Date: Aug 21, 2018

MBA

The University of Derby enjoys an excellent reputation for providing high quality, relevant,  postgraduate management development courses for local, regional and international participants. In the most recent UK Quality Assurance Agency inspection awarded a score of 22 out of a maximum of 24 for the quality of education offered by the University of Derby. This rating ranks the UOD/ Derbyshire Business School among UK’s top Business Schools.

The University and the Derbyshire Business School also ranks amongst the top ten in the UK in terms of graduate employability according to the most recent HESA report in 2008.

Course Structure

7 core modules, 1 specialisation module, and 1 Dissertation

Specialisations available:

  • · Master of Business Administration in Marketing
  • · Master of Business Administration in Human Resource Management
  • · Master of Business Administration in Finance
  • · Master of Business Administration in Logistics and supply chain Management
  • · Master of Business Administration in Health care management
  • · Master of Business Administration General

Duration

Full Time 1.5 years

Delivery

36 hours of Face to Face and Online tutorials,

Assessment

100% Course work (Assignment and dissertation)

Fees

Please refer to our Fee Schedule

Intakes

January, April, July and October

Special Features

Pre-recorder guide lines for Assignments in Audio-visual form, 24 hours Discussion forums,

Online Study Notes, Assignment and exam Guidelines, E-library access to the latest

articles and journals, Module Leader support

Syllabus

INDUCTION MODULE (Non Assessed)

A. LEARNING AND THINKING EFFECTIVELY

Module contents

  • · Effective thinking techniques and preferred learning style, mind mapping techniques,
  • · memory tools;
  • · time management, essay and report writing; information search using the Internet
  • · including use of search engine, self- management and goal setting; getting help;
  • · creativity and problem solving;
  • · Presenting information; sources of information; syndicate discussions of the issues; overview
  • · of the MBA programme; assessment criteria and associated regulations and procedures
  • · where participants are subjected to its adherence.

CORE MODULES (100% assignment)

1. STRATEGIC PLANNING

Module content

  • · Internal and external environmental auditing techniques.
  • · Resource-based factors: for example, physical and virtual value chains, distinctive
  • · capabilities, intangible assets, core competencies, reputation and innovation.
  • · Business policy/strategic choices and options.
  • · Issues relating to implementation of change within an organisation.
  • · The part played by data, information and knowledge in developing business policy /strategy.
  • · Consideration of performance as an evaluating tool of business policy.
  • · Problems associated with conventional performance measures and alternative approaches to measuring performance.

2. INFORMATION &KNOWLEDGE MANAGEMENT FOR MANAGERS

Module content

  • · Adding value in the knowledge economy – delineating the contemporary business
  • · environment.
  • · Data, information and knowledge – contemporary debates. Managing data as a product

contrasted to data quality processes.

  • · Information for performance management (e.g. balanced scorecard) versus an

ecological approach. Knowledge as commodity versus knowledge as learning.

  • · The role of technology and culture. The properties of technology. Global versus local

cultures. Managing knowledge in a diverse world.

  • · Information, information systems, and information technology strategies compared and

contrasted. Strategic alignment.

3. MANAGING PEOPLE

Module content

  • · Changing ideas about human behaviour, processes of organising work and strategymaking:
  • · moving ‘beyond motivation, leadership and the pursuit of competitive
  • · advantage’.
  • · Work meanings and orientations and the managerial manipulation of workers’
  • · psychological contracts.
  • · Organisational structures and cultures and the shaping of tasks.
  • · Managing conflicts, challenges and organisational mischief.
  • · The place of human resourcing in the strategic managing of organisations: strategic choices
  • · in changing Circumstances.
  • · Issues of organisational flexibility and the implications of changing patterns of participation,
  • · work roles and working patterns for the strategic managing of human resources.
  • · The changing social and regulatory framework and its managerial implications.
  • · The extent to which intended human resourcing outcomes are realised in practice
  • · with reference to specific human resourcing strategies.

4 STRATEGIC MARKETING MANAGEMENT

Module content

  • · Introduction to Strategic Marketing
  • · The Environment Influence and its Management
  • · Marketing Strategies
  • · Product Planning & Screening
  • · Promotion Strategy
  • · Advertising Strategies
  • · Global Marketing
  • · Pricing Policies & Strategies
  • · Corporate Planning & Marketing Analysis
  • · Implementation, Evaluation & Control + completion of assignment

5 ACCOUNTING FOR MANAGERS

Module content

  • · Introduction to Accounting and Finance concepts
  • · Measuring and Reporting Financial Performance
  • · Cash Flow Statements and Performance Measurement
  • · Cost Volume Profit analysis and Costing
  • · Budgets and Capital Investment Decisions
  • · Working Capital and Financing

6. MANAGING OPERATIONS

Module content

  • · Traditional approaches to operations strategy - setting the scene for changing thinking.
  • · Contemporary approaches to operations strategy - evaluating the "post Porter" practices
  • · and the "world class" deal.
  • · Exploring flexibility and lean thinking
  • · Exploring agility and complexity

7. BUSINESS LEADERSHIP

Module content

  • · Shaping an organisation for change.
  • · Leadership credibility.
  • · Leadership of change at multiple levels of the organisation.
  • · Empowerment of managers.
  • · Critical and strategic thinking in management teams.
  • · Developing receptiveness to reform and innovation.
  • · Handling conflict during strategic changes.
  • · Networking and partnerships.
  • · Matching leadership behaviour to context.

Specialisation Modules:

The student has to chose one module from the below, based on his chosen specialisation

CORPORATE FINANCE

Module content

  • · Financing and Capital Structure
  • · Capital Structure: Informational and Dynamic Considerations
  • · Valuation of Free Cash Flows
  • · Valuation models: WACC and NPV
  • · Valuing a company
  • · Risk Management

STRATEGIC LOGISTICS AND SUPPLY CHAIN MANAGEMENT

Module content

  • · Supply Chain Management Structure
  • · The SCOR Model
  • · Benchmarking
  • · Diagnosing Supply Chain Performance and Practices
  • · Supply Chain- Extended and Collaborative Enterprises
  • · Collaborative Planning, Forecasting and Replenishment
  • · Supply Chain Operations and E Business Strategies
  • · Formulating Supply Chain Strategy

PUBLIC HEALTH MANAGEMENT

Module content

  • · Targeted and population approaches to disease prevention/screening
  • · Prevention paradox
  • · Principles, methods and applications of Screening; sensitivity, specificity, positive and
  • · negative predictive values
  • · Ethical and economic aspects of screening
  • · Planning, operation and evaluation of screening programmes
  • · Surveillance and methods of control
  • · Design and management of immunisation programmes
  • · Investigation of outbreaks
  • · Organisation of infection control
  • · International aspects of communicable disease control
  • · Different approaches to health promotion including social marketing and community
  • · development
  • · Health behaviour models
  • · Effect of interventions in influencing health related behaviour
  • · The role of legislative, fiscal and other social policy
  • · Evaluation of health promotion

BUSINESS DEVELOPMENT & ENTREPRENEURSHIP

Module content

  • · The characteristics of entrepreneurship.
  • · The concept of value creation at a personal and business level.
  • · Developing entrepreneurial capabilities.
  • · Personal and organisational application.
  • · Relating creativity, innovation and entrepreneurship.
  • · Opportunity assessment.
  • · Planning business ventures.
  • · Functional issues: marketing, operations, finance, information, people.
  • · Mapping the effects of macro-economic and environmental factors on small businesses.
  • · Models of growth and strategies to achieve business development.
  • · Barriers to achieving growth.
  • · Exit strategies and options.
  • · The entrepreneurial learning model.

CONTEMPORARY ISSUES IN STRATEGIC MARKETING

Module content

  • · Generic Strategic Marketing Concepts
  • · Strategic marketing within a variety of service sector, business to business, retail, international,
  • · publicsector and non for profit.
  • · Leading edge strategic marketing research, contemporary environmental analysis, strategy
  • · development and marketing organization
  • · High velocity strategic marketing, strategic marketing within highly dynamic environments

  • · CONTEMPORARY ISSUES IN HRM
  • · An exploration of the development and implementation of selected contemporary issues in human resourcing: for example, approaches to performance management and workplace employee participation and involvement.
  • · Different approaches to human resourcing in varied organisational settings and how these are shaped by the prevailing economic, social, political and legal environment, as well as internal factors.
  • · The effectiveness of human resourcing interventions in selecting, developing and shaping the work of individuals employed in rapidly changing organisational contexts.
  • · The support and contribution human resourcing policies and practices can make to wider

business objectives.

  • · The extent to which those theories which have led to the development of strategic human

resourcing interventions are supported by human resourcing practices.

  • · The challenges, dilemmas and tensions of human resourcing policies and practices for those responsible for their application and for those who experience the processes.

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