Programme Specification. MBA Master of Business Administration. Valid from: January Faculty of Business

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1 Programme Specification MBA Master of Business Administration Valid from: January 2013 Faculty of Business 1

2 SECTION 1: GENERAL INFORMATION Awarding body: Teaching institution and location: Final award: Programme title: Interim exit awards and award titles: Brookes course code: UCAS/UKPASS code: JACS code: Mode of delivery: Mode/s of study: Language of study: Relevant QAA subject benchmark statement/s: External accreditation/recognition: (applicable to programmes with professional body approval) Faculty managing the programme: Date of production (or most recent revision) of specification Oxford Brookes University Oxford Brookes University Master of Business Administration Master of Business Administration (Known as The Oxford Brookes Global MBA) Postgraduate Certificate in Business Administration Postgraduate Diploma in Business Administration BU82 / OI70/OI71 (on campus and distance learning) MBA Not applicable OI70/OI71 N100 / N200 (BU82) On campus intensive block delivery supported by the virtual campus, and/ or Distance Learning modules plus compulsory workshops. Delivered in association with ACCA On campus intensive module study Distance Learning plus compulsory workshops Learning plus compulsory workshops English Master s degrees in Business and Management /InformationAndGuidance/Documents/ BusinessManagementMasters.pdf Accreditation by the Association of MBAs Accreditation by European Foundation for Management Development (EFMD) via their European Programme Accreditation Scheme (EPAS) Chartered Management Institute accredited for Level 7 diploma and Level 8 award in Strategic Leadership. Graduates are eligible to graduate with the award and seek Chartered Manager Status. Business January

3 SECTION 2: OVERVIEW AND PROGRAMME AIMS 2.1 Rationale for/distinctiveness of the programme The Oxford Brookes MBA is designed to prepare students for the challenges of senior management in an increasingly competitive and global economy. It is a generalist degree which develops the studentss careers by building on existing professional and managerial experience. The emphasis is on leadership and strategic management and is concerned not only with developing strategic thinking but also its implementation. Flexibility, leadership, enterprise, internationalisation, implementation, ethics, lifelong learning and enhanced employability are key themes which lie at the heart of our programme. Our aim is to develop and combine powers of critical enquiry with practical insight. We develop skills as reflective practitioners within the Oxford Brookes MBA community. One of the distinguishing characteristics of the programme is its emphasis on developing a collaborative rather than competitive approach to learning. This is based on our belief that successful businesses operate through cooperation and collaboration with others, both within the business and through the development of long term relationships and alliances with customers and suppliers. We are more interested in each student and their personal development than where they are ranked amongst their peers in terms of ability and achievement. This notion is supported and embedded in teaching, learning and assessment on the programme. We pride ourselves on the diversity of our MBA students and endeavour to ensure an appropriate balance of students on the course. We aim to find a mix of students with professional and/or managerial backgrounds within the private and/or public sector. Some bring the experience and knowledge of large international organisations whilst others bring the entrepreneurial insight gained in much smaller organisations. Participants on the programme will develop their leadership and team working skills amongst an internationally and culturally diverse group of peers. We believe this to be one of the key strengths of our MBA programme. A feature of business in the 21st century is the increasing prevalence of global brands, services and products, requiring managers to think strategically in a global context and to work with people from different cultures. Technology is making it possible to manage almost anything from almost anywhere. The MBA will foster the skills needed to lead virtual teams, which are increasingly prevalent in organisational life. The programme is delivered through adaptable study modes: Distance Learning and on campus intensively delivered blocks provide the flexibility to meet the changing needs of students and their organisations. All modes of study will develop new knowledge and skills. The programme includes an opportunity to reflect on past experience and equips students for significant career change or enables them to implement learning while continuing to work. Their personal development will support them as their careers evolve. Themes Oxford Brookes MBA The Oxford Brookes MBA themes are: Leadership Entrepreneurship Innovation and creativity Corporate social responsibility 3

4 Internationalisation Implementation Reflective practice Collaborative learning 2.2 Aims of the programme The Oxford Brookes MBA aims to develop employability and leadership effectiveness by enabling students to: Use effective leadership to meet the challenges of senior management roles through strategy and business transformation in a global context Make an effective and broad contribution to organisations by enhancing leadership and interpersonal skills whilst encouragingpersonal responsibility for continued personal development of knowledge and skills throughout a career Make informed and appropriate judgements and choices, where decisions may be unclear, where stakeholder needs might conflict and where ethical and professional principles may be threatened Research, analyse and synthesise business issues in depth to evaluate, challenge and utilise the capabilities, experience and knowledge of people for tangible business and stakeholder benefits Apply learning in the context of a global, dynamic, complex, competitive and enterprising business environment Build on prior experience and learning by applying theory to practice in order to implement effective solutions SECTION 3: PROGRAMME LEARNING OUTCOMES Knowledge, understanding and skills: 3.1 Academic literacy Analyse and evaluate functional and cross functional processes and perspectives Draw upon a range of creative, innovative and entrepreneurial approaches to lead change and organisational renewal Critically evaluate theory and concepts to solve problems, inform strategy and to achieve sustainable competitive advantage Apply knowledge and skills acquired from the programme to a range of organisations and contexts 3.2 Research literacy Conduct research into Business and Management issues, either individually or as part of a team, through research design, data collection, analysis, synthesis and reporting 4

5 Analyse performance across an organisation, utilising both qualitative and quantitative techniques 3.3 Critical self-awareness and personal literacy Think systematically and creatively about complex issues to make informed ethical judgements, choices and decisions Learn through reflection on practice and experience in relation to theory and concepts, and develop lifelong learning skills Choose appropriate styles of leadership, in order to improve performance and lead change and organisation transformation Apply a range of skills including leadership, self-management, learning, communication, teamwork, cultural sensitivity and problem solving skills 3.4 Digital and information literacy Integrate new technologies to improve business and management performance and decision making and develop the skills of virtual working Apply skills in information technology by working within digital environments with a range of digital resources 3.5 Global citizenship Display an understanding of complex areas of business and management within an international context Synthesise knowledge of the global business environment - social, political, legal, financial and economic issues and to assess the impact on strategic decision making Work with peers from different cultures and industries to develop intercultural skills and deeper cross cultural awareness of business and leadership issues 5

6 SECTION 4: PROGRAMME STRUCTURE AND CURRICULUM 4.1 Programme structure and requirements: The programme can be structured to meet the needs of participants to enable both on campus and distance learning modules to be combined in order to tailor the pace and delivery location selected to study. Core modules are required to be taken in order to achieve the 190 credit award however the participant is able to choose how these modules are studied. The programme structure is shown below in terms of the modules and equivalents delivered by distance learning or on campus. Core modules: all MBA students can take any module in whichever mode is available. Module Modes offered Marketing, Operations and Process Management (20 and distance learning credits) Organisational Architecture and distance learning Leadership Development (10 credits) and distance learning [if taken through distance learning mode, compulsory attendance at the Developing Leadership Capability Residential workshop is required.] Either Accounting for Managers (10 credits) only and Strategies for Financial Success (10 credits) On campus only Or Accounting and Finance Distance learning only Nb. Credit awarded for ACCA members Global Business Strategy Organisational Innovation and Change Either Dissertation (60 credits) Or Individual Consultancy Project (60 credits) Or Group Consultancy Project (40 credits) [If this module is taken an additional 20 credit elective is required.] and distance learning and distance learning and distance learning and distance learning only [if any of the above modules are taken through distance learning mode, compulsory attendance at the Research and Consultancy Skills Residential workshop is required.] 6

7 Elective modules: All students can choose to take any elective module in the mode of delivery in which it is available. Students should note that all students are expect to take 20 credits of elective modules unless They have taken the Group Consultancy Project in which case they must take 40 credits of elective modules ACCA members receive 20 credits for the elective modules so do not need to select elective modules unless they take a Group Consultancy Project in which case 20 credits of elective module will need to be selected Studied with: Module Modes Offered Faculty of Business Department of Business and Management MBA Specific Global Marketing Strategy (20 credits) Planning for New Business Ventures Strategic Accounting and Finance Entrepreneurship and Enterprise Development (20 credits) Distance learning Faculty of Business Not MBA Specific Other OBU Faculties Not MBA Specific Corporate Governance Finance and Development Financial Modelling International Human Resource Management Psychotherapeutic Dimensions of Coaching and Mentoring Contemporary Issues Tourism Industry Dynamics and Strategy Regional Studies Pacific Rim Innovation in Product and Brand Strategy ebusiness Information Systems Independent Study (20 Credits) Editorial Management (20 Credits) International Publishing 7 and distance learning

8 Please refer to the Virtual Campus for full details by date for Partner Institutional Electives Management (20 Credits) International Real Estate Investment (10 credits) Strategic Management of Corporate Real Estate (10 credits) Planning Systems and the Development Process (20 Credits) Credit Transfer (20 Credits) On partners campus 4.2 Professional requirements The MBA has been mapped against Chartered Management Institute level 7 and part of level 8 qualifications. This enables Oxford Brookes MBA students to qualify for fast track Chartered Manager status upon successful completion of the programme. SECTION 5: PROGRAMME DELIVERY 5.1 Teaching, Learning and Assessment Teaching Philosophy The aim of the MBA programme team across modes is to provide a learning environment where participants are able to readily engage in the learning process. Our emphasis is on collaborative rather than competitive learning. We are concerned with an individual participant s personal progress through the programme rather than where they are ranked in comparison with other participants on the programme. Participants are actively involved with, and contribute to, their own learning through structured activities and discussions led by tutors and fellow students. Emphasis is placed upon an applied approach to resolving environmental, managerial and individual issues informed by theoretical models and acquired practice, utilising the accumulated knowledge within the community of practice of which participants are members. This is emphasised within each of the modules and reflects the postgraduate attributes related to global citizenship, personal literacy and digital literacy. The academic and research literacy postgraduate attributes are developed within modules where theoretical underpinnings are critically analysed within varied practical contexts. Participants apply their developing knowledge, understanding and skills to real organisational issues. Models and analytical frameworks drawn from management and related disciplines illuminate business and managerial dilemmas. They are used to analyse business problems. However, analysis is just the starting point - options are considered and evaluated. Participants draw from their own experiences of business and those of their peers to consider and inform the issues and strategies to be deployed in implementation. These activities, plus the opportunity to work in groups with other programme members from different backgrounds and experiences provides the opportunity for a rich and collaborative 8

9 experience. A profile of knowledge, understanding and skills that are developed is given in each Module Guide. Self-managed study time is comprised as follows: Class preparation including reading, reflection and research to allow an interchange of ideas, examples and experiences Guided and supported reading to enhance learning and understanding Assignment preparation, individually and in groups Planning and co-ordination of a variety of tasks Examination preparation Taught/ Active learning hours are comprised as follows: Timetabled and supervised hours of study where designated teaching facilities are provided with access to the tutor either face to face or via the Global Virtual Campus. On-CampusTeaching Teaching methods for the full-time and executive modes are student-centred within a lecture/seminar or workshop approach to programme delivery. Classes could involve tutor input, analysis of case studies, problem-solving activities, computer-based business simulations, presentation of papers, analysis of data for decision making and directed reading and research. Participants are encouraged to contribute through both individual and group activities during classes with tutors. Equally important are activities outside the formal timetabled classes, where participants are expected to organise themselves to undertake group or individual research activities, directed reading, prepare presentations and reports, analyse case studies and where appropriate prepare themselves for examinations. Participants can expect to spend over two thirds of their study time in independent learning activities which will be informed by the formal classes be they face-to-face or virtual. Distance Learning Specific Teaching On the Global MBA active exposure to material exceeds AMBA s requirement of 500 hours. For each module the active learning time includes seminar participation hours, active learning involving textbook activities applying theory to practice. In addition, face-to-face workshops, dissertation/consultancy project supervision and dialogue with tutors take place. The programme is designed with dialogue in the online seminars as central to the learning experience. Each module has a seminar programme shown on the Seminar and Assessment Schedule for the session. The timeframe for a seminar is normally the same across modules to provide structure and clarity for students. Seminars are asynchronous allowing student participation across time zones, at times which are convenient. Tutors open seminars with an introduction on Friday and normally close them on Monday week, eleven days later. Seminars may vary in their format, but the duration normally remains the same. Students are required to carry out pre-seminar work. This can take a variety of forms but could include, for example, reading the textbook and accessing and reading articles from the Virtual Library, independently researching information, discussing issues in the workplace, and visiting websites. Preparation is guided by the tutor but independent research is encouraged. Seminars will usually involve a brief introduction from the tutor and a series of activities which require the students to respond, apply theory to practice, debate and challenge contributions. Tutors will facilitate and are not expected to respond to each contribution. This is different from many other programmes where the electronic media has been added onto an existing course design as technology has emerged. In such cases it is used very differently and is infrequently used or used as simply a forum for answering student queries. The dialogue in the online seminars stimulates debates, expects and encourages evaluation of theories and models and reflection on practice and the linking of theory to practice. 9

10 The two Global core intensive workshops, each of 45 hours, are completed by all students and cover leadership and research and consultancy skills. Students can then choose from a menu of other opportunities to participate in study trips overseas and/or take a part in workshops with students from across the programmes, before they graduate. Thus, students have some flexibility about when they engage in workshops, but must complete them before they can complete the programme. Tuition and Self Study Hours Module Module Credits Active Learning Hours Taught online 10 Active Taught Classroom Learning Hours Self- Managed Study Hours inc. Pre- Reading Self- Managed Study Hours inc. Pre- Reading Distance Learning On Campus Induction Marketing, Operations and Process Management Organisational Architecture Accounting and Finance N/A N/A Accounting for Managers 10 N/A N/A Strategies for Financial Success 10 N/A N/A Leadership Development * Organisational Innovation and Change Global Business Strategy Elective Research Methods / Dissertation / * Consultancy Project Group Consultancy Project** 40 N/A N/A International Study Trip 0 N/A N/A 30 - Total NB * Includes an intensive face to face workshop of 45 hours for both Leadership Development and Research Methods. NB **Where the 40 credit Group Consultancy Project is taken an additional 20 credit elective must also be studied. Assessment The MBA is assessed formally by a variety of methods including coursework assignments, examinations, seminar contributions and the Dissertation/Consultancy Project. Assessments are carefully designed to contribute to formative developmental feedback and can incorporate peer feedback as well. All module guides include specific assessment criteria which are clearly communicated and an assessment calendar is also produced. 5.2 Assessment regulations The programme is at variance with the University s Academic Regulations; section B6 Specific Academic Regulations for Postgraduate Taught Programmes [http://www.brookes.ac.uk/uniregulations/current/acadregulations/specific/b6specific_academic_regulatio ns_for_pgtaught.pdf] as follows:

11 Permission for the group consultancy module to be 40 credits, rather than the minimum 50 credits for dissertation and project modules has been approved by the University. In line with the University, the MBA assessment policy is directed by the Brookes Assessment Compact. The Assessment Compact refers to all judgements made about the work of students and the provision of feedback. The five fundamental tenets behind the compact are: 1. Effective assessment is central to learning. 2. To be effective the relational nature of the assessment and feedback process needs to be emphasised, particularly in terms of the need for active dialogue between students and staff. 3. To be effective, assessment must be recognised as a joint responsibility between staff and students. 4. The ability to assess, the work of both self and others, is an essential skill for all graduates. 5. For the above tenets to be met in full, students and staff need to be assessment literate and actively participate in disciplinary communities of assessment practice. SECTION 6: ADMISSIONS 6.1 Entry Criteria Entry Requirements the MBA Entrants will normally need: 1. a minimum of three years relevant managerial or professional experience, together with a good degree (or GPA equivalent); or 2. a relevant postgraduate/post-experience qualification from a recognised university or college; or 3. a professional qualification that is regarded as equivalent to a degree, from an approved and recognised body. 4. two written references (normally one academic) are also required. It is possible to enter this course on the basis of managerial experience rather than as a graduate. We normally seek a minimum of seven years relevant managerial or professional experience. English language requirements: If English is not the applicant s, first language the University's English language requirements will need to be satisfied: IELTS minimum level 6.5 overall with at least 6.0 in the reading and writing components TOEFL score of 90 or above (internet-based). Please also see the university's standard English language requirements. 6.2 CRB checks Not applicable 11

12 SECTION 7: STUDENT SUPPORT AND GUIDANCE Induction: An induction programme is provided before teaching begins in the first semester, providing the opportunity to meet fellow students outside the classroom situation. It also introduces the philosophy of the programme, the rationale for its design and delivery, and provides insight into what is expected of students. People: A number of people are available to support, guide and assist personal development during the programme. The Programme Lead and Programme Administrator work as a team to ensure the programme runs smoothly, and the Programme Lead acts as Academic Advisor for students. The Module Leaders and Module Tutors provide academic tutoring and answer subject specific queries during modules. The Student Support Coordinators can provide one-to-one support, advice and guidance on a range of issues, such as personal and family problems, disability or sickness, learning difficulties and money worries. They offer the opportunity to talk to someone who is not connected to academic studies and can refer students to other services available within the University, which include: Counselling, Student Disability and Dyslexia Service, Medical Centre, International Students Advisory Service, plus specific support for mature students. Study skills support is provided by the University s Upgrade service, which provides bookable tutorials and a drop-in service on all campuses plus an online directory of study skills resources. English language support is also available. Programme and Module Guides: Handbooks are provided for both the programme and for each module. The MBA Virtual Campus (Moodle) will host the most up to date information at all times. The Module Guide provides: Contact details of the Module Leader and Tutors Specific content and learning outcomes Week by week topics and activities Details of required class preparation Recommended and required reading Coursework assessment including the task, learning outcomes, assessment criteria and deadlines. Careers Centre support: The University Careers Service offers guidance on career planning as well as practical advice on CV writing, mock interviews and assessment centres, tutorials and careers counselling. Its online vacancies database Talent Bank details internship and graduate job opportunities plus volunteering and project work. Students in the Faculty of Business can benefit from the services of the Work and Voluntary Experience Service (WAVES), which also supports students in identifying volunteering or internship opportunities. SECTION 8: GRADUATE EMPLOYABILITY The MBA aims to transform managers to leaders and therefore graduates tend to move into board level positions or go on to establish their own organisations. 12

13 The programme provides participants with both virtual and face to face networking opportunities and opportunities to work with industry experts who visit the University to give guest lectures and follow up with discussions within the virtual campus. Access to AMBA GMS Plus and QS Top MBA is provided on entry to the programme and continues even on graduation. These resources provide access to careers support; global vacancies open only to MBA graduates and monthly e-zines featuring articles related to current MBA employment trends. Individual career coaching opportunities and professional impact workshops are provided to support individual aspirations. SECTION 9: LINKS WITH EMPLOYERS The content of the MBA is by its nature linked to the practical world of management. Those studying on the Global and Executive MBA are working in organisations at the same time as participating in the programme. Visiting speakers make a valuable contribution to the programme in a range of modules and are invited into the Global MBA virtual campus as online guest speakers. Many assignments are based around an organisation with which the student is familiar or draw on case studies of organisations such as those produced by the European Case Clearing House, which are also used in examinations. Participants can focus their assessments on practical problems faced by organisations they know and or work for. The expectation is that theory is related to practice through lectures, workshops, online seminars where our philosophy is to expect and encourage students to share and debate their experiences. The consultancy project/dissertation provides an in depth opportunity to relate theory learned on the programme to solving an appropriate management issue or problem. Staff all have research/consultancy experience and have also worked in a variety of settings before becoming members of staff at the Business School. International field trips include visits to overseas organisations/companies which are examined as case studies for participants. The Association of MBAs, the Chartered Management Institute, the CIM and other organisations hold events at the Business School and in the region which our students are invited to attend. SECTION 10: QUALITY MANAGEMENT The reputation of the Faculty of Business is underpinned through programme accreditations received from the Association of MBAs; professional associations such as ACCA, the Chartered Institute of Personnel and Development and the European Foundation for Management Development. The Business School is widely regarded as one of the best within its peer group. The Faculty of Business's programmes benefit from rigorous quality assurance procedures and regularly receive excellent feedback from external examiners, employers, students and professional bodies. Quality assurance of the Programme is addressed in a number of ways: Subject Committee meetings held once a semester to enable staff and students to feedback on the programme. A rigorous annual and periodic review process to ensure the currency of the programme. An external examining process that follows the university guideline: Systematic end of module and end of programme monitoring and evaluation. 13

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