MBA (Full Degree)

The module has two themes; firstly the critical understanding of the practical tools, techniques, operations and activities of the marketing process, and secondly the marketing decisions on which effective marketing management and planning are based. These two themes separate out the operational marketing activities from the management decisions, and students should be able to develop diagnostic skills in both themes of the module so that they become familiar with processes related to marketing effort. Finally, students need to be able to link external or environmental market dynamics with organisational response. Students will be able to reflect through their practitioner experience and application of the service/product-market relationships and customer/client behaviours in meeting the module outcomes. One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes. Multiculturalism has been considered during the design of this module and will be considered when the assessment brief is written.

The nature of organisations, the role of management and its relationships with the environment are issues which are undergoing continual redefinition. The purpose of this module is to provide a number of conceptual frameworks to help students make sense of their professional practice and context. The focus of the module is to seek insights into behaviour in organisations from a behavioural science perspective.

The module explores the core field of strategic management, and how strategy contributes to organisational performance. It focuses on your organisation’s internal and external environment, and addresses key issues such as competitive advantage.

Operations Management (OM) involves all the activities, decisions and responsibilities for managing the production and delivery of products and services. Managing business operations is not only vital to implement and support any organisation’s strategic plans, but it can also drive strategic change and be a key source of competitive advantage. Operations strategy reconciles an organisation’s resources with international market needs by determining the right priority of the five competitive factors: cost, quality, speed, dependability and flexibility. A key part of the business operations is project management, and this module expands the theory of project management into a business context and integrates the practical tools and techniques required to manage projects successfully.

This module will investigate and critically evaluate historical and contemporary approaches to leadership theory, focusing especially on leadership at junior to middle management level. Classical theories of leadership will be examined including traits theory, behavioural theories and contingency theories. Some contemporary theories will include issues such as emotional intelligence, psychodynamics & leader-led relations.

Management decision making is a complex subject involving many variable factors. This module explores the financial element contained in decisions and the techniques that may be used to assist informed management decisions. It is assumed that the student has already acquired a knowledge of financial vocabulary, the concepts behind basic financial terminology and the financial statements. The module begins by considering the availability of financial information that may be relevant to decision making and how this fits with that needed for the informed decision. This is further developed to the type of decision and differing requirements, leading to a more bespoke deliverable information set that meets the context of the decision. In order to fulfil the requirements identified as necessary for the informed decision the module explores the financial techniques developed by financial and management accountants and how they may be used and applied. Finally consideration is given to the relevance and weighting of the financial element in the decision making process and how qualitative issues may be incorporated in the overall decision. The link to corporate governance best practice is also explored. The module is designed to be contextualised for students from different organisations and sectors, and for it to be delivered to students without practical management experience. One of the main focuses for the design of this module has been the further development of relevant employability and professional skills. Such skills are implicit in the learning outcomes. The module will be assessed by two written assignments. The first assignment will encourage students to reflect upon the theory and techniques that underpin financial management practice while the following assignment will encourage students to consider how accounting can inform decision making within an organisation.

This module examines human resources issues from the perspective of the leader. You will explore how concepts of strategic human resource management and leadership can be applied to dynamic modern situations.

Work as part of a group in an entrepreneurial business on a real-life challenge currently facing that organisation. Alternatively, take a business idea through to proof of concept stage in our Startup Lab at Anglia Ruskin, or undertake research in the area of entrepreneurial management.