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Corporate Social Responsibility, or Corporate Sustainability as leading companies are increasingly re-naming it, has never been more relevant to our organisations. Our Management and Corporate Sustainability MSc will teach you the practicalities of how businesses successfully embed sustainability into their core business purpose and strategy.

Our master's in corporate sustainability provides you with practical knowledge and skills required for all senior leadership positions. It shares a number of modules and other course activities with our Management MSc course, which is ranked 3rd in the UK and 30th in the world in The Economist Which MBA? Masters in Management (MiM) 2019 ranking.

Overview

  • Start date28 September 2020
  • Duration1 year
  • DeliveryTaught modules 65%, individual thesis 35%
  • QualificationMSc
  • Study typeFull-time
  • CampusCranfield campus


Who is it for?

  • Graduates with a keen interest in the social, environmental and economic impact that organisations have on the world, and who aspire to embed sustainability into their future management career across a varied range of private, public and not-for-profit organisations, sectors and roles.
  • Early career professionals who wish to transition into a sustainability-focused role.

Class profile 2019/20*

Gender:
Male 50% - Female 50%
Age Range:
20 - 44 years
Average Age:
24 years
Number of Nationalities: 27
Nationality: UK/EU: 28% - International: 72%
Cohort Size: 116 MiM 74
MENT 31
MCS 11
Average class size
45

*The above data combines the 2019/20 class profiles for our three Master’s courses: Management MSc (MiM), Management and Entrepreneurship MSc (MEnt) and Management and Corporate Sustainability MSc (MCS).

Why this course?

  • Cranfield School of Management consistently performs well in international business rankings. We are 6th in the UK and 17th in Europe in the Financial Times European Business School 2018 Rankings.
  • Our approach to teaching is designed to nurture your practical business skills and confidence, and places huge emphasis on real-world challenges.
  • You will gain the knowledge and skills required for a career focused on business sustainability, and working with some of our partner organisations you will put this learning into action.
  • You will gain valuable insight into sustainability in practice through a series of master classes and presentations from specialists in the field. Some are delivered by companies such as Marks & Spencer, L&G and Diageo at their head offices. Recent guest speakers have included:
  • Peter Lacy, Global Managing Director for Strategy & Sustainability at Accenture, and author of the best-selling book on the Circular Economy, ‘Waste to Wealth’
  • Nick Robins, co-director of Inquiry into the Design of a Sustainable Financial System at UNEP (UN Environment Programme)
  • John Elkington, inventor of the triple-bottom-line concept, founder of Volans Ventures and SustainAbility, author of over 20 books, thought-leader, business strategist, entrepreneur and environmentalist
  • Carmel McQuaid, Head of Sustainable Business, Marks & Spencer

Read our student testimonials to find out how they put their knowledge from the course into practice.

PRIME logo

One of the most memorable moments on the course was attending the Doing Good Doing Well conference in Barcelona. My favourite thing about the conference was meeting like-minded people who care about building a company that is not only profitable but is also doing good for society and the environment as much as I do.

We have had the opportunity to attend the EDIE Conference, which was fantastic. It was a great opportunity to connect and network with individuals leading in industry.

I chose Cranfield because I was looking for a business school with a strong background in Corporate Responsibility that was also addressing real business problems. You can find both at Cranfield. I am now applying everything that I learnt on the course. I am currently developing a set of lectures for managers in co-operation with Deloitte Chile to help businesses here lead the transition from early stages in CSR to embedding sustainability in their strategic objectives.

Informed by Industry

Cranfield bridges the gap between the corporate and academic worlds to promote sustainable business management. Our close connections with industry have enabled us to create and develop a 'community of practice' in the field, in which we serve as researchers, mentors and educators. Many of our faculty have held senior positions in industry and continue to engage with industry through consultancy and teaching. They are also supported by a team of international visiting industry speakers and professors who bring the latest thinking and best practice into the classroom ensuring you have up-to-date, relevant insight from the sustainability world. You will benefit from our close links with business through international case studies, a management consultancy simulation, and our visiting speakers providing an overview of the challenges they are facing.

Course details

The course comprises twelve modules, seven covering general management skills and five specialising in corporate sustainability. The ‘Sustainability in Practice’ module provides the opportunity to undertake a practical sustainable business consultancy project. The thesis is also a practical exercise, albeit informed by up-to-date theory. Previous thesis projects have involved working with company sponsors such as Heineken, Unilever and easyJet. The ‘Leading Corporate Sustainability’ and ‘Creating Sustainable Organisations’ modules provide practical leadership skills in driving sustainable business, from strategic issues such as the circular economy to topics such as sustainable innovation, reporting and employee engagement. The ‘Applied Science and Technology for Environmental Sustainability’ module is taught by environmental experts from Cranfield’s School of Water, Energy and Environment, and provides the specialist skills needed to assess and manage environmental impacts from operations to the supply chain.


Course delivery

Taught modules 65%, individual thesis 35%

Individual project

The thesis will require you to undertake a major research project based on a real sustainability business issue. You will apply your management knowledge, skills and analytical abilities to real-life situations and demonstrate your ability to research issues, critically evaluate data and information, apply tools and techniques to solve management problems, and write a report concisely, informatively and persuasively.

Course modules

Compulsory modules
All the modules in the following list need to be taken as part of this course

Economics for Managers

Module Leader
  • Professor Catarina Figueira
Aim

    To introduce the concepts and techniques associated with Managerial Economics, i.e. Microeconomics (e.g. market analysis, price theory, rationality) and Macroeconomics (e.g. inflation, exchange rates and interest rates).

Syllabus
    • The initial few sessions are spent on discussion of the concept of equilibrium as it applies to the micro and macro structures of a broad range of financial markets.
    • In the next four sessions, an understanding of choice theory and rational economic decision making as it applies to the levels and structure of prices of assets in a broad range of financial markets is developed.
    • Finally, remaining sessions are devoted to discussion of the concepts and ideas in macroeconomics which have a direct relevance to financial markets. Particularly, discussion is centered around the understanding of monetary economics and the institutional context to which it applies. Discussion of structure of money and capital markets rounds up this module.
Intended learning outcomes

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

  1. Employ economic reasoning when making choices in the use of resources.
  2. Recognise the importance of marginal analysis and diminishing returns in the context of business and consumer decisions.
  3. Appreciate the various objectives which different firms may pursue and the consequent impact on managerial decisions, including those relating to price and output levels.
  4. Analyse both the external environment and the internal capabilities of a firm and understand the forces shaping the firm’s competitive environment.
  5. Recognise the importance of developments in the macroeconomy for management and business performance. 

By the end of this course, you should exhibit:

  • An ability to use economic theory.
  • An ability to use relevant geometric and quantitative models to explain and analyse monetary and financial phenomena.
  • An ability to apply economic theory to real world problems, e.g., via case study analysis.

Leading Corporate Sustainability

Module Leader
  • Dr Rosina Watson
Aim

    Global sustainability challenges are shaping the way business operates in the 21st century. Businesses are under increasing pressure from multiple stakeholders (for e.g. shareholders, customers, employees, society) to manage their positive and negative impacts with clear responsibility and strategic intent.  Leading firms are choosing to respond to these challenges by generating sustainable value propositions to ultimately drive competitive advantage. For many this has meant re-engaging at the level of purpose and re-addressing their role in wider society and for human well-being.

    This module outlines the major sustainability challenges and explores the capabilities organisations require need to respond positively to them. It will engage students in gaining a better understanding of how corporate action can be best configured to promote responsible and sustainable business strategies. In doing so, it will demand management students (as future business managers and leaders) to reflect on the long-standing debate about whether or not ‘the business of business, is still business?

    Watch video: An introduction to the Leading Corporate Sustainability module


    Leading Corporate Sustainability
Syllabus

    The content is organised around the sustainability management ‘compass’ below:

    Leading Corporate Sustainability

    The course content is structured as follows:

    Part 1: Setting the context

    Context setting

    • What is managing corporate sustainability?
    • Social and environmental trends

    The role of business

    • What is the role of business?
    • Challenges and opportunities for business

    Exploring possible futures

    • Playing ‘The Game of Life 2050;’ an interactive future sustainable scenario board game

    Part 2: Developing the capabilities

    • Creating a vision
    • Formulating and implementing strategy
    • Innovating
    • Working with stakeholders
    • Collaborating
    • Valuing
    • Leading

Intended learning outcomes

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

  1. Identify global environmental and social trends and relate how these present both challenges and opportunities to business
  2. Explain why businesses need to respond to these challenges and opportunities and assess the capabilities they require to do so
  3. Classify the potential stakeholder groups businesses can work with to develop and implement their sustainability strategies and compare collaboration approaches
  4. Consider the role of personal leadership in an organization’s values, strategic direction and ability to execute its sustainability strategy
  5. Critically assess the content and reporting of businesses’ sustainability strategies
  6. Design and recommend a sustainability-oriented innovation for a selected business.

Managing Operations

Module Leader
  • Dr Abdelkader Aoufi
Aim
Syllabus

    The module covers:

    • Strategic role of operations
    • 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:

  1. Examine the different types of operations employed by organisations and their distinctive characteristics.
  2. Analyse the capabilities of different types of operation including the trade-offs involved.
  3. Show how to select the priorities for operational performance improvement and how to implement them.

Organisational Behaviour: Application

Module Leader
  • Dr Deirdre Anderson
Aim

    Introduction: success in management, particularly at senior levels in organisations, depends on understanding organisations, the people in them and the relationship between the internal and external environments within which they exist; and in ensuring that they work effectively. 

    Organisations are run by and for people, and the success or failure of an organisation depends on the people in that organisation. 

    It is rarely an absence of planning that causes organisational difficulties; rather it is the failure of management in understanding and managing complex personal and interpersonal systems that can lead to significant problems.

    Similarly an acute and critical understanding of these dynamic relationships can lead to profound and enduring success and benefit for the individual, the team, the organisation and wider society.

    In this module students 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.

    This module is necessarily an introduction; further suggestions of reading and of consequent activities will be provided. 

    It may also be that students will wish to undertake a project in this area; several of the faculty involved will be pleased to discuss this with you.

Syllabus
    • Culture
    • Development
    • Diversity
    • Emotional Intelligence
    • Individual and Organisational Change
    • Individual differences
    • Introduction to People and Organisations
    • Leadership
    • Learning
    • Motivation
    • Negotiation, influence & persuasion
    • Performance Management
    • Personality
    • Politics
    • Self Awareness
    • Stress, Resilience, Well-being
    • The Individual and the Team
    • Values
Intended learning outcomes

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

  1. Understand and apply a number of different ways of conceptualising people in organisations, including culture, ethics, well-being, diversity, politics, management, performance and change
  2. Assess the importance of relationships at work, group dynamics, effective teams and leadership in achieving effectiveness
  3. Critically engage with various relevant models, theories and ideas in order to enhance personal capability, including identification of gaps in knowledge, skills, and competence, linking to insights regarding one’s personal and professional development agenda, based on sound data and experience

Marketing Management

Module Leader
  • Dr Ahmed Shaalan
Aim

    A crucial competence for general managers is an understanding of marketing strategy: in simple terms, analysing how a marketplace of customers can be divided into segments, which of these segments are key targets for the firm, determining the firm’s optimal value proposition for each segment is, and what financial results can be expected over a planning period of typically 1-3 years. This module teaches Cranfield’s world-leading step-by-step process for developing such a marketing strategy and documenting it in a marketing plan. This process has been developed with hundreds of blue-chip companies worldwide over the last 30 years, informed by several Cranfield PhDs on the topic which have studied what works in practice. This planning process  is documented in the world’s leading textbook on the topic, McDonald & Wilson’s Marketing Plans, which has sold over half a million copies. This book is used as the course text and students are strongly advised to acquire a copy from the library or through purchase to help bridge from the course to planning for real in their subsequent management roles.

Syllabus
    • Strategic marketing in context
    • 10 steps of the strategic marketing planning process
    • Mission statements and organisational objectives
    • The marketing audit and analytical tools
    • Market maps and market segmentation
    • SWOT analysis
    • The Directional Policy Matrix
    • Marketing objectives and strategies
    • Product and pricing strategy.

Intended learning outcomes

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

  1. Understand the evolution and role of marketing and be able to describe the characteristics of a customer-centric organization.
  2. Appreciate a series of marketing strategy tools and techniques and their application in practice.
  3. Recognise a successful marketing planning process including the importance of including managers from across functional areas of the business in the marketing planning process.
  4. Understand how to structure and prepare a comprehensive written strategic marketing plan for a senior management audience.
  5. Evaluate the quality of marketing analyses and strategies prepared by others.

Evidence-based Management

Module Leader
  • Dr Valentina Battista
Aim

    The module is primarily designed to provide students with an understanding of what is required to conduct research in business contexts considering that todays’ managers

    • are paid to make decisions
    • are expected to make ‘informed’ decisions (i.e. based on evidence)
    • are evaluated on the basis of the outcomes from their decisions. 

    Therefore, understanding the process of producing evidence will ensure students to have the core skills to inform management decisions.

Syllabus

    Introduction to evidence-based management

    • The elements of evidence-based management

    Conducting research in management

    • Defining management problems
    • Reviewing the literature

    Using qualitative research methods

    • Interviews and focus groups in qualitative research
    • Qualitative data analysis: using NVivo

    Using quantitative research methods

    • Designing questionnaires and conducting surveys
    • Quantitative data analysis: using IBM SPSS statistics

    Presenting research evidence

    • Translating data into information to support management decisions
Intended learning outcomes

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

  1. Critically evaluate evidence in order to inform management decisions.
  2. Assess and select appropriate methods of qualitative and/or quantitative data collection.
  3. Choose and apply appropriate methods of qualitative and/or quantitative data analysis.
  4. Interpret data to provide evidence for management decision making.
  5. Utilise quantitative and qualitative analysis software.

Strategic Management

Module Leader
  • Dr Richard Schoenberg
Aim

    Strategic Management is concerned with the direction and scope of the organisation.  This involves determining the purpose of the organisation, establishing objectives and formulating strategies to achieve the objectives. It predominantly explores how an organisation positions itself with regard to its changing environment, and in particular its competitors, in order to gain and sustain competitive advantage. This means that strategic management considers how an organisation’s internal resources and capabilities can be developed to meet the changing demands of customers, in such a way as to achieve the expectations and objectives of its stakeholders. 

    An introduction to the Strategic Management module

    Imran Zawrar

Syllabus

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

    1. Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
    2. Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
    3. Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
    4. Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy.
Intended learning outcomes

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

  • Describe the key questions and associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
  • Appreciate that to sustain competitive advantage an organisation must harness its internal resources and capabilities and react appropriately to changes in its external environment.
  • Appraise and differentiate between corporate, competitive (business unit) and functional strategies.
  • Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy

Accounting and Finance

Module Leader
  • Dr Simon Templar
Aim

    The aim of the Accounting and Finance module is to introduce a number of traditional and contemporary accounting approaches that will increase the visibility of financial information and support management decision making.

Syllabus
    • Interpretation of financial statements;
    • Exploring the relationship between accounting information, management decision making, financial strategies, and financial performance;
    • Applying traditional and contemporary accounting tools and techniques, which can be applied to support business management decisions;
    • Exploring the many cost trade-offs between business processes (Make v Buy).

Intended learning outcomes

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

  1. To judge the effect of decisions, transactions and events on financial performance;
  2. To create simple sets of accounts from basic information.
  3. To understand the main variables affecting working capital management;
  4. To interpret financial statements to support decision making, planning and control;
  5. To apply an appropriate costing approaches to solve a range of business issues;
  6. To apply a number of financial tools and techniques to appraise alternative capital investment opportunities;
  7. To use financial information to make informed management decisions

Creating Sustainable Organisations

Module Leader
  • Professor David Grayson, CBE
Aim

    Organisations are coming under increasing pressure from various stakeholders to manage their positive and negative impacts with clear responsibility and strategic intent.  Responsible and sustainable organisations are re-engaging at the level of purpose and re-thinking their role in wider society and for human betterment.

    This module reminds you of the major sustainability challenges facing organisations and explores how the most progressive ones are responding in-terms of leadership and strategy, mind-set, structure, supply chain collaborations, environmental and social impact and managing change.  It will engage you in gaining a better understanding of how organisational action can be best configured to promote a responsible and sustainable mission. In doing so, it will demand you to reflect on the long-standing debates concerning the political economy and ethical management practices.

Syllabus

    This module has five elements as follows:

    Governance, Strategy and Leadership for Sustainability

    This element explores the business case and different governance regimes and practices associated with organising for corporate sustainability.  It also engages you in different notions about designing strategy and planning its implementation.  All this calls for ethical and authentic leadership from senior executives, which will be a feature of this teaching element.  More specifically, the future skills and knowledge sets for leadership for sustainability will be investigated.

    Key topics include: 

    • Leading board level corporate governance practices.
    • Sustainability as business strategy.
    • Responsible leadership skills and knowledge for sustainable business.
    • The business case for sustainability.
    • Disclosure of good practice.

    Structure and Process

    This element explores the different structural arrangements organisations put into place for managing sustainability.  The various roles and responsibilities constituted to mobilise these structures will be discussed.  In addition, the integrative capacity of the structures will also be considered. To embed the new structures key business processes and their adaptation for the successful pursuit of corporate responsibility and sustainability will also be considered (e.g. procurement, marketing, H&S processes).

    Key topics include: 

    • The role of Corporate Responsibility and Sustainability departments.
    • The integration of Health and Safety and Human Resources departments.
    • The role and responsibility of Chief Sustainability Officer.
    • Key business processes for embedding sustainability.

    Sustainable Supply Chain

    This element explores how sustainable supply chains adapt to accommodate greater levels of responsibility and more sustainable goals. The external demand for more sustainable business practice will be discussed in relation to specific and meaningful contexts.  The inevitable future challenges of a pursuit for sustainable consumerism will also be debated.

    Key topics include: 

    • Sustainable supply chains/management.
    • Sustainability marketing strategies/campaigns.
    • The challenge of sustainable consumerism.

    Partnerships and Stakeholder Engagement

    This element explores the important role of collaborative approaches to addressing corporate responsibility and sustainability challenges.  Collectivism for pursuing positive change will form the focus of this teaching element.  The power of pooling resources and capacity for supporting change, and the challenges of cooperate strategies will be investigated.

    Key topics include: 

    • The importance of partnering, collaboration and collectivism.
    • Stakeholder theory and employee engagement.
    • The purpose of partnering with business led coalitions.
    • Engaging with unusual partners (e.g. NGO’s).
    • Lobbying and links to government. 

    Culture for Sustainability

    This element explores how to initiative the magnitude of change necessary to create sustainable organisations and endeavour a ‘new normal’ set of conditions.  This amounts to a cultural change process that generates a momentum for positive organisational level change to embed sustainability.  Successful organisational level cultural change creates further momentum for adaptations within the supply chain and wider industrial (ecology) system.

    Key topics include: 

    • Cultural shift for organisational and systemic industrial change.
    • Capturing hearts and minds.
    • Engaging employees.
    • Social intrapreneurs as agents of change.
    • Initiating a culture change process.
Intended learning outcomes

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

  1. Critically discuss the role of governance, strategy and leadership in organisational transformations for sustainability.
  2. Evaluate key theories and dominant practices associated with organisation structures and (management) processes for corporate sustainability.
  3. Appraise the needs for supply chain engagement for closed loop business operations.
  4. Contrast the range of collaborative opportunities available to pursue corporate sustainability.
  5. Propose the central features of a cultural change process for embedding sustainability.
  6. Reflect on and critique the application of relevant management tools to aid the design of future sustainable businesses.
  7. Prepare collective intellectual positions and critically discuss their merits amongst peers and faculty.
  8. Compose aspects of a process of cultural change for sustainability.

Applied Science and Technology for Environmental Sustainability

Module Leader
  • Professor Philip Longhurst
Aim

    Environmental sustainability is a main board issue.  General managers need to be able to navigate this agenda broadly, and their internal specialist officers, whether in regulatory affairs, sustainability, CSR, risk governance, procurement or finance may need to become intelligent customers for professional advice on environmental matters or experts in their own right.  This module is a postgraduate ‘primer’ for the aspiring general manager.  It seeks to equip you with:

    • The business case for reducing environmental impacts – termed sustainability, as viewed through various lenses including resource security, risk management, regulatory compliance, supply chain management.
    • Case studies and critical reflections that contextualise good environmental governance from various business sectors.
    • An overview of environmental analytics and decision tools (e.g. life cycle analysis, environmental risk assessment, environmental impact assessment, carbon and water foot-printing etc.) that are used increasingly to evidence good environmental performance.
    • A summary of key technologies for the treatment of water, wastewater, waste, soil and air emissions, their general performance characteristics and principles of operation.
    • An update of current sustainability paradigms, including design for sustainability, the ‘circular economy’, smarter environmental regulation, sustainable manufacturing and their implications for business.
Syllabus

    This module has four elements as follows:

    The Business Imperative for Environmental Sustainability

    We begin with a discussion on the business case for environmental sustainability.  What has been the history of engagement with the environmental sustainability agenda and why the recent acceleration of emphasis?  Connections to the circular economy, tomorrow’s company and the globalisation agenda will be made in considering the following topics:

    • Trade-off between the bottom line and reputation risk.
    • Proactive environmental management versus the cost and risk associated with passive regulatory compliance.
    • Evolving expectations of shareholders and stakeholders.
    • Optimising long-term impacts of energy, carbon, and waste on business.

    Case Studies

    Next we examine key issues from a resource perspective, i.e. energy, water, GHG emissions, land & soil needs, plus resource loss through waste. Industry sectors and specific businesses with major impacts are introduced and these benefits in managing impacts for strategic competitive advantage explained. Examples include the developments that specific sectors have followed are included. Pinch points and key ‘shifts’ that prompted the change are also discussed.


    Tools and Techniques for Environmental Decision-making

    Corporate commitments to the environment without defensible metrics are no longer credible.  Here we examine some of the principal tools used to secure regulatory approvals, examine whole-life impacts, measure carbon and water footprints, and quantify risk.  Practical in approach, we explore what works in real life, the decision power such tools can offer and the current state of the art.


    Technology Selection and Appraisal

    Pollution prevention and control requires choices over a bewildering array of environmental technologies to minimise wastes, recover materials and energy and treat toxic residuals.  We will walk though some of the established and emerging technologies for pollution prevention, critique and appraise them and discuss the operational requirements.  The aim is to make you as future intelligent customers aware of the right questions to ask when faced with appraising technology recommendations.  A visit to a local materials recovery plant will reinforce the complex and heterogeneous nature of waste and resource management. In particular attention will be given to:

    • The context, causes, definition and approaches to waste management.
    • Technology types and principles.
    • Selection methods and decision-making levels; strategic to operational.
    • Principles of energy recover and carbon cycling.
    • Innovation, trade-offs and sources of information.

    Sustainable Design and Manufacturing

    How do these principles and practices work through in a manufacturing and production environment?  The concepts of design for sustainability and sustainable manufacturing will be considered through worked examples. For example:

    • Discussing the impact and subsequent importance of considered design for the environment.
    • Introduction to the historical context of design for sustainability.
    • Examples of best practice in sustainable design approaches including dematerialisation, design for reuse and repair, design for disassembly and longevity.
    • Facilitating the move from a linear to a circular and regenerative approach to design: whole system design, regenerative models for business and production.

    Sustainable Operations

    Understanding what practices are used in manufacturing operations to reduce resource use and how these can be translated into tactics for eco-efficiency and beyond.  References will be made to improvement methodologies that capture process improvement sequence as well as supporting tools for analysis.

Intended learning outcomes

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

  1. Explain and give examples of relationships between technology, governance and decision analytics as they relate to the environmental sustainability agenda.
  2. Evaluate and use tools and techniques for technology and strategy appraisal, explaining their advantages, disadvantages and data requirements.
  3. Explain the key challenges presented by the use of the term sustainability as a concept in business.
  4. Demonstrate awareness of some of the current thinking on environmental technology trends, business analytics that relate to the environment, and the strategic environmental agenda on resource security within a written proposal.
  5. Participate in critically reviewing environmental advice that can support business decisions.

Sustainability in Practice

Module Leader
  • Dr Rosina Watson
Aim

    This module engages you in a ‘live’ sustainability issue within a client organisation. This organisation will be invited to meet you and given the opportunity to present a management issue focused on a corporate responsibility and sustainability matter at the start of the module.  This client’s challenge will inspire discussion and become the foundation for the problem solving activity you will engage.

    You will work in their learning teams over a 5 day period to generate a viable response (or potential solution) for the client organisation.  In this consulting like operation they will investigate the organisational context and sustainability challenge in depth and discuss potential avenues (and their implementation implications) for its resolution.  Your teams will subsequently produce a design specification for their proposed solution and present it to the client organisation at the end of the week long module.  The in-company assignment is a competitive exercise and a ‘winning’ team, proposing the best solution, will be chosen by the client organisation.

    You will be free to explore the aspects of corporate responsibility and sustainability they feel are most appropriate for the organisation to succeed in its endeavours. 

    This module will allow you to gain a broader and better understanding of how organisational action can be best configured to promote responsible and sustainable business behaviours and strategies.

Syllabus

    This module has three elements as follows:

    Problem Solving for Management Consulting

    This element complements the Management Consulting module and introduces a problem solving process that you will apply to the sustainability challenge presented by the invited company. It will allow you to engage with the intricacies of the problem presented in context and breakdown the task into manageable components.  The outcomes of this process will lead to the design and formulation of potential solution/options for the organisation. Each option will discuss the implications for implementation and include clear deliberations regarding the development of leadership and management skills. 

    Key topics include: 

    • Problem Solving Process.
    • Design of potential organisational solution options.
    • Implementation issues.
    • Leadership and management skills for sustainability.

    Managing Change

    This element complements the session titled ‘championing change’ in the Creating Sustainable Organisation module. More specifically it explores how the client organisation can begin to engage managers and employees to create momentum for positive organisational level change.

    Key topics include: 

    • Managing change process.
    • Sustainability organisational maturity.
    • Making a business case and assessing materiality. 
    • Engaging employees.
    • Social entrepreneurs and champions as agents of change.

    Presentation and Communication Skills

    This element explores effective presentation skills/knowledge and technologies for communicating organisational change plans.

    Key topics include: 

    • Effective use of visualisation technologies.
    • Strategies for communicating key messages.
    • Personal impression management
Intended learning outcomes

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

Knowledge and Understanding

  • Appraise the importance of the organisational context in addressing real world sustainability challenges.
  • Categorise the range of stakeholders involved in sustainability challenges.
  • Critically discuss the value of organisational responses to sustainability issues.
  • Design and review different options available to organisations when responding to sustainability matters.
  • Assess the importance of the translation activity from designing solutions to planning implementation.

Skills and Other Attributes:

  • Apply relevant tools to imagine and design future sustainable business scenarios.
  • Assemble work in teams, explore/present collective intellectual positions and discuss and review their merits amongst peers.
  • Discuss the key tenants of a design solution or response to address a specified sustainability challenge in live and real context.
  • Propose how to engage potential change agents and sustainability champions.
  • Plan initial implementation (and change project) activities.

Social Entrepreneurship

Module Leader
  • Dr Richard Adams
Aim

    The aim of this module is to familiarise students with the concepts of social enterprise and intrapreneurism, and enable them to compare and contrast these phenomena with “non-traditional” entrepreneurship. Both business models overlap extensively with what is regarded as traditional entrepreneurship, but have distinctively different features: while being profit-or surplus-making, their aims typically embrace social outcomes and purposes, and their distribution or sharing of value created is frequently closely linked to these declared values.

    Students will be introduced to the history and evolution of non-mainstream modes of entrepreneurship and will develop their understanding of how social entrepreneurs/social intrapreneurs and intrapreneurs create and operate enterprises/intrapreneurial activities in different environments. They will see how such enterprises fit within the spectrum of profit and not for profit entities, and how these are regarded by policy-makers and other stakeholders.

    Students will emerge with a clearer idea of whether they would like to make a career in this business environment or, indeed, aspire to found their own social enterprise or pursue a corporate intrapreneurial initiative.

Syllabus
    • What social enterprise is: the history and evolution of social enterprise/entrepreneurship.
    • How social entrepreneurs compare with “mainstream” entrepreneurs.
    • Legal, commercial and financial structures of social enterprises.
    • Enabling environment for social intrapreneurism.
    • Compare and contrast: social vs non-social intrapreneurism.
    • Measuring the impact of social enterprise and intrapraneurism of all types.
    • Social enterprise and social intrapreneurism: how they are viewed by policy-makers and other key stakeholders.
    • Social enterprise, sustainable business and sustainable value creation.

Intended learning outcomes

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

  1. Describe, analyse and categorise the drivers and motives of social entrepreneurs/social intrapreneurs and intrapeneurs.
  2. Differentiate and delineate the salient features which distinguish these modes of entrepreneurial behaviour from other “mainstream” forms.
  3. Define the factors, both environmental and intrinsic, which promote or hinder the development of both a free-standing social enterprise and social intrapreneurism within the corporation,
  4. Apply the measures of impact used to define the effectiveness of social enterprises.
  5. Explain and appraise the agenda of policy-makers regarding the role, purpose and economic value of social entrepreneurship

Modules

Keeping our courses up-to-date and current requires constant innovation and change. The modules we offer reflect the needs of business and industry and the research interests of our staff. As a result, they may change or be withdrawn due to research developments, legislation changes or for a variety of other reasons. Changes may also be designed to improve the student learning experience or to respond to feedback from students, external examiners, accreditation bodies and industrial advisory panels.

To give you a taster, we have listed above the compulsory and elective (where applicable) modules which are currently affiliated with this course. All modules are indicative only, and may be subject to change for your year of entry.




Accreditation

The Cranfield Management and Corporate Sustainability MSc is a Chartered Management Institute (CMI) dual accreditation degree. This provides the opportunity to stand out from other management graduates by achieving the CMI’s professional management qualification alongside your Cranfield degree. 

The CMI is the only chartered professional body in the UK dedicated to promoting the highest standards in management and leadership excellence. It is the only organisation awarding Chartered Manager status, and has a 100,000+ membership. 

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Your career

95% of School of Management students were employed within 3 months of graduation*.

At Cranfield you will receive support to help you plan an effective career strategy, whether you are looking to secure your first role in corporate sustainability, or wanting to take your career to the next level. The Cranfield Career Development Service will help you to plan your personal and professional development and provide you with lifelong career management skills.

Our Management and Corporate Sustainability MSc graduates have secured jobs with a diverse range of companies including Coca-Cola Enterprises, Deloitte, Facebook, Heineken, SIRE Life Sciences, USB Asset Management and Veolia. Their roles have included Business Analyst, Senior Consultant, Research Associate, Project Officer and Business Integrity Associate.

*based on data we hold from our latest School of Management Employability Survey.

How to apply

Our students do not always fit traditional academic or career paths. We consider this to be a positive aspect of diversity, not a hurdle. We are looking for a body of professional learners who have a wide range of experiences to share. If you are unsure of your suitability for our Management and Corporate Sustainability MSc programme we are happy to review your details and give you feedback before you make a formal application.

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.

Application deadlines

There is a high demand for places on our courses and we recommend you submit your application as early as possible. The following application deadlines apply.

Entry for September 2020

  • Applicants domiciled in mainland China must submit their applications by 28 February 2020
  • Applications from all other international students requiring a visa to study in the UK must submit their application by 31 July 2020
  • There is no application deadline for Home/EU applicants, but places are limited so we recommend you submit your application as early as possible.

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.