles.

Syllabus

    The following lecture content is indicative:

    - Major project/ programme challenges and complexity.
    - Stage-gate process for major critical projects and programmes.
    - Major critical project management processes and methodologies.
    - Transforming policy into practice: Implementation project plan on major critical projects.
    - Principles of stakeholder sense-making and system dynamics.
    - Investment appraisal for sustainable value creation on major critical projects: economic, social, environmental and technical systems.
    - Optimisation of major critical projects/programmes.

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.
2. Evaluate various major programmes challenges and complexities, and determine how they can be avoided or better managed. 
3. Develop an awareness of key economical-political issues and challenges faced by governments, policy makers and other important project stakeholders in transforming policies into major critical projects and programmes.
4. Appreciate the value of optimisation in assuring efficiency, capital effectiveness and project value creation.
5. Apply the principles of stakeholder sense-making and system dynamics to major critical projects and programmes.
6. Appraise major critical projects and programmes, and appreciate the value of economic, social, environmental and technical systems.

Fees and funding

Total fees: £36,000

We are pleased to offer an exclusive discount scheme to 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.

Applications for 2017 entry will open on 1 October 2016.

We run a staged admissions process. 

Our application deadlines are the following:

  1. 30 October 2016*
  2. 29 January 2017*
  3. 9 April 2017
  4. 25 June 2017

*Candidates who submit applications before 29 January 2017 will receive a £2,000 discount on fees.

Payment schedule:

  • £500 non-refundable deposit on acceptance of your place
  • £2,500 non-refundable deposit by 31 May 2017
  • The remainder of the tuition fees at the start of the course.

Accommodation and living expenses are substantially lower at Cranfield than in major cities such as London. We advise you to budget an additional £12,000 for accommodation and living expenses, or more if you are bringing a partner and / or family.

MBA Full-time £36,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2017 and 31 July 2018.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £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 2017.  Offers made after this date will require the full £3,000 to be paid on acceptance.
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

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

MBA Full-time £36,000

Fee notes:

  • The fees outlined apply to all students whose initial date of registration falls on or between 1 August 2017 and 31 July 2018.
  • All students pay the tuition fee set by the University for the full duration of their registration period agreed at their initial registration.
  • A non-refundable £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 2017.  Offers made after this date will require the full £3,000 to be paid on acceptance.
  • Additional fees for extensions to the agreed registration period may be charged and can be found below.
  • Fee eligibility at the Home/EU rate is determined with reference to UK Government regulations. As a guiding principle, EU nationals (including UK) who are ordinarily resident in the EU pay Home/EU tuition fees, all other students (including those from the Channel Islands and Isle of Man) pay Overseas fees.

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

Funding Opportunities

Please refer to our scholarships and funding page to find out more.

Entry requirements

We welcome MBA applications from talented candidates from all backgrounds. Professional experience and personal qualities are equally important to us. We want students who will challenge us and their classmates, people that know their own mind and strive for both personal and team success. We want to know how ambitious you are, how determined you are, your potential to develop and make a difference. 

You will need to have:

  • A minimum of three years' post-qualification work experience.

  • A good degree and / or professional qualification.

  • Applicants who do not have a degree are welcomed provided they can demonstrate high levels of achievement, exceptional career progression or evidence of leadership potential.

If you are unsure of your qualify for our MBA programmes we are happy to assess your profile and give you feedback on your suitability for the programme before you make a formal application.

GMAT

We welcome candidates with Graduate Management Admission Test (GMAT) scores over 600. The average score for our Full-time MBA students is currently 680. You will need to contact GMAT directly to book an appointment to take the test. 

You can also try a sample GMAT test paper on The Princeton Review website

Cranfield's GMAT registration number is:

  • MBA Energy - K2H-N3-44

GRE

We welcome candidates with a minimum GRE score in the 80th percentile for both verbal and quantitative reasoning. Our Designated Institution Code is 3641.

Cranfield admission tests

We also offer our own admissions tests as an alternative to GMAT, for candidates who are able to come to Cranfield for interview. There are two paper-based tests, designed to assess candidate's numeracy and problem solving skills.

Try our sample test questions to help you prepare

Problem Solving Test 1 
Problem Solving Test 2
Numeracy Test 1
Numeracy Test 2

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

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.

Your career

We will help you not only to secure your first role post-MBA, but to plan for a successful lifelong career. With the support of our career development team, you will work out where you want to be professionally and how to get there. You will learn to identify the fit between what you have to offer and what is required by employers, to differentiate yourself and pitch yourself.

Average exit salary £63,929

  • 63% of students changed country after graduation 
  • 74% of students employed in the UK after graduation
  • 58% of students changed industry sector after graduation 
  • 92% of students employed 6 months after graduation

Companies recruiting Cranfield MBA students include:

  • Trinity
  • BCG Africa
  • IB Boost
  • OEE
  • Mansion House Consulting
  • PwC
  • Deutsche Bank
  • NHS
  • Singapore Airlines
  • GE Capital
  • HCL
  • Holovis
  • DHL
  • Crane
  • iGate
  • Barclays
  • Samsung
  • KPMG
  • Infosys
  • Vilantys
  • TCS Mumbai
  • Arcelor Mittal
  • JBW



Working in the UK

Currently the visa routes that are the most suitable for students that want to stay in the UK to work after their studies are:

Tier 1

This is for investors, entrepreneurs, including recent graduates from selected UK institutions, and those who are internationally recognised or who are likely to become world leaders in the arts, humanities, science or engineering. For more information about Tier 1 visas please go to the Home Office website.

Tier 2

The Home Office have introduced new provisions under Tier 2 (General) for graduates who would have previously been eligible under the Tier 1 (Post Study Work) visa. This route is for foreign nationals who have been offered a skilled job to fill a gap in the workforce that cannot be filled by a settled worker. For more information about Tier 2 visas please go to the Home Office website.

Tier 5

This route is for a stay in the UK for up to 2 years for work. There are a number of schemes under Tier 5, for most of these you must have a job offer from a licensed sponsor and must pass a points based assessment. For more information about Tier 5 visas please go to the Home Office website.


"Our mission is to equip you with the tools you need to take a strategic approach to your personal career development; supporting you through skills based learning to achieve your full potential." The Career Development Service

Applying

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

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

Apply Now