Register for our Webinar: MBA Life at Cranfield on Thursday 4 February
You are invited to join a global community of alumni, business partners, fellow students, friends and supporters, collectively striving to improve the practice of management.
Overview
- Start date27 September 2021
- DurationOne year (13 Months)
- DeliveryYou will be assessed through a mixture of exams, written projects and presentations.
- QualificationMBA
- Study typeFull-time
- CampusCranfield campus
Who is it for?
Our full-time one-year MBA 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.
Our students say...
After a career in Commercial Finance, I chose the Cranfield MBA to close my c-suite skills gap, gain access to the prestigious alumni network and take advantage of Cranfield’s entrepreneurial focus. An unexpected by-product of the latter is that during the MBA programme I co-founded a sports media business, JAFA, with one of my MBA colleagues. Two years since its inception it has already been downloaded by tens of thousands of users.
Critical to this has been the support and input from Cranfield’s Bettany Centre, without which we would never have connected with some of our key investors to-date. Cranfield’s business focus makes it an obvious choice for future budding entrepreneurs.
The Cranfield FT MBA is not just a fantastic postgraduate business degree but also a route to personal growth and transformation! Many start the journey with goals and plans to accelerate their career growth, to become more successful or to be able to start their own business.
However, the yearlong focus on personal development, coaching, leadership, organisational behaviour and mindfulness positively influences students on a deep emotional level. You learn more about yourself during this year than you ever have in the past and this knowledge will help you design your new path in line with your purpose, true values and mission.
The Cranfield MBA has challenged me, pushed me to my limits and made me develop huge inner confidence. I know whatever happens in the future, I will have the incredible support of the Cranfield community, and I look forward to flying the Cranfield flag high.
The Cranfield MBA is truly transformational for both aspiring professionals and entrepreneurs. The MBA gave me tools, methods, insights and perspectives to succeed in an increasingly complex and digitised economy.
Why this course?
Cranfield School of Management is one of the oldest and most prestigious business schools in the UK. We are known for our excellence in leadership development and our strong links with global businesses. 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 will help you to:
- Create and implement your 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 the core aspects of business and finance, 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.
Come to meet us
We host a variety of national and international events throughout the year, from MBA Fairs to open days with alumni and faculty. To find out more, please visit our Events page.
Class profile 2017/18
Gender: | Male 58% - Female 42% |
Age Range: | 22 - 46 years |
Average Age | 32 years |
Number of Nationalities: | 18 |
Class Size: | 43 |
Course details
The programme is structured in two main parts. The first part comprises 14 core management modules, including a consultancy skills module and a group consultancy project. In the second part, you will take a further three core modules including an International Business Assignment. You will then choose seven elective modules, which includes the option to complete an internship or company-based project. Leadership development and career development activities run throughout the programme.
Course delivery
You will be assessed through a mixture of exams, written projects and presentations.
Group project
The programme includes a compulsory consultancy project. Working in small groups, you will apply what you have learnt in your core and elective modules to the project. You will help an organisation to tackle a contemporary challenge, researching the problem, analysing data and making recommendations for action.
Individual project
Internships and 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 an internship or project yourself, or use the School's alumni network or dedicated Career Development Services to help you find the right organisation.
Course modules
Compulsory modules
All the modules in the following list need to be taken as part of this course.
Organisational Behaviour: Personal and Professional Foundations of Leadership and Change
Module Leader |
|
---|---|
Aim |
In this module you will be introduced to various aspects of people and organisations. This module combines models, theories and ideas from organisational behaviour, psychology, and sociology in order to provide students with a basic understanding in recognising, understanding and utilising what has been termed the "human factor" in organisations; including ways of conceptualising organisations and how people behave within them. We shall consider the impact of the external environment; and address notions of organisational change. |
Syllabus |
|
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Accounting
Module Leader |
|
---|---|
Aim |
The module looks at both financial and management accounting. You will be provided with a thorough understanding of company accounts, how they are construed and how to interpret them. Further to this, you will look at and understand the key issues in management accounting from the point of view of business leaders needing to make practical decisions in their organisation. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
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: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Strategic Marketing
Module Leader |
|
---|---|
Aim |
This module will prepare you for general management responsibilities by focussing on the input of the marketing perspective across all functions. You will be presented with a strategic perspective of marketing, understanding the needs and wants of customers as a guide to direct the organisation. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Economics of Organisations and Strategy
Module Leader |
|
---|---|
Aim |
|
Syllabus |
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 |
|
---|---|
Aim |
The module will promote productive and self-sustaining entrepreneurship. It provides you with a rigorous grounding in business analysis of entrepreneurship in order to prepare for the risky, uncertain, and challenging environment for new business ventures. It also requires you to immerse yourself in the real life experience of launching new ventures. Therefore, you will be required to either start your own business or contribute to the development of another venture while on the course. |
Syllabus |
The module will include: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Financial Management
Module Leader |
|
---|---|
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: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Strategic Management
Module Leader |
|
---|---|
Aim |
Strategic Management is concerned with the future direction of the organisation; determining its scope, establishing objectives and formulating strategies to achieve them. In order to do this, leaders must understand the needs and priorities of the organisation’s stakeholders, anticipate and react to changes in the organisation's environment and harness and develop the organisation’s internal resources and capabilities. The overriding aim of this module is to build students confidence in undertaking these activities, so that as leaders they can form and communicate a credible and believable view of their organisation’s future direction and scope. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Project Management Introduction
Module Leader |
|
---|---|
Aim |
Project Management Introduction (PMI) demonstrates how management respects no boundaries (either in terms of functional silos – departments, etc. or theoretical disciplines). PMI provides additional opportunities to practice personal communication skills, and generally the module provides a basis for personal development and increased confidence and self-awareness.
|
Syllabus |
The central aims of this module are to develop an introductory understanding of: |
Intended learning outcomes |
On completion of this module, you should be able to:
|
Global Macroeconomics and Business Environment
Module Leader |
|
---|---|
Aim |
|
Syllabus |
The module is based on a number of core models and empirical research. Throughout, the emphasis is on the “real world” – theory is included only as an aid to developing a deeper understanding of the practical problems and policy challenges in the context of strategy formulation and analysis of the forces driving change in the external business and economic environment. The first set of sessions serve as a foundation, explaining: how economic activity is measured and interpreted; the main macroeconomic flows; what determines the level and changes in national income as well as the meaning of inflationary and deflationary gaps. The following sessions focus on management of the domestic economy including fiscal policy, monetary policy, economic growth and supply-side policies. International aspects of the macroeconomy are then examined in detail covering: the balance of payments account, trade policy, exchange-rate regimes and the various exchange-rate policy choices available to countries. The final session brings together the core concepts and explains the causes of business cycles.
|
Intended learning outcomes |
On successful completion of this module you should be able to:
|
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: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Challenges for Leaders: Managing People and Change
Module Leader |
|
---|---|
Aim |
This module aims to provide students with an introduction to the challenges faced by leaders in developing and sustaining organisations. The two main challenges the module will examine are managing people and managing change. The module will examine challenges presented by both factors in the external environment and internal management processes. |
Syllabus |
The content of this module is designed to provide students with knowledge and understanding of issues and activities associated with managing people and change. This will enable them to make well-informed decisions and display appropriate behaviours. |
Intended learning outcomes |
On successful completion of this module, you should be able to:
|
International Business Assignment
Module Leader |
|
---|---|
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:
|
Data Analytics and Decision Making
Module Leader |
|
---|---|
Aim |
The module equips you with the ability to critically examine existing literature that underpins the decision-making process and also provides the skills to collect, process, analyse and present relevant data that will support your decisions. In addition, the module will also provide a platform which will help you engage with internal or external clients, undertake a consulting project and, consequently, be able to make coherent and compelling recommendations to senior managers. |
Syllabus |
The module covers: The principles of management research: The nature of quantitative analysis: The nature of qualitative analysis: The analysis of business processes in the context of: Consulting skills as pivotal in the success of a consulting project: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Leadership in Action
Module Leader |
|
---|---|
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: |
Intended learning outcomes |
On successful completion of this module a student should be able to:
|
Elective modules
A selection of modules from the following list need to be taken as part of this course
FINANCE
Corporate Financial Strategy
Aim |
This module extends the learning from the core course, to cover the basics of financial strategy for corporates, in terms of their financing structures and needs. An understanding of finance is necessary in making most business decisions. This module is primarily designed to equip an MBA who goes on to become a general manager with knowledge about finance and financial markets in order to help the business meet its objectives. |
---|---|
Syllabus |
- 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. |
Investment and Risk Management
Module Leader |
|
---|---|
Aim |
An understanding of investment theory and application of derivatives for risk management is necessary if you intend to work in the investment industry. This module is primarily designed to equip you with the knowledge and understanding of the return and risk characteristics of investment instruments such as bonds, stocks, derivatives and other alternative investments, to manage investments more effectively. The module will include discussion of relevant theoretical ideas, investment strategies and workshops that will help you gain some hands-on experience of working with data. The contents of the module build on those covered in the other finance electives but provide knowledge and tools from an investment perspective. |
Syllabus |
|
Intended learning outcomes |
|
Managing International Mergers and Acquisitions
Module Leader |
|
---|---|
Aim |
The module will equip you with the intellectual and practical skills required to manage mergers and acquisitions effectively in both domestic and international contexts. It takes an integrated perspective, moving through strategic, financial and regulatory considerations before covering the organisational and human resource issues raised during implementation, including cultural compatibility and the dynamics of building stakeholder support. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
ENTREPRENEURSHIP
Leading and Managing the Family Enterprise
Module Leader |
|
---|---|
Aim |
Family businesses form the backbone of most economies around the world. For example, in the UK alone 90 percent of UK private businesses are classified as family businesses and hence contribute enormously in terms of employment and wealth contribution. Family businesses are unique in a way that they combine ownership, management and the family. This creates many challenges which this elective will address, see intended learning outcomes. The elective is not only relevant for students from family businesses, but also for those who are planning to join a family business in the future as either a staff member or a non-executive director. |
Syllabus |
- Life Cycle of a Family Business - Growth Strategies of Family Businesses - Succession Planning (Are the Kids Good Enough to Run the Business?) - Succession (Continued) - Family Participation (Is Family Business the “Right Career”?) - Conflict Resolution - Corporate Governance in Family Business - Encouraging Entrepreneurship and Innovation within a Family Business - Managing Culture and Change in Family Business - Financing Planning in the Family Business / Selling a Family Business |
Intended learning outcomes |
On successful completion of this module a student should be able to:
1. Examine and critically analyse the life cycles of family businesses from the perspective of business, family and ownership development. |
STRATEGY
International Strategy
Module Leader |
|
---|---|
Aim |
The overall aim of the module is to equip participants with the conceptual and managerial skills required to develop and lead the international strategy of an existing business unit. It will take an integrated perspective, commencing with the analysis of international markets and regions, exploring the motives and drivers of internationalization, moving through the evaluation and selection of alternative market entry strategies and structures and finally considering some of the key issues faced in implementing an international strategy. Focusing on the relationship between advanced and (re)emerging economies, we specifically emphasize these countries in sessions and in project work and encourage focusing on the countries chosen for the IBE course. |
Syllabus |
|
Intended learning outcomes |
On completion of this module, you should be able to:
|
Strategizing in Challenging Contexts
Module Leader |
|
---|---|
Aim |
Strategizing – to devise a strategy - is a key task for any organisational leader. In the core strategic management module the fundamentals of both competitive and corporate strategy were introduced, together with a set of well established generic concepts and techniques available to assist the leader in the development of a credible and believable strategy. However, these traditional strategy approaches can reach the limits of their applicability in a number of extreme, but increasingly encountered, environments, where they may need to be complemented with more context specific approaches. For example, how should strategy be devised in highly dynamic environments where strategic assets face almost immediate redundancy; or in market sectors where business model innovations make incremental improvements in customer value of little relevance; or in social networking contexts where exploiting the primary strategic asset (the membership base) is constrained by both privacy concerns and regulation?
1. Strategizing in dynamic environments |
Syllabus |
The module covers: The module will be delivered in five four-hour blocks, each block devoted to strategy development in a specific context. The exact contexts examined and example case-studies may vary slightly from year to year dependant on topicality and relevance, but initially the following are planned: 1. Strategizing in dynamic environments
- What dimensions make environments dynamic? - What are the implications for strategy development? - Case-Study: Formula 1
2. Strategizing in crisis environments - How do firms make sustained recoveries following a period of sharp decline? 3. Strategizing in a social networking context - How do firms build social networking strategies to enhance their performance?
- How should an organization defend their interests with public institutions and private interest groups, including governments, regulatory bodies, judiciary, trade unions and pressure groups? 5. Strategizing in contexts characterised by business model innovation. - What is business model innovation? |
Intended learning outcomes |
On successful completion of this module you should be able to:
1. Appraise and evaluate the need for approaches to strategy development which are sensitive to different environments.
2. Evaluate the strategic and organisational challenges created by increasingly dynamic environments.
3. Appraise the strategic and organisation challenges faced in crisis situations and appropriate business recovery strategies. 4. Assess the importance of an organisation’s non-market strategy and how it can influence legislation, regulation and public opinion. 5. Appraise the notion of business model innovation and the approaches available to design and respond to strategic innovations. 6. Develop the ability to think strategically and to build confidence in making strategic decisions in challenging contexts. 7. Develop and apply practical skills in critically using various strategic management concepts and techniques.
|
Strategic Human Resource Management in the 21st Century
Module Leader |
|
---|---|
Aim |
The module provides an understanding of strategic approaches to managing people and an awareness of a range of issues which have strategic significance for Human Resource Management (HRM) departments and managers in general. You will develop the ability to apply theoretical understanding in a global context, and a base of relevant skills in strategic human resource management. The module also explores the key concepts as well as the main tools and techniques of strategic HRM used by organisations and its leaders. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Driving Value Through the Supply Chain
Module Leader |
|
---|---|
Aim |
This module recognises the development of supply chain management as a set of practices and methods, aimed at managing and coordinating the entire supply network from raw materials to the eventual end user and to provide the means by which an operation can create capabilities beyond those it can develop alone. You will develop a critical understanding of how supply chain practice can deliver maximum and sustainable value for the least possible total cost. |
Syllabus |
The module covers: Supply chain competiveness and shareholder value Integrated planning (S&OP) Strategic sourcing Integrated manufacturing systems design Role of in/outsourcing Sustainability |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
LEADERSHIP
Leaders as Thinkers: Leadership through Philosophy
Module Leader |
|
---|---|
Aim |
The two overarching aims of this module are: |
Syllabus |
The module will guide the students through building an analytical framework of opposing philosophical perspectives and then lead them through the application of this perspective to leadership dilemmas within eight themes. - Session 1: Objectivism vs Subjectivism Part II. Themes
- Session 3: Power and Authority |
Intended learning outcomes |
On successful completion of this module a student should be able to: |
Negotiating in Business and Organisations
Module Leader |
|
---|---|
Aim |
The module will address different types of negotiation in various contexts. The emphasis will be on integrative approaches to negotiation, where parties aim to reach mutually satisfactory agreements. This will often depend on the negotiator’s ability to identify and create sources of mutual value, and to establish fair standards to distribute this value. You will be provided with an approach to negotiation that blends strong analytical and planning techniques with interpersonal and individual skills. |
Syllabus |
The module covers: Negotiation Planning I Negotiation Planning II Price Negotiation Intra-organisational Negotiation and Decision Making Employment Terms and Conditions |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
Leading Sales and Customer Management Organisations
Module Leader |
|
---|---|
Aim |
Sales and Account Management is increasingly being recognized as an important boardroom topic. Sales management paradigms are shifting rapidly, and many sales and customer management organisations are undergoing fundamental transformations to address critical changes in the market. The degree of globalisation and connectedness, technological breakthroughs, and new ways to co-create value with customers are opening unprecedented opportunities but also posing significant challenges to businesses both large and small. The purpose of this module is to provide the foundations for leading sales organisations and customer management business units successfully. In so doing, it aims to offer practical approaches and tools to develop sales strategies and key customer relationships. This module will be of interest to individuals who: |
Syllabus |
|
Intended learning outcomes |
|
Business Law
Module Leader |
|
---|---|
Aim |
The Business Law module will provide students with an understanding of the processes by which legal rules are applied in both the public and the business sectors. |
Syllabus |
The module covers: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
STRATEGY AND LEADERSHIP
Managing Strategic Innovation
Module Leader |
|
---|---|
Aim |
The module will demonstrate the importance of innovation to organisations in the private and public sectors, and in manufacturing and service. You will understand the key dimensions of innovation, including new products, services and new business model innovation. Further to this, you will recognise how innovation can be managed using leading-edge tools and techniques and will be provided with experience of the key challenges that teams face in developing new products. |
Syllabus |
The module will cover: |
Intended learning outcomes |
On successful completion of this module you should be able to:
|
International Strategy
Module Leader |
|
---|---|
Aim |
The overall aim of the module is to equip participants with the conceptual and managerial skills required to develop and lead the international strategy of an existing business unit. It will take an integrated perspective, commencing with the analysis of international markets and regions, exploring the motives and drivers of internationalization, moving through the evaluation and selection of alternative market entry strategies and structures and finally considering some of the key issues faced in implementing an international strategy. Focusing on the relationship between advanced and (re)emerging economies, we specifically emphasize these countries in sessions and in project work and encourage focusing on the countries chosen for the IBE course. |
Syllabus |
|
Intended learning outcomes |
On completion of this module, you should be able to:
|
PROJECTS
Independent Project
Module Leader |
|
---|---|
Syllabus |
Working in small groups, you will apply what you have learnt in your core and elective modules to a consultancy project. You will help an organisation to tackle a contemporary challenge, researching the problem, analysing data and making recommendations for action. |
Modules
Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff. As a result, they may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.
To give you a taster, we have listed above the compulsory and elective (where applicable) modules which are currently affiliated with this course. All modules are indicative only, and may be subject to change for your year of entry.
Teaching team
Our faculty are passionately committed to improving the practice of management. As leaders in their field with hands-on business experience, they understand the challenges of putting theory into practice. Their experience is reinforced by close links with organisations through consultancy projects, teaching on executive development programmes and sponsored research. This ensures that what you learn at Cranfield is always current and cutting edge.
Accreditation
Cranfield School of Management is one of an elite group of business schools worldwide to hold triple accreditations from:
- Association to Advance Collegiate Schools of Business (AACSB)
- Association of Master of Business Administration (AMBA)
- European Quality Improvement System (EQUIS).
Cranfield School of Management is a proud member of GMAC.
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:
|
|
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." Career Development Service
How to apply
To apply you will need to register to use our online system. Once you have set up an account you will be able to create, save and amend your application form before submitting it.
Once your online application has been submitted together with your supporting documentation, it will be processed by our admissions team. You will then be advised by email if you are successful, unsuccessful, or whether the course director would like to interview you before a decision is made. Applicants based outside of the UK may be interviewed either by telephone or video conference.
Total fees: £39,000
We run a staged admissions process. Applications for 2021 entry are now open.
The application deadlines are:
25 October 2020 by 23:59 GMT
24 January 2021 23:59 GMT
25 April 2021 by 23:59 BST
13 June 2021 by 23:59 BST
Payment schedule
Once you have been offered a place on our programme, you will need to pay a £3,000 non-refundable deposit. Your place is not guaranteed until you have paid your deposit. The remainder of the tuition fees is payable at the start of the programme.
Accommodation and living expenses are substantially lower at Cranfield than in major cities such as London; however we suggest you budget an additional £12,000 for accommodation and living expenses, or more if you are bringing a partner and family.
Alumni discount
We are pleased to offer an exclusive 20% discount on all School of Management programmes including our short courses, for all Cranfield University Alumni who would like to return to study here.