University of Cambridge: Programme Specifications

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1 University of Cambridge: Programme Specifications Every effort has been made to ensure the accuracy of the information in this programme specification. Programme specifications are produced and then reviewed annually by the relevant faculty or department and revised where necessary. However, we reserve the right to withdraw, update or amend this programme specification at any time without notice. Further information about specifications and an archive of programme specifications for all awards of the University is available online at: EXECUTIVE MASTER IN BUSINESS ADMINISTRATION 1 Awarding body University of Cambridge 2 Teaching institution Judge Business School, University of Cambridge 3 Accreditation details AMBA / EQUIS 4 Name of final award Master s in Business Administration 5 Programme title Executive Master in Business Administration (EMBA) 6 JACS code(s) N200 7 Relevant QAA benchmark Business and Management statement(s) 8 Qualifications framework level 7 (Masters) 9 Date specification was produced/ May 2009 /April 2011 last revised Aims of the programme The Cambridge Executive Masters of Business Administration (EMBA) is a taught 20 month part-time programme at Judge Business School. Through a collaborative ethos the core value of the Cambridge EMBA - the aim is to produce graduates who: are skilled in the practice of management and core business principles are able to apply these skills within a global context are equipped to lead, build and manage enterprises that create value for stakeholders and constituencies in a dynamic, global economy demonstrate intellectual rigour The Cambridge EMBA is aimed at executives at various stages of their careers who have chosen to continue to work while earning their MBA. It is a highly practical programme - the team consulting project and international study trip ensure that the Cambridge EMBA is relevant and at the leading edge of global business developments. Elective courses and individual projects allow participants to customise their programme to suit their needs, interests and current / future employment aims. More information is available at Programme outcomes Knowledge and Understanding Page 1 of 7

2 The overall learning objectives of the Cambridge EMBA involve transformational career development through: 1) acquisition of core technical skills; 2) advanced skills and practical experience in areas of specialisation; 3) accelerated personal development; and 4) concentrated international and cross-sector business experience. The EMBA Programme is designed so that participants are first exposed to the core curriculum, having time to adjust to the learning environment and to revive their learning skills. They are given a thorough grounding in the areas of finance, accounting, strategy, marketing, operations and human resources after which they customise the programme through a number of different specialist electives. Alongside this, they must perform group work for their consulting project, take part in an international study tour and attend Leadership Seminars. Participants will develop a knowledge and understanding of: The Core Courses: Accounting, Finance, Leadership, Management Science, Economics, Operational Management, Management Practice, Organisational Behaviour, Marketing, Information Systems and Strategic Value, Strategy, Innovation, Corporate Governance and Ethics. Two Electives: In their final term participants customise their programme to their specific needs by choosing to study two courses. This gives participants the opportunity to broaden their experience or focus on subjects of particular interest. Courses on offer will vary from year to year. In recent years the following electives have been offered to MBA students, although these will change from year to year. Advanced Business Modelling Advanced Daaa Analysis Advanced Strategy Arts and Cultural Management Building and Managing Professional Sales Organisations Business Models, Innovation and Strategy Capital Markets Cases in Corporate Finance Change Management Climate Leadership Corporate Finance Corporate Social Responsibility Credit Derivatives Emerging Technology Entrepreneurship Enterprise Performance Fast Strategy, Intrapreneurship and Business Instinct Measurement Entrepreneurship Venture Capital Hedge Funds High Performing Human Resources and Organisations How to Start and Run Companies International Macroeconomics: Principles, Problems and Policies Lessons from Financial History Liberalisation and Regulation of International Financial Markets Marketing Communications Marketing Myths Mergers and Acquisitions Philosophy of Business Practical Approach to Managing Innovation Private Equity Real Estate Risk Management in Global Banking Services Innovation Services Marketing and Management Social Enterprise and Entrepreneurship Strategic Brand Management Page 2 of 7

3 Financial Services Strategy Fixed Income Analysis Global Macroeconomics Globalisation and International Business Global Marketing Strategic Performance Measurement Supply Chain Strategy Valuation Venture Capital Performance: The US Experience Team Consulting Project: Each participant will take part in a week long, group project where they will work in small teams consulting for a major organisation - providing firsthand experience of leading and planning a live business project. An Individual Project: An individual project where participants will focus on a business challenge faced by them or their organisation. Each student will have an academic supervisor to promote a rigorous academic approach. Skills In addition to the subject knowledge and skills acquired, participants will develop a range of other skills through the Management Practice and Personal and Professional Development Programme that runs throughout the 20 months. These will be practical and transferable skills including: Negotiation Skills Project Management Skills Research and Consulting Skills Leadership Critical Analysis Presentation skills Networking skills Influencing and persuading Business writing Individual coaching Overall, the integrated design of the programme is meant to create the next generation of business leaders through our ethos of collaboration and creative thinking as well as our links to a cutting-edge entrepreneurial community. Located in the heart of Cambridge, Judge Business School also encourages participants to take advantage of the larger knowledge-base in the University with such groups as the Cambridge University Entrepreneurs (CUE), Cambridge University Technology and Enterprise Club (CUTEC), Biotechnology Club and Cambridge Centre for Entrepreneurial Learning (CfEL). Teaching and Learning and Assessment Strategy Teaching and Learning The Cambridge Executive MBA programme sets high academic standards. At the same time, our faculty takes a hands-on approach to management issues, inviting business leaders and thinkers into the programme to work with participants on real-world issues. Page 3 of 7

4 To accommodate all learning styles we offer a range of approaches including: lectures, workshops, seminars, case study discussions, interactive classes and team and individual projects. Our collaborative approach will also be reflected in the Virtual Learning Environment where teaching and learning will take place. Our curriculum is designed to be applicable and relevant to the participants work, both now and in the future. Weekend sessions will allow participants to return to work the next week with fresh insights and skills which can be implemented immediately. The ability to collaborate effectively is at the heart of business success and the Cambridge EMBA encourages this approach during both classes and projects. Participants work in international teams to test and apply their new skills in the business world. The programme is supported by a Virtual Learning Environment (VLE), which hosts course materials, lectures, discussions and assignment support, and allows participants to communicate with tutors, staff and fellow participants. The VLE is also home to virtual common rooms, updates and event listings, meaning participants can be at Cambridge even when at home. Assessment Participants must obtain 100 credits with an average grade of at least 50% to graduate with an MBA degree. The following guidelines are followed by markers in assessing individual pieces of work. Mark of less than 40% A mark in this range reflects chronic weaknesses in all aspects of the work submitted. Mark of 40 49% A mark in this range indicates significant short-comings. Such short-comings may be demonstrated by failure to understand and/or reproduce relevant concepts, or the inability to provide anything other than a rudimentary application of these ideas to practical problems. Mark of 50 59% A mark in this range suggests competence with the core ideas, but with limited critical analysis, depth or insight in the application of the ideas. Work in this range is likely to be of a general and descriptive nature in qualitative subjects, or to contain some significant errors in quantitative subject. Mark of 60 69% A mark in this range demonstrates considerable fluency with the ideas and concepts, a clear ability to think critically and/or to apply the ideas effectively and appropriately to practical or hypothetical scenarios. Mark of 70 79% A mark in this range reflects some special distinguishing features in terms of originality, depth of analysis or insight in qualitative subjects; substantially correct analyses in quantitative subjects. Page 4 of 7

5 Mark of 80% or more A mark in this range is only awarded for work showing genuine flair and originality of an exceptional nature in qualitative subjects, or outstandingly precise work in quantitative subjects. All participant work is assessed using these criteria. Participants are assessed through a combination of examinations, written project submissions, class assignments of various kinds, and a number of presentations. The combination of assessment techniques provides a well-rounded assessment of participants abilities. The importance of individual performance in the EMBA as in many work situations is acknowledged in this scheme. Programme structure Explore, consolidate, customize Each term, participants take compulsory core courses and in the latter half of the programme, there is customisation and development of special interest through electives. Participants will attend 17 weekend sessions (midday Friday Saturday evening) plus an Orientation Week, an International Study tour (1 week) and a Group Project (1 week). TERM I September October to December TERM II January to April TERM III May to July TERM IV September to December TERM V January to April Orientation Accounting Finance Economics Management Practice Management Science Finance (cont.) Operations Management Organisational Behaviour Marketing Information Systems and Strategic Change International Business Trip (1week) International Business Strategy Innovation Global Consulting Project Corporate Governance and Ethics Elective I Elective II Individual Project Management Practice / Personal & Professional Development Programme Leadership in Action Page 5 of 7

6 Assessment Scheme / Requirements for the award of the degree A combination of assessment methods is used to ensure a high academic standard and to enhance the collaborative nature of the programme. The formal examinations and individual work allow sufficient assessment and feedback to maintain intellectual rigour and provide opportunities for individual improvement. A participant's final result is calculated as a weighted average over all assessed components. Indicators of quality In 2008, the MBA was successfully reaccredited by the Association of MBAs (AMBA) until 2013 and included in the School s General Board report for the University. In 2007, the School was awarded full Equis accreditation from the European Foundation for Management Development. The School also received a 5 in the last Research Assessment Exercise. The EMBA has been accredited in the same way as the full-time MBA Programme. The significant growth and enhanced reputation of the Cambridge MBA is reflected in the latest business school rankings which place Cambridge alongside the very best in the world. Learning Support Overall The EMBA Programme offers many tools for participants to learn more about themselves with such exercises as the Belbin test on team and work roles. We also offer a distinct Management Practice course that requires participants to reflect on themselves and to explore issues which might affect their management styles. The results of these are discussed in class and also in one-on-one sessions if required. For the Team Consulting Projects, participants may request supervision sessions with faculty/programme director to go over any problems related to their projects. In terms of classes, the EMBA Office offers support classes in such areas as Finance, Accounting and Management Analysis. Participants also receive support services through their specific colleges and the wider university community. This is unique in Cambridge for they can find support services through their faculties, their colleges and their university. VLE Support The programme is supported by a Virtual Learning Environment. Personal Development As mentioned in the Skills section above the EMBA offers, in addition to the subject knowledge and skills acquired, a range of Personal and Professional Development Programme sessions throughout the 20 months. Language Skills Participants have access to the University Language Centre and the English for Academic Purposes Pre-professional Programme in August-September. Participants can also join language and cultural college societies which are university-wide. Page 6 of 7

7 School facilities The School s learning resources include a Computer Room, Common Room, and library housing business and management books, journals and electronic resources. There are also a number of other libraries in Cambridge which house business and management information. Evaluating and improving the quality and standards of learning The EMBA is the responsibility of University of Cambridge, Judge Business School. Responsibility for the quality assurance of teaching and learning is delegated to the Teaching Committee. The School participates in the University s quality assurance and enhancement system: 1 External Examining: the EMBA has three external examiners who submit a report which is considered by the MBA Teaching Committee and the Management Studies Syndicate. Action in response to reports includes, where appropriate, revisions or adjustments to the programme and its delivery. 2 Course approval: the School is required to obtain the approval of the Board of Graduate Studies and the General Board s Education Committee before any significant changes to courses are made. 3 General Board Internal Review: all the School s activities, will be reviewed by the University s General Board. In addition, EMBA participants complete online feedback on all courses. The class representatives also attend the Teaching Committee meetings to voice any concerns of the class. The results are analysed and acted upon by the EMBA Programme Manager and EMBA Director. Page 7 of 7

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