G R E E N W I C H S C H O O L O F M A N A G E M E N T. management. programmes

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1 G R E E N W I C H S C H O O L O F M A N A G E M E N T L O N D O N executive management programmes

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3 contents Personal Message from the Director of the GSM Executive Programmes 3 The Executive Master of Business Administration () 6 Module Descriptions 8-10 Entry Requirements 11 Start Dates 11 EDMS The Executive Diploma in Management Studies (EDMS) 16 Entry Requirements 16 Module Descriptions Other Programmes 20

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5 personal message from Brian Buckley Director of the GSM Executive Programmes May I thank you for your interest in our executive weekend programmes. If you choose to study with us you will take part in a unique and innovative programme leading to a highly respected qualification valued by organisations worldwide. The GSM weekend programmes in management comprise an Executive Master of Business Administration () and an Executive Diploma in Management Studies (EDMS). These executive programmes attract an eclectic mix of managers from both national and international organisations affording you the opportunity to share best practice with fellow course members from a range of functional management disciplines. Through this sharing of ideas, you will be able to challenge your existing understanding of management practice and investigate new ways of meeting the needs of your organisation. As an executive course member at GSM you will become skilled at team work, effective communication and become rationally persuasive: vital elements of quality leadership. Furthermore, the programmes will provide you with a breadth of knowledge across the field of business management developing your analytical skills and confidence to formulate and implement strategy within a variety of organisations. It is these personal qualities, knowledge and skills that make the GSM Executive programmes life-changing as well as career enhancing. In short the GSM Executive experience aims to produce the multi-skilled business leaders of tomorrow. I am committed to the GSM and EDMS programmes, as are my colleagues: we seek personal excellence from ourselves and achievement from our course members. If you also value excellence, self-confidence and the practical application of ideas, then I believe the GSM executive experience is for you. Brian Buckley Director of the GSM Executive Programmes 3

6 nicci rayes Divisional Head of 6th Form, Colfe s School case study The structure of the Executive MBA allowed me to combine a busy working life with the opportunity of obtaining a highly relevant management qualification. The course content is immediately applicable to one s organisation. The MBA raised my profile at work and opened up significant career opportunities.

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8 MBA EM the executive master of business administration () OBJECTIVES The Plymouth at GSM is an advanced and flexible management masters degree programme designed for those with substantial experience who are currently in managerial roles. It is an interactive programme that builds on a wealth of existing experience enabling course members to develop a broad and sound understanding of what counts as effective management in the contemporary business environment. The programme aims to develop the analytical skills of the course members within the context of management with a focus on problem identification and solutions thereto. Such skills embody the knowledge, techniques and best practice in current management to provide course members with the key management tools that can be applied within their own organisations. PROGRAMME STRUCTURE AND ASSESSMENT Course members are required to undertake eight weekend modules and submit a work-based assignment of between 4,500 and 5,000 words related to each module. These assignments will be assessed by the module leader and moderated by the external examiner. In addition, course members are required to write a dissertation of approximately 15,000 words which integrates the theoretical aspects of their studies with personal research in a managerial domain. The dissertation will be assessed by the course member s personal supervisor and moderated by the external examiner. PROGRAMME DURATION The is normally completed over a two calendar year period during which course members are required to attend seven, three-day weekends (Friday afternoon, all day Saturday and all day Sunday) and three Saturdays over an eighteen month period. The dissertation is usually completed within the final six months of this two year period, although work on the dissertation commences in the course member s first year. If a module weekend is justifiably missed it can be taken when it recurs in the cycle of modules, this will have the effect of extending the programme duration. 6

9 PROGRAMME MODULES The following eight modules listed below must be undertaken by course members, but not necessarily in the order presented below. It is also necessary for course members to write and submit the dissertation: Business Environment and Strategic Management Marketing and Customer Relationship Management Management Information and Communication Systems Human Resource Management Accounting and Finance for Managers The Strategy of International Business Leadership and the Management of Strategic Change Research Skills and Project Management Dissertation management 7

10 MBA EM the executive master of business administration () 8 MODULE DESCRIPTIONS BUSINESS ENVIRONMENT AND STRATEGIC MANAGEMENT The management of organizations is influenced by many external factors, e.g. changes in the legal, socio-political and economic environment, technological development and competition. Also by many internal factors, e.g. the impact of strategic planning on operational policies. Consequently, it is important to identify and understand these factors and the ways in which they influence management policies and long term planning as well as the nature of strategic planning and its relationship to operational objectives. Thus, this module demonstrates the ways in which strategic policy decisions cause risk and how such risk can be minimised. Further, the module looks at the methods for revising corporate objectives and strategic policies given new opportunities and emerging constraints. MARKETING AND CUSTOMER RELATIONSHIP MANAGEMENT Whatever their specialist roles, all managers should be aware of the nature of this vital function as it impacts upon the ways in which all operations are planned and managed. Indeed, marketing is an essential element in the management of all organizations in both theoretical and practical terms. Thus, course members will engage with the theoretical principles of marketing as well as their application to particular organizations. For example, course members will address the strategic nature of marketing, market segment characteristics and the marketing mix. Also, the principles of consumer behaviour will be considered as well as assessing marketing opportunities from market information. Moreover, the module introduces the concept of customer relations and communications in both the private and public sector context. The nature of promotion policy, i.e. mix and plan with cost controls thereto is also considered, and the ways in which the various constituents of the policy can be organised to interact to maximise effectiveness. MANAGEMENT INFORMATION AND COMMUNICATION SYSTEMS Successful organizations depend upon the quality of the information available and the systems for internal and external communication. Indeed, MICS has common application across a range of management responsibilities and decision making thereto, be it for long term strategic planning or for short term control purposes. It has the potential for synergy, i.e. to integrate the various management functions to enhance the overall performance of organisations. It is therefore imperative that managers understand and are able to use such technology to enhance the quality of their decision making, and to understand its limitations. Thus, the module aims to develop course members appreciation, knowledge, understanding and application of current management and information systems, including the relevant technology, and identify areas in which innovations are likely to emerge and the reasons for such change. Moreover, course members will consider different MICS applications in different types of companies.

11 HUMAN RESOURCE MANAGEMENT Human Resource Management (HRM) is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. It is a development of personnel management, but rather broader and associated less with personnel managers than line managers. Thus, this module identifies the following: the effects of the changing context of work on HRM; the nature and scope of HRM; the strategic nature of HRM practice; its impact on organisational performance; the changing role of the HRM function. ACCOUNTING AND FINANCE FOR MANAGERS This module is aimed at non-specialist accountants and introduces course members to the basic concepts and techniques of accounting and finance and demonstrates the tasks and methods of identifying and resolving management financial issues. Thus, course members will be introduced to the main financial issues in companies of different sizes and the role of the financial statement. The module will consider the necessary financial statements needed to identify the financial standing of companies as well as the methods employed to calculate their financial liquidity and viability. Moreover, the module looks at apprising financial information to appraise the profitability of investment and capital deployment. Financial control and methods of raising and deploying financial resources are also evaluated. Consequently, through this module course members should be able to make those management decisions that require fundamental financial justification. THE STRATEGY OF INTERNATIONAL BUSINESS The international business domain frequently differs to that of the domestic business domain, e.g. different problems of management organization and policy to achieve corporate success. Equally, there exists a difference between the problems of large and small companies adopting a strategy of international business. This module identifies these problems and others, e.g. financial, human resources and organisational issues and explores policies that account for them and that are likely to lead to successful outcomes. Hence, course members will look at those features of the international business environment that differ from that of the domestic business environment and the small/large organisation contrast in international business policy. They will then analyse methods of developing a corporate plan to include international business taking into account different foreign cultures and review communication and control issues arising from international business. LEADERSHIP AND THE MANAGEMENT OF STRATEGIC CHANGE In a turbulent, global business environment, the only constant is that of fast-moving and ever more unpredictable change. In order to avoid strategic drift, business leaders must ensure that their organisations are capable of responding in an agile way to the opportunities and threats presented. The tools and techniques of strategic management can be harnessed to drive an organisation forward in a rational way. Such strategies imply organisational change and the success of how this is led and managed will ultimately determine the success of the organisation. This is not just a managerial question, e.g. planning, 9

12 MBA EM the executive master of business administration () project management and effective controls. For change is not only situational, there is also a psychological and emotional dimension requiring leadership skills. Indeed, the challenge for leaders in their strategic planning is to engage with this subjective dimension and take account of human needs, values and emotions. Consequently, this module will attempt to explain the distinction and connection between management and leadership, describe the context driving change in business organizations, and define the various types of change. It will also analyse the leader s role in helping their personnel to manage the psychological and emotional impact of change, and examine strategies to handle resistance to it. The key skills required by leaders at all levels will be identified, and course members will be encouraged to examine critically and reflect on how they lead change in their own organizations. RESEARCH SKILLS AND PROJECT MANAGEMENT The programme requires all course members to define a business situation and problem that merits investigation and to undertake, argue and evidence this investigation through a project. Hence, the objective of this module is to provide course members with grounding in project planning, literature review and the principles of research methodology in preparation for undertaking their project. Indeed, course members will learn to break a project proposal into component parts and construct a time constrained project plan. Thus, the module includes the process of defining the objectives of a project and the nature of the methodology relevant to achieving those objectives. Course members will engage with the concept of a sound project structure; in particular, how evidence can be reasonably acquired and sequentially presented so as to provide rational conclusions. Such engagement will also include the production of a literature review; a summary of existing published material of the problem to be investigated. To this end, course members will identify the sources of information and the nature of appropriate referencing methods and learn the techniques of compiling a quality bibliography thereto. DISSERTATION An efficient manager should be capable of investigating a major business problem (or set of related problems) by defining the nature of and optimal solution to this or these problems in one or a number of companies. Course members are expected to engage with this investigative process through the production of an assessed dissertation. This dissertation should harness the author s knowledge, skills and understanding acquired from their working experience and the taught modules of the programme, in particular research methodology. The dissertation element of the programme involves the preparation and presentation of a project of approximately 15,000 words in length directed towards the identification of a significant business problem of a company or industry. The author should make recommendations for policy making and action based upon a thorough examination of the evidence and information relevant to the problem. The dissertation should also contain evidence that supports the author s examination of the relevant published literature and an explanation of the methodology employed in the author s research. 10

13 ENTRY REQUIREMENTS Applicants are required to possess the following entry requirements: A recognised bachelors degree at 2.2 or higher classification or an equivalent qualification. or An NQF Level 6 qualification or The Greenwich School of Management Diploma in Management Studies (DMS or EDMS) and A minimum of three years managerial work experience. and Proficiency in the English language, e.g. for applicants whose first language is not English, IELTS level 6 or equivalent or the Greenwich School of Management English Language Qualification. Applicants whose first language is English, or who have undertaken a programme of study with English as the medium of instruction, may not need to fulfil this requirement. Exceptionally, applicants may be considered on their individual merits. For advice on this matter, please contact Brian Buckley, Director of Executive programmes on START DATES Course members may commence the programme in February, April, May, June, September and November each year. For precise dates check the GSM website at: or contact Brian Buckley, Director of Executive programmes on APPLICATION An application for the programme is enclosed or can be found at: TUITION FEES A form listing the current fees for the is enclosed, alternatively the fees information can be found at: 11

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15 case study neil thody Cameron Consulting The Executive MBA, with its convenient weekend modules and executive format, fitted neatly around my family and work commitments. The content of the programme allowed me to align academic theory with practice to benefit both myself and the business. The work based assignments were particularly useful. There was real purpose to the learning and development style. On completion of the course, I had gained not only the academic theory but the confidence to set up my own consultancy business, Cameron Consulting. The staff and support provided by GSM was excellent with good resources and a flexible approach, making the learning enjoyable and purposeful. 13

16 steve donegan MD - Graphic Republik case study The Executive MBA programme gave me the confidence to prove myself both professionally and academically. Coming from a technical background I realised that a management degree would both raise my profile and at the same time give me the skills to take my career forward. 14

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18 DMS EDMS EDMS EDMS EDMS the executive diploma in management studies (EDMS) EDMS THE EXECUTIVE DIPLOMA IN MANAGEMENT STUDIES (EDMS) The Greenwich EDMS is a programme designed for those working managers who require a short introduction to business management as either a prologue to the or as a managerial qualification in its own right. Like the, the objective of this short programme is to develop the analytical skills of the course members within the context of business management with a focus on problem identification and their solution. This educative process employs the knowledge, techniques and best practice in current management providing course members with the insight and capability to apply such practice within their own organisations. EDMS PROGRAMME STRUCTURE Course members are required to take four modules and each module will be assessed by examination. In addition, course members are required to write a work-based assignment related to each module. The examinations and assignments will be assessed by the module leader and moderated by the external examiner. EDMS PROGRAMME DURATION The Greenwich EDMS is normally completed within eight months and requires course members to attend four three day weekend teaching sessions (Friday afternoon, all day Saturday and all day Sunday). Examinations are conducted on the Fridays of the following module weekend. If a module weekend is justifiably missed it can be taken when it recurs in the cycle of modules, this will have the effect of extending the programme duration. EDMS EDMS ENTRY REQUIREMENTS Applicants will be expected to possess relevant work experience and hold either a degree or equivalent academic qualification or a professional qualification. Applicants without these qualifications will be considered on their merits. All applicants should possess a good command of the English language. 16

19 EDMS EDMS EDMS EDMS EDMS EDMS PROGRAMME MODULES EDMS The following four modules must be taken by course members, but not necessarily in the order presented below. Financial Analysis Human Resource Management Management Information Marketing Strategy EDMSmanagement 17

20 DMS EDMS EDMS EDMS EDMS the executive diploma in management studies (EDMS) EDMS MODULE DESCRIPTIONS FINANCIAL ANALYSIS Decisions relating to the acquisition and deployment of working and fixed capital are central to all management activity both strategic and operational. A well run company will normally control the management of cost centres by means of budgets and strategic planning, and identify the financial parameters of the alternative policies for long-term development. Thus, all managers should be able to understand the content and implications of financial statements issued by accountants and also the financial significance of planned developments within the area of their responsibilities. This module addresses these requirements at the level of the non-financial specialist with the view to improving strategic decision-making. HUMAN RESOURCE MANAGEMENT The effectiveness of the management process largely depends upon the quality of the human resources employed. Thus, human resource planning affects all functional and operational aspects of organisations. This module engages with such planning, particularly issues of change and conflict management, motivation, recruitment, and appraisal methods; all this in the varying contexts of organisation size and available technology. It also aims to demonstrate how management and leadership styles can affect organisational culture which will, in turn, reflect upon the entire organisation. Course members will also consider methods of improving the skills of an organisation s personnel as well as the legal aspects of human resource management. 18

21 EDMS EDMS EDMS EDMS EDMS EDMS MANAGEMENT INFORMATION Information has an important role in the operation of every company, and systems for recording, analysing, integrating and retrieving data for augmenting management decision taking is central to that role. This module engages with this information process: identifying the types of systems, sources of relevant data, together with those problems of managing knowledge in the digital form. Clearly, the complexity of different systems varies enormously from one company to another, according to the scale, size and technology employed. Nevertheless, the principles underlying such systems cover common ground in all organisations and this module considers these principles including relevant ethical, legal and social issues. Of equal importance is the provision of computer hardware and software to support and provide management information with the concomitant security thereto: the module reviews such provision as well as the financial implications. MARKETING STRATEGY The nature and characteristics of the marketing environment and its impact on corporate policy, strategy and the functional areas of the organisation is of prime importance to all managers; even for those whose responsibilities are not primarily in the area of marketing. As a consequence, this module includes an in-depth consideration of the nature of marketing policy and the forces that mould it. The impact of constraints, opportunities and changes in the business environment is considered and analysis is carried out on customer behaviour and characteristics. The tools of marketing are addressed and course members are encouraged to develop a strategic outlook and to integrate elements of the marketing mix, such as product design, pricing, advertising, promotion, marketing research and segmentation to put forward workable and sustainable strategic options. Moreover, course members will be expected to evaluate theoretical models of marketing management in terms of their impact on management practice and formulate a marketing plan within the context of the resources available and the market structure. 19

22 other programmes full time and part time MBA programmes at GSM The following weekday University of Plymouth full and part time MBA programmes are available at GSM: - MBA Strategic Management - MBA Financial Management - MBA Human Resource Management - MBA Marketing For further details of these weekday programmes go to: or call For details of the other GSM weekday diploma, undergraduate and postgraduate programmes go to our website: or call If you require this publication in an alternative format please contact the School. Tel: +44 (0) Fax: +44 (0) Greenwich School of Management is committed to the promotion of equality and diversity. Our policies are available on request /0508/14876E

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24 G R E E N W I C H S C H O O L O F M A N AG E M E N T L O N D O N Greenwich School of Management Meridian House Royal Hill Greenwich London SE10 8RD tel +44 (0) fax +44 (0) web

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