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This part-time course meets the requirements of the Level 7 Senior Leaders Master’s Degree Apprenticeship Standard. Eligible organisations can use £18,000 of their Apprenticeship Levy to cover the course tuition fees. View Fees and Funding information or find out more about Master's Apprenticeships

Our Management and Leadership MSc is informed by Cranfield’s Management MSc – ranked 3rd in the UK by The Economist Which MBA? Masters in Management 2019 ranking – and our Executive MBA – ranked 9th in the UK in the Financial Times 2019 ranking.

This practical management postgraduate course, delivered in partnership with Grant Thornton – one of the world’s leading organisations of independent professional services, will help you develop your leadership and management skills with a specific focus on leading-edge insights, commercial application and effective management frameworks. It offers a ‘real-world’ business education which can be applied directly back into the workplace.

Overview

  • Start date16 March 2020
  • DurationTwo-year part-time
  • DeliveryTaught modules (65%) are assessed by a combination of written assessments that relate to a wide-range of management and leadership themes, projects, presentations and the occasional exam. The organisation-based project (35%) is assessed by individual coursework.
  • QualificationMSc
  • Study typePart-time
  • CampusCranfield campus, and Grant Thornton, London

Who is it for?

  • High potential, early-career managers seeking to progress in their careers.

Term dates

March 2020 intake

Year 1

  • Monday 16 – Saturday 21 March 2020
  • Monday 15 – Saturday 20 June 2020
  • Monday 14 – Saturday 19 September 2020
  • Monday 7 – Saturday 12 December 2020

Year 2

  • Monday 15 – Saturday 20 March 2021
  • Monday 7 – Saturday 12 June 2021
  • Monday 6 – Saturday 11 September 2021
  • December dates TBC


The Management and Leadership MSc accelerates the development of leaders and managers substantially. It creates a strategic mindset, and the operational insights to excel.

Most importantly, students deepen their leadership capabilities based on their sharpened insights into others, themselves and leadership mechanisms. The teaching and coaching enables them to become thoughtful, capable and mature leaders.

We've learnt so many different processes and process improvement techniques that are 100% takeaway and applicable to what we do day-to-day.

I’ve definitely been able to take some of those back into the business and have made some continuous improvement to our processes at work.


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.
  • The course meets the requirements of the Level 7 Senior Leader Master's Degree Apprenticeship. Subject to eligibility, your organisation may be able to use their apprenticeship levy to cover the costs of you attending this course.
  • The collaboration of Cranfield and Grant Thornton in the delivery of this course ensures you will be exposed to industry-leading education, incorporating teaching from current practitioners, business simulations and one-to-one leadership coaching. 
  • You will develop leadership capabilities in yourself and others, in order to meet today’s societal and business challenges.
  • You will gain comprehensive knowledge of core business functions enabling you to progress into a variety of management areas.
  • You will develop a strategic mind-set to enable the achievement of business objectives.
  • You will develop the self-awareness and confidence to effectively lead, or operate as part of, a team.
  • You will study with a cohort of experienced professionals, build your network and gain insights into management best practice internationally in an atmosphere that encourages camaraderie.

Informed by Industry

An external advisory panel informs the design and development of the course, and comprises senior management practitioners, reinforcing its relevance to the modern business world. 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 industry speakers and professors who bring the latest thinking and best practice into the classroom.

Course details

The course covers core management subjects in a series of 12 modules delivered one week face-to-face per quarter, over the two-year period. Alongside the face-to-face modules, 20% of the course is delivered through blended learning. The course is highly interactive and student-centred with large elements of coaching, live consulting cases and business simulations. The organisation-based project commences in the second half of the second year. You will tackle live company challenges, with the support of academic experts and company-based professionals. Modules will delivered at Cranfield, with off-site learning at Grant Thornton’s London office.

The structure comprises:

Year One: 7 compulsory modules.

Year Two: 5 compulsory modules 

Peer coaching continues throughout the second year and is complemented by professional coaching sessions. Between September and February of Year Two you will undertake your organisation-based project. Following its completion you will complete your final module at Cranfield, which is designed to explore and facilitate the integration of learning between you and your peers by sharing your organisation-based project experiences at a Capstone conference. This will also help you prepare for your End Point Assessment (EPA), which is a requirement of the apprenticeship standard.

Leadership development and career development activities also run throughout the two-year programme. A learning log, delivered via PebblePad (personal learning platform) will chart your progress based on Cranfield/company experiences, such as knowledge, skills and behaviour development.

Course delivery

Taught modules (65%) are assessed by a combination of written assessments that relate to a wide-range of management and leadership themes, projects, presentations and the occasional exam. The organisation-based project (35%) is assessed by individual coursework.

Course modules

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

Leading with Impact: Organisational Behaviour

Module Leader
  • Dr Deirdre Anderson
Aim

    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; it is often the failure of management in understanding and managing complex personal, interpersonal and organizational systems that can lead to significant problems.

    Similarly an acute and critical understanding of these dynamics can lead to profound and enduring success and benefit for the individual, the team, the organisation and, indeed, 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,  sociology and International Human Resource Management, in order to provide students with an 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 begin to address notions of organisational change.

    Uniquely this module will also focus on application and will allow students to reflect on and apply theories and techniques in their own real world context, utilising a structured portfolio approach in order to enhance their own Leadership behaviours.

    It may also be that students will wish to undertake an in company 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 and persuasion
    • Performance Management
    • Personality
    • Politics
    • Self Awareness
    • Stress, Resilience, Well being
    • the Individual and the Team
    • Values
    • International / Cross Cultural Management
    • Synthesis and Integration.
Intended learning outcomes

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

  1. Understand a number of different ways of conceptualising people in organisations, including culture, ethics,well-being, diversity, politics, management, performance and change
  2. Understand 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 ones personal and professional development agenda, based on sound data and experience.

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
    • Culture
    • Development
    • Diversity
    • Emotional Intelligence
    • Individual and Organisational Change
    • Individual differences
    • Introduction to People and Organisations
    • Leadership
    • Learning
    • Motivation
    • Negotiation, influence and persuasion
    • Performance Management
    • Personality
    • Politics
    • Self Awareness
    • Stress, Resilience, Well being
    • the Individual and the Team
    • Values
    • International / Cross Cultural Management
    • Synthesis and Integration.
Intended learning outcomes

On successful completion of this module a student 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, students should exhibit:

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

Leading Strategic Operations

Module Leader
  • Dr Abdelkader Aoufi
Aim

    To develop a theoretical and practical skill base of Leading Strategic Operations. This module provides students with an understanding of the Operations Management task and its contribution to organisational competitiveness.

Syllabus
    • 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
    • Strategic quality management and improvement
    • People in operations.
Intended learning outcomes

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

  • Demonstrated the ability to evaluate the main components of operations strategy
  • Analyse the capabilities of different types of operation including the trade-offs involved.
  • Challenge strategies and operations in terms of resource allocation and business continuity/risk management and determine how operational processes may be designed, managed and improved
  • Identify key issues in the management of change in operations through understanding the critical transitions of both processes and people and create appropriate ways to tackle change issues successfully
  • Put the topic in an appropriate organisational context: recognising that operations management involves cross functional links at the process level
  • Examine and experiment with key tools and techniques covered to immediate use taking into consideration organisational. context.

Marketing Strategy

Module Leader
  • Professor Emma Macdonald
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, and what financial and non-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 a 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. Students may wish 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, including organizational purpose and sustainability considerations
    • The marketing audit and analytical tools
    • Market maps and market segmentation
    • SWOT analysis
    • The Directional Policy Matrix
    • Marketing objectives and strategies.
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 critically describe the characteristics of a customer-centric organization.
  2. Appreciate a series of marketing strategy tools and techniques and to have evidence-based, in-depth insights into their application in practice.
  3. Analyse what a successful marketing planning process is, including the importance of including managers from across functional areas of the business in the marketing planning process, and being able to critically suggest improvements.
  4. Structure and prepare a written strategic marketing plan for a senior management audience.
  5. Evaluate the quality of marketing analyses and strategies prepared by others.

Accounting

Module Leader
  • Dr Matthias Nnadi
Aim

    Financial Accounting: to give students a thorough understanding of company accounts, how they are constructed and how to interpret them. 

    Management Accounting: to look at and understand the key issues in the subject from the point of view of business leaders needing to make practical decisions in their organisation.

Syllabus
    • The fundamental accounting documents – Income Statement, Statement of Financial Position and Cash Flow Statement
    • Interpretation of accounts through ratio analysis
    • Cost/volume/profit analysis and breakeven
    • Allocation of overhead costs
    • Budgeting and variance analysis
    • Transfer pricing

Intended learning outcomes

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

  1. Demonstrate a systematic understanding of the fundamental principles of financial accounting.
  2. Prepare key financial statements from basic information.
  3. Analyse and interpret company accounts.
  4. Classify different types of cost and conduct break-even analysis.
  5. Prepare budgets and interpret variances from budget.
  6. Evaluate divisional performance and understand the impact of transfer pricing.

 

Leading Corporate Sustainability

Module Leader
  • Professor Emma Macdonald
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?

Syllabus

    The content is organized around the sustainability management ‘compass’

    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.

Strategic Management and Leadership

Module Leader
  • Dr Richard Schoenberg
Aim

    Strategic Management and Leadership 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 and leadership 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.

Syllabus

    The module begins by focusing on strategy at the strategic business unit level. It is orientated around five key questions:

    1) where to compete?
    2) how to gain competitive advantage?
    3) what capabilities are required?
    4) what capabilities do we have?
    5) how do we change?

    The module then explores corporate level strategy and the particular challenges of international strategy. Finally the issues of strategy implementation and change are discussed. Throughout the module a range of tools and techniques for strategic analysis and choice will be introduced.


Intended learning outcomes

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

  1. Describe the key questions and critically analyse the associated challenges to be addressed in formulating an organisation’s competitive and corporate-level strategies.
  2. Create ways for organizations to sustain competitive advantage, building on a detailed understanding how an organisation and its leaders can 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 and the roles of leaders within these.
  4. Critically appraise and justify the key factors to consider when leaders develop an international strategy.
  5. Critically apply a range of tools and techniques to illuminate the key questions of competitive strategy and corporate strategy.

Disruptive Innovation

Module Leader
  • Professor Leon Williams
Aim

    This module introduces disruptive innovation and sets out why it is a distinctive form of innovation. The core theory underpinning the topic is introduced along with the rationale for adopting a contrasting approach to that used for managing incremental innovation. The module presents a range of practical tools to support organisations in building strategic competences that enable them to recognise, create or react to disruptive innovation. The module reviews how disruptive innovation applies, individually or in combination, to technology, processes, services and business models.

    A core element of the module will be a simulation of an innovation project. The project’s aim will be to develop an innovative product that has potential to be disruptive to the existing market. The simulation will involve team-based activities that equip students with practical tools and hands-on experience. The assessment requires a critical reflection on the experience of using various techniques for managing disruptive innovation within the simulation.

    During the module the knowledge and skills required for the simulation will be introduced through a combination of lectures, cases studies and other activities. These will introduce both theoretical elements of the module but also practical techniques that can then be applied within the simulation.

Syllabus
    • Identifying and analysing recent, relevant literature that informs an understanding of an organisational capability in innovation, for example through the individual capabilities supporting the Pentathlon framework.
    • Understand the nature of disruptive Innovation: what is it, and why is it necessary?
    • Understanding how coordinated development effort across a combination of goods, technologies, services and business models can result in disruptive innovation.
    • Use and reflect on specific approaches and techniques that underpin an innovation capability, for example:
      1. Understanding, classifying and prioritising customer needs using the Kano model.
      2. Planning technology and is development trajectories using techniques such as environmental analysis, technology roadmapping, and other foresight techniques.
      3. Analysis and design of services using techniques such as service blueprints.
      4. Analysis and design of business models using techniques such as the business model canvas.
      5. Prioritisation of projects within the innovation pipeline.
      6. Management of the new product development process.
      7. Evaluation of an innovation in terms of its disruptive potential.
Intended learning outcomes

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

  1. Examine the key capabilities, and their interrelationships, that underpin an organisational capability in innovation.
  2. Critically apply and review the theoretical underpinning of innovation management to the process through which innovative technologies, services and business models are developed.
  3. Explain how disruptive innovation might be distinct from other forms of innovation and test whether a specific innovation has disruptive qualities.
  4. Analyse how an organisation’s approach to the innovation process influences the types of innovation created.
  5. Evaluate the use of a range of techniques that enable disruptive elements of an innovation to be analysed and communicated in terms of the contribution of technological, process and business model innovation.
  6. Reflect on the experience of planning an innovation project and critically review the extent to which the new product has disruptive potential.

This module will also develop a potential foundation for a dissertation. A dissertation could draw on the module content to inform the development of an innovation that has been proposed or is currently in development. A dissertation could focus on various aspects of a disruptive innovation, for example, to analyse and understand the relationship between organisational environment and innovation type (disruptive vs. incremental) or to evaluate a set of potential scenarios for development of an innovation.

Management Consulting

Module Leader
  • Dr Monica Franco-Santos
Aim

    This is an integrative module allowing students to develop management consulting skills and apply their learning in a practical manner. Students will work in their consulting teams and will role-play as a management consulting team, competing against the other teams. All teams will address the same business challenge: a genuine business issue in a particular company. Students will have a set of taught sessions on the ‘art and craft’ of management consulting. In parallel, they will work with their consulting teams to address the case company business challenge. They will have three weeks to understand the problem; gather the relevant data; use appropriate tools/frameworks and propose innovative, pragmatic and achievable solutions.

Syllabus

    This module comprises conceptual knowledge about the foundations of management consulting and practical knowledge developed through a real-life case exercise. The module includes teaching sessions focused on the following.

    1. Consulting skills
    • Listening
    • Communication
    • Persuasion
    • Problem solving
    • Negotiation
    • Decision-making.
    1. Consulting process
    • Diagnostic phase
    • Data collection and analysis phase
    • Design phase
    • Implementation phase
    • Education phase.
Intended learning outcomes

On successful completion of this module a student should be able to develop critical management consulting skills and apply them in the context of a real-life business problem. By the end of this module students should be able to:

  1. Identify and critically examine managerial problems and provide innovative ideas to address them generating change and improvement
  2. Apply the theories, frameworks and perspectives learnt in other modules.
  3. Explain and critically assess relevant processes, concepts and methods involved in management consulting projects.
  4. Recognise how to develop strong trust-based relationships with external and internal clients and their stakeholders.
  5. Practice critical thinking and systems thinking to diagnose problems and design potential solutions
  6. Present ideas effectively to an audience of business executives.

People Management and Leadership

Module Leader
  • Professor Michael Dickmann
Aim

    In essence this module is concerned with managing the organisation’s key resource – the people who work for it. It aims to help participants understand how effective people management and human resource management can contribute to develop and sustain organisations. The focus of the module will be concerned with helping participants understand the relationship between people management and organisational performance, including the crucial role of line managers. The module aims to develop an insight into the complexities of managing people in a changing environment.

    The module will provide an introduction to the main activities associated with resourcing, developing and day–to-day management of people in work organisations. It is not the intention of the module to develop human resource management specialist, but rather to provide a general introduction to the people management issues that concern all managers. Throughout, the sessions will be highly interactive in order to develop critical insight and core skills in the people management field.

    The module will draw on key academic contributions in the broad field of people management, including current research being carried out by faculty in the School of Management. 

Syllabus
    • Strategic People Management and Workforce Design
    • The Changing World of Work
    • Talent Sourcing
    • Talent Development  and Succession Planning
    • Rewards and Remuneration
    • Managing Performance
    • Employment Relations
    • Employment Law: Health and safety, grievance, discipline and dismissal
    • Building a People Strategy
Intended learning outcomes

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

  1. Have a critical appreciation of the role and scope of people management activities
  2. Appraise the complex range of established models and factors which influence choices made in the management of people
  3. Have undertaken critical analyses of a range of people management issues and have made considered, informed proposals to address them.
  4. Evaluate strategic approaches to human resource management and their relationship with business strategies and is able to assess the contribution the people resource makes to developing and sustaining organisations

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.

Enterprise Performance and Risk Management

Module Leader
  • Professor Michael Bourne
Aim

    To develop a theoretical and practical skill base of Enterprise Performance and Risk 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
    • Strategy and performance, the execution gap
    • Theories and approaches to governance and management control
    • Hard and soft approaches to strategy execution and the implementation of change
    • Organisation theory, lenses for enterprise management
    • A framework for strategy execution
    • Strategy and success mapping, as a concept and a process
    • The development of appropriate and effective KPis
    • The target setting wheel
    • The importance and use of survey based measures
    • Incentives and rewards, frameworks and pitfalls
    • Risk management, a discursive approach
    • Challenging strategy and strategic assumptions
    • Stakeholder analysis
    • Change and resistance to change
    • Theory of change, as a planning tool, management tool and for evaluation
    • Change capacity
    • Change kaleidoscope
    • Values and people engagement in enterprise leadership and management
    • Designing performance and risk management reviews
    • Mindful meetings
    • Leadership of risk and performance

Intended learning outcomes

The EPRM module will introduce students to the nature of enterprise performance and risk management. Using models, frameworks approaches and theories, the student will be exposed to and practice the development of executable strategies, the alignment of the organisation and the implementation of change. Focusing specifically performance measurement and management techniques, risk and the management and leadership of change, students will develop their critical thinking and application.

The module aims to develop student understanding of how these processes may be designed, managed and improved combined with application to real world situations.

On successful completion of the module students should be able to:

1. Knowledge and understanding

  • Describe the contributions of performance and risk management to control and governance
  • Apply theoretical lenses to critically assess frameworks, models and approaches.
  • Critically assess strategy, objectives, measures and targets
  • Apply tools in performance measurement and risk to direct and manage the organisation.
  • Challenge strategies from the perspective of testing underlying assumptions
  • Apply tools and frameworks to critically assess approaches to change
  • Apply tools and frameworks for the planning and implementation of change
  • Appreciate the leadership and cultural influences impacting successful enterprise performance and risk management
  • Critically assess performance and risk from a sustainability perspective
  • Develop approaches to decision making from a mindfulness and resilience perspective.

2. Subject Specific Skills

After completing this module the students will have:

  • Put enterprise performance and risk management in the context of governance and control
  • Demonstrated their ability to design enterprise performance measure and management systems
  • Demonstrate their abilities to critically assess enterprise risk
  • Demonstrated their abilities to assess stakeholder perspectives and sustainable solutions
  • Demonstrate their ability to plan change
  • Understand and design approaches to evaluation and effective decision making

3. Behaviours

After completing this module the students will have:

  • Presented written material
  • Presented material orally
  • Kept records of their personal learning achieved
  • Practiced performance and risk tools and techniques
  • Enhanced their team working abilities
  • Shared good practice through reflection within and outside their own organisation


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 Leadership 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.

CMI logo

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) and European Quality Improvement System (EQUIS).

AACSB Accredited AMBA EQUIS Accredited


Your career

Our Management and Leadership MSc will enable you to develop your knowledge, skills and abilities while applying what you learn directly in your workplace. The programme will support your career progression, preparing you to successfully carry out senior leadership roles in the future.

You will work with accredited coaches, members of faculty and careers advisors throughout the course enabling you to:

  • Discover and develop your leadership and team-working style
  • Identify how to enhance your personal effectiveness
  • Work out where you want to go professionally
  • Learn the techniques of effective team leadership
  • Become more sensitive to situations, cultures and contexts
  • Prepare to lead change and face future challenges.

Our Career services team offer: individual career consultations, speaker events, alumni networking, networking workshop, personal and executive career coaching, leadership assessment centre, and more practical skills-based workshops on writing CVs and cover letters, and interview skills.

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.

Applications for this course will close at 17:00 (UK time) on Monday 24 February 2020