programme specification select approval stage part 1 ... · ielts or equivalent 6.5 and 6 in...

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PROGRAMME SPECIFICATION

Select approval stage

PART 1: COURSE SUMMARY INFORMATION

Course summary

Final award MBA (General Management)

Intermediate award PG Certificate, PG Diploma

Course status Validated

Awarding body University of Brighton

School Brighton Business School

Location of study/ campus Mithras House Moulsecoomb

Partner institution(s)

Name of institution Host department Course status

1. SELECT

2.

3.

Admissions

Admissions agency Direct to School

Entry requirements Include any progression opportunities into the course.

A first degree or equivalent professional qualification

IELTS or equivalent 6.5 and 6 in writing.

At least three years management experience

Check the University's web-site for current entry requirements

Candidates with substantial management experience who do not have a first degree will be considered for entry on a case by case basis

Start date (mmm-yy) Normally September

Sep-17

Mode of study

Mode of study Duration of study (standard) Maximum registration period

Full-time Select 12 months Select 6 years

Part-time 2 years 6 years

Sandwich Select Select

Distance Select Select

Course codes/categories

UCAS code

Contacts

Course Leader (or Course Development Leader)

Tove Steen Sørensen-Bentham and Jeff Readman & Graham Clifford

Admissions Tutor Tove Steen Sørensen-Bentham, Jeff Readman & Graham Clifford

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Examination and Assessment

External Examiner(s)

Name Place of work Date tenure expires

Danielle Talbot

Dr Sandra Laurent

Principal Lecturer – Business & Management, Coventry Business School, University of Coventry

Senior Lecturer - University of West of England

2020

2019

Examination Board(s) (AEB/CEB)

MBA CEB

Approval and review

Approval date Review date

Validation 20021 2006, 20112

Programme Specification September 20173 June 20184

Professional, Statutory and Regulatory Body 1 (if applicable): CMI

2016 20165 (next review 2019)

Professional, Statutory and Regulatory Body 2 (if applicable):

Professional, Statutory and Regulatory Body 3 (if applicable):

1 Date of original validation. 2 Date of most recent periodic review (normally academic year of validation + 5 years). 3 Month and year this version of the programme specification was approved (normally September). 4 Date programme specification will be reviewed (normally approval date + 1 year). If programme specification is applicable to a particular cohort, please state here. 5 Date of most recent review by accrediting/ approving external body.

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PART 2: COURSE DETAILS

AIMS AND LEARNING OUTCOMES

Aims

The aims of the course are:

The MBA General Management has the following general aims which is to:

1. Enable students to develop strategic and professional leadership, management and personal capabilities, and personal skills to contribute to the efficiency, effectiveness and performance of their organisation.

2. Foster and encourage an innovative entrepreneurial mindset to solve problems and pursue organisational opportunities.

3. Develop students’ understanding of the role and functions of leadership, management in organisational, economic, social and political contexts.

4. Establish and embed the importance to students of working effectively with others as members of teams to achieve results.

5. Develop independent reflective learners able to meet the requirements of post graduate level study.

6. Develop integrative interdisciplinary thinking skills and approaches to problem solving.

The course aims specific to the MBA General Management are to offer an opportunity:

7. To study at master’s level the concept of strategy and interdisciplinary management practices which can be applied and adapted ton different organisational and environment contexts.

8. Develop intercultural understanding in doing business in different organisations and in cross-country contexts..

9. To undertake advanced integrative and applied study on a selected topic, project or issue, which is strategic to an organisation.

Learning outcomes

The outcomes of the main award provide information about how the primary aims are demonstrated by students following the course. These are mapped to external reference points where appropriate6.

Knowledge and theory By the end of the course students are expected to achieve an advanced knowledge and understanding of strategy, management and leadership concepts, theories and practices and apply them so as to contribute to the improved performance and competitive advantage of their organisations in dynamic international contexts.

Common MBA General Management Course learning outcomes:

1. To have a systematic understanding of strategic management of organisations such as the management of people, marketing and change. This should include current debates and new developments in knowledge as well as established theories. (Course aims 1,2,3,4,6).

2. To be capable of critical examination of the different approaches to financial management and/or accounting and the measurement of performance as means of improving organisational effectiveness. (Course aims1,3).

3. To have a systematic understanding of the role of organisational processes and information systems and how these functions might be effectively managed. (Course aims 1,2,3).

6 Please refer to Course Development and Review Handbook or QAA website for details.

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4. To develop the ability to apply knowledge and concepts in order to identify problematic issues and possible improvements in management capabilities in organisations. (Course aims 1,2,3,4,5,6).

Specific MBA General Management Full-time/PT learning outcomes

5. To develop a systematic understanding of the concepts of strategy and organisational development and provide a strong foundation and knowledge of the way in which firms seek to meet the dynamic challenges in different organisational and environmental contexts (Course aims 7,8).

6. An ability to critically analyse organisational situations, identify changes needed, select appropriate models, theories or analytical tools; provide a rationale for choice of methodologies; and taking cognisance of current managerial practice (Course aims 8,9).

7. To have the ability to plan and implement critical management initatives, which has strategic importance for an organisation and make recommendations to secure improvements (Course aims 7,8,9).

Skills Includes intellectual skills (i.e. generic skills relating to academic study, problem solving, evaluation, research etc.) and professional/ practical skills.

1. Able to work effectively as a member of a group of professionals

and a wider local and international cross-cultural community,

demonstrating self-responsibility, autonomy and contribution to

the development of others. (Course aims 4,5).

2. Able to gather and critically evaluate evidence drawn from a

range of sources, and to draw conclusions on the basis of the

students own evaluations. This is likely to include contexts of

incomplete data or ambiguity. (Course aims 2,3,6,7,9).

3. Able to apply knowledge, theory and concepts to address

organisational issues and problems. (Course aims 1,2,3,7,8,9).

4. Capable of managing themselves, time, and ability to learn

independently and continue to learn through critical self-

awareness and reflection on practice and experience. (Course

aims 4,5).

5. Able to devise creative, ethical and sustainable responses to

problems, identifying opportunities, and be creative in their

approach in their thinking and ideas. (Course aims 1,2,3)

6. Able to listen to and communicate with others effectively orally,

visually and in writing. This includes the ability to communicate

complex arguments. (Course aims 4,5,9).

7. Able to take a leadership role in developing and implementing

strategic initiatives developed from projects. (Course aims

1,3,4,6,7,8).

8. Able to engage professionally with the issues, theories and

concepts necessary to evaluate the impact of information

systems, digital transformation and process management

((Course aims 1,7,8,9)

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QAA subject benchmark statement (where applicable)7

Mapped against type 3: QAA Subject Benchmark MBA degrees

PROFESSIONAL, STATUTORY AND REGULATORY BODIES (where applicable)

Where a course is accredited by a PSRB, full details of how the course meets external requirements, and what students are required to undertake, are included.

Chartered Management Institute (CMI)

Students may opt in for CMI affiliate membership upon course enrolment. Accreditation is at individual/personal level through the completion of three modules that are recognised by the CMI as equivalents to their own modules; and at course level via the MBA General Management award. Full chartered CMI membership may be sought by students individually upon course completion.

LEARNING AND TEACHING

Learning and teaching methods

This section sets out the primary learning and teaching methods, including total learning hours and any specific requirements in terms of practical/ clinical-based learning. The indicative list of learning and teaching methods includes information on the proportion of the course delivered by each method and details where a particular method relates to a particular element of the course.

Hour allocation

Total: 1800 hours (100%)

Contact hours, supervision & guided study


Self-guided study e.g. individual study, research etc.


The approach to teaching and learning:-

Approaches to learning and teaching are based on the assumption of adult engagement with capable professionals, and developing reflective practitioners. The ethos is one of professional discourse. It is important that as engagement with specific subject content and understanding grow, students are made aware of how issues from the specific subject area are integrated within a more holistic understanding of the nature of management.

The block and part time course places emphasis on intensive interactive face to face sessions encouraging the group to explore different perspectives from their diverse backgrounds and varied occupational experiences. The student’s own organisation with the addition of case studies provide a central role in promoting practical problem solving. Part of one module is utilising e – learning to ensure direct access to this method of learning. Across the modules a variety of techniques are used that encourage, group work, presentations, role plays, video, debates.

The two study visits (one in term 1 and one in term 2) provide group based, key skills and knowledge building opportunities in practical business situations. The study visits are compulsory for the full-time students and optional for the part-time students.

The opportunity for consultancy project work is provided through the consultancy elective which the students can study in addition to the MBA General Management. The Global Management Forum, available to all MBA General Management students, involving senior manager external speakers, also offers a range of additional learning perspectives. Part-facilitated Action Learning Sets provide extra support to facilitate students’ learning.

A critical underpinning learning approach on the MBA General Management programme is the development of a reflective learner. The skills to reflect on the application of theory into practice in

7 Please refer to the QAA website for details.

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areas of both professional and personal development is supported by session at the Induction and forms part of the assessment strategy for the majority of the modules, where reflection is interspersed with the projects to provide a contextual base of reflection on practice.

Across the modules a variety of techniques are used that encourage discussions, student engagement, group work, presentations, role plays, use of different media and debates.

In addition to this, formative feedback is provided to students’ project outlines following the taught modules, just as an extra Business Research Methods day is provided to support the final integrative study. Scheduled individual presentations of project proposals and progress enables formative feedback from tutor (s) and fellow student forms part of the student support and formative assessment strategy.

Enhanced use of technological media is expected of students, given the access now available through learning resources to valuable web sites and data sources. The Business School Intranet, “Studentcentral” plays an important role both as an administrative supporting structure and increasingly as a learning medium. Electronic discussion group structures and other threaded narrative provision. A thorough introduction to these teaching and learning approaches is provided during induction. A Masters ethos will be reflected via the emphasis from academic staff on the use of journals and reference to their own research.

The balance between teaching and learning

On the Brighton MBA General Management programme each of the common core subjects (20 cats) has 37 taught hours to reflect the diversity in background, needs, orientation and prior educational experiences of the students whilst the stream major subjects (20 cats) in the degree also has 37 contact hours prescribed.

This model supports the personal and professional development aims of the degree, which focus on students first developing independent learning habits, then progressing to become thoughtful analysts, consultants and strategic thinkers. It is an important aspect of the Brighton MBA General Management Programme that staff use the guided study hours productively to extend student learning. Depending on the individual module, this may involve further whole group sessions, small group sessions or working with individual students.

ASSESSMENT

Assessment methods

This section sets out the summative assessment methods on the course and includes details on where to find further information on the criteria used in assessing coursework. It also provides an assessment matrix which reflects the variety of modes of assessment, and the volume of assessment in the course.

Learning Outcome Assessment method Module Number of credits

1, 4,

Summative Individual time controlled assessment

Formative

Individual feedback on a set exam-like question

HRM 84

Managing People and Organisations

20

2,4,5

Summative

Project 3500 – 4000 words

Reflective statement 1000 – 1500 words.

MKM24 Marketing & Communication

20

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Formative

Individual & group feedback on set exercises and project outline

2,3,4,5

Summative

Topic proposal & Webinar or similar e-based assessment

Formative

Feedback on outline project proposal

OPM 54

Information systems, operations and process

20

2,5

Summative

Project 2500-3000 words

Formative

In class feedback on outline project proposal

STM 21

Essentials of Economics for Management

10

2,5

Summative

Project 2500-3000 words

Formative

In-class feedback on outline project proposal

IMM07

Managing Innovation

10

2,5

Summative



Formative

Feedback on outline project proposal

FNM18 Finance, Accounting and Performance Management

20

2,4,5,6

Summative



Formative

Dragon’s Den feedback on groups’ business case for service planning

STM37

International Strategy

20

2,5,6 Elective or HRM75 or IMM08

20

2,4,5,6,7

Summative

Project 10.000 – 12.000 words

Reflective statement 1000-1500 words

Formative

Individual presentations on topic outline, and project progress presentations to tutors and plenary session. Ongoing feedback on group & plenary discussion as well as individual

Reflection on practice

MNM98

Developing International Strategic and Change Capabilities

40

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SUPPORT AND INFORMATION

Institutional/ University All students benefit from:

University induction week

Student Contract

Course Handbook

Extensive library facilities

Computer pool rooms (Mithras House has in excess of 55 workstations)

E-mail address

Welfare service

Personal tutor for advice and guidance

Course-specific Additional support, specifically where courses have non-traditional patterns of delivery (e.g. distance learning and work-based learning) include:

In addition, students on this course benefit from:

Field Study visits for FT students, optional at cost for PT students.

PART 3: COURSE SPECIFIC REGULATIONS

COURSE STRUCTURE

This section includes an outline of the structure of the programme, including stages of study and progression points. Course Leaders may choose to include a structure diagram here.

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Key:

Recommended module choice for MBA General Management pathway

Recommended module choice for MBA PSM pathway

Recommended module choice for MBA Leadership pathway

Recommended module choice for MBA IM pathway

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MBA Timeline

Full time students would complete above modules over 12 months Part time students would pick and choose which modules to complete, to fit in with their commitments, over a 16 month – 3 year period

Modules

Status:

M = Mandatory (modules which must be taken and passed to be eligible for the award)

C = Compulsory (modules which must be taken to be eligible for the award)

O = Optional (optional modules)

A = Additional (modules which must be taken to be eligible for an award accredited by a professional, statutory or regulatory body, including any non-credit bearing modules)

Level8

Module code

Status Module title Credit

7 HRM84 C Managing People & Organisations 20

7 OPM54 C Information systems, Operations and Process Management

20

7 MKM24 C Marketing & Communication 20

7 STM21 C/O Essentials of Economics for Management (Recommended route)

10

7 IMM07 C/O Managing Innovation (Recommended Route) 10

7 STM23 C/O Managing in an Uncertain Environment

(may be substituted for STM21 and IMM07)

20

7 STM37 C/O International Strategy (Recommended route) 20

7 STM12 C/O Strategy, Planning and Commissioning

(May be substituted for STM37)

20

7 FNM18 C/O Finance and accounting and Performance Management

(Recommended route)

20

7 FNM40 C/O Managing Finance in Different Contexts

(may be substituted for FNM18)

20

7 MNM98 C Developing International Strategic and Change Capabilities

40

7 MNM43 C Alt** Extended Project 60

7 C/O Masters Electives * 20

8 All modules have learning outcomes commensurate with the FHEQ levels 0, 4, 5, 6, 7 and 8. List the level which corresponds with the learning outcomes of each module.

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* Masters Electives

ECM06 Financial Regulation (10 credits)

ECM09 Emerging Financial Markets (10 credits)

ECM15 Behavioural Economics (20 credits)

ECM16 Behavioural Economics (10 credits)

HRM07 Consultancy Skills (20 credits)

HRM09 Cross Cultural Negotiations (20 credits)

HRM11 Managing People (20 credits)

HRM71 Managing Talent, Performance and Reward (20 credits)

IMM01 Managing Technological & Organisational Innovation (20 credits)

IMM08 Managing Innovation (10 credits)

ITM04 Enterprise Systems and E-Procurement (20 credits)

ITM07 Digital Marketing (10 credits)

ITM08 Digital Marketing (20 credits)

MKM17 Ethical & Social Responsibility (10 credits)

MKM30 Social Marketing (20 credits)

MKM37 Retail Marketing & Branding (20 credits)

MKM39 Business to business marketing (10 credits)

MKM40 Retail Marketing (10 credits)

MKM41 Social Marketing (10 credits)

MKM42 Branding and Communications (10 credits)

MKM43 New Product Development (10 credits)

MKM44 International & Global Marketing (10 credits)

MLM01 & MLM02 Independent Study (10 & 20 credits)

MLM04 Entrepreneurship (20 credits)

MLM07 Virtual and Business Enterprises (20 credits) MLM11 Qualitative methods (10 credits)

MLM12 Quantitative methods (10 credits)

MLM13 Gamification for business (20 credits)

MNM16 Exploring Partnership Working (10 credits)

OPM46 Strategic Purchasing (20 credits)

OPM49 Logistics and Supply Chain Management (20 credits)

STM17 Public Service Management (20 credits)

NB: these are indicative lists of electives – they are offered subject to demand and availability of resources

** MNM43 Extended Project is offered as an alternative to an elective and the final integrative module MNM98

Status:

M = Mandatory (modules which must be taken and passed to be eligible for the award)

C = Compulsory (modules which must be taken to be eligible for the award)

O = Optional (optional modules)

A = Additional (modules which must be taken to be eligible for an award accredited by a professional, statutory or regulatory body, including any non-credit bearing modules)

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AWARD AND CLASSIFICATION

Award type Award* Title Level Eligibility for award Classification of award

Total credits9 Minimum credits10 Ratio of marks11: Class of award

Final MBA General Management

MBA General Management 7 Total credit 180 Minimum credit at level of award Other: 180

Level 7 marks Postgraduate degree

Intermediate PG Dip Business Administration 7 Total credit 120 Minimum credit at level of award 120

Level 7 marks Postgraduate (taught) degree

Intermediate PG Cert Business Administration 7 Total credit 60 Minimum credit at level of award 60

Level 7 marks Postgraduate (taught) degree

Select Select Total credit Select Minimum credit at level of award Select

Select Select

Select Select Total credit Select Minimum credit at level of award Select

Select Select

*Foundation degrees only

Progression routes from award:

Award classifications Mark/ band % Foundation degree Honours degree Postgraduate12 degree (excludes PGCE and BM BS)

70% - 100% Distinction First (1) Distinction

60% - 69.99% Merit Upper second (2:1) Merit

50% - 59.99% Pass

Lower second (2:2) Pass

40% - 49.99% Third (3)

9 Total number of credits required to be eligible for the award. 10 Minimum number of credits required, at level of award, to be eligible for the award. 11 Algorithm used to determine the classification of the final award (all marks are credit-weighted). For a Masters degree, the mark for the final element (e.g, dissertation) must be in the corresponding class of award. 12 Refers to taught provision: PG Cert, PG Dip, Masters.

Document template revised: 2010 of 13

EXAMINATION AND ASSESSMENT REGULATIONS

Please refer to the Course Approval and Review Handbook when completing this section.

The examination and assessment regulations for the course should be in accordance with the University’s General Examination and Assessment Regulations for Taught Courses (available from staffcentral or studentcentral).

Specific regulations which materially affect assessment, progression and award on the course e.g. Where referrals or repeat of modules are not permitted in line with the University’s General Examination and Assessment Regulations for Taught Courses.

No material variations to General Examination and Assessment Regulations for Taught Courses.

Progression Rule for MBA; Students who are referred or failed in 60 credits will normally be counselled regarding their suitability for further progression on the course.

Exceptions required by PSRB These require the approval of the Chair of the Academic Board

programme specification select approval stage part 1 ... · ielts or equivalent 6.5 and 6 in...

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