COURSE SUBJECT TITLE: MASTER OF BUSINESS ADMINISTRATION (MBA)

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1 B1.1 UNIVERSITY OF ULSTER PROGRAMME SPECIFICATION COURSE SUBJECT TITLE: MASTER OF BUSINESS ADMINISTRATION (MBA) PLEASE NOTE: This specification provides a concise summary of the main features of the course and the learning outcomes that a typical student might reasonably be expected to achieve and demonstrate if he or she takes full advantage of the learning opportunities provided. More detailed information on the specific learning outcomes, content and the teaching, learning and assessment methods of each module can be found in the course handbook. 1 AWARD INSTITUTION/BODY: University of Ulster 2 TEACHING INSTITUTION: University of Ulster 3 LOCATION: Jordanstown and Magee 4 ACCREDITED BY: N/A 5 FINAL AWARD: Master of Business Administration (PgDip Management Studies as an exit route) 6 MODE OF ATTENDANCE: Full-time & Part-time (Jordanstown) Part-time (Magee) 7 SPECIALISMS: Business & Management Studies 8 COURSE/UCAS CODE: 2679PJ-BM (full-time), 1955PJ-BM/1956PM-BM (part-time) 9 DATE REVISED: Effective from 2009/10 10 EDUCATIONAL AIMS OF THE COURSE The overall aim of the MBA course is to educate individuals as managers and business specialists, adding value through an integrated and critical understanding of management and organisations and developing those transferable and intellectual skills that are essential for successful general and strategic management in both private and public sector organisations. The of an MBA is to: - Enable an advanced study of organisations, their leadership and management and the changing external context in which they operate; - Stimulate the ability to analyse management problems critically, rationally and rigorously; - Creatively and systematically apply knowledge and understanding of business and management concepts to complex issues and respond to a rapidly changing business environment; - Comprehend and use relevant CIT for application in business and management; - Inculcate enterprise/entrepreneurship and innovation skills; - Develop an international perspective on business issues and B1

2 opportunities; - Enhance lifelong learning skills and personal development in order to consolidate student achievements and continue their work with selfdirection and/or collaboratively contributing to business and society as a whole. 11 MAIN LEARNING OUTCOMES The following reference points were used to inform the development of the course and its learning outcomes: Feedback from past and present students, employers and business contributors, External Examiners and our Employers Forum; The University s Vision and core strategic aims, teaching and learning strategy and policies; Current research or other advanced scholarship carried out by academic staff; QAA subject benchmark statements (2007); MSC National Occupational Standards (2004); Requirements of professional, statutory or regulatory bodies including the Association of Business Schools (ABS); National and University qualifications and credit framework. The course provides opportunities for students to achieve and demonstrate the following learning. Successful students will be able to: 11K KNOWLEDGE AND UNDERSTANDING OF SUBJECT K1 Develop a critical awareness of the broad environmental influences legal, ethical, social, cultural, economic, technological, and international - which impact upon organisations; K2 K3 K4 Demonstrate detailed knowledge and application of the key concepts that underpin functional processes production, marketing, finance, human relations, enterprise and information management that are fundamental tenants of modern businesses; Understand the methods and applications of accounting, quantitative analysis and management information systems; Appreciate the significance of the human dimensions of management and of the management and development of people in organisations in particular in the areas of organisation theory, human resource management, leadership and change management; B2

3 K5 K6 K7 Understand the need for organisations to establish and maintain the highest standards of corporate social responsibility; Realise the fundamental importance of connecting general and strategic management concepts; Synthesise and apply multidisciplinary concepts, tools and techniques in resolving real-time management issues. Relationship of learning outcomes to award levels: PgDip: the minimum outcomes at this level are K1 K6 MBA: all learning outcomes are applicable. Learning and Teaching Methods In addition to lectures, seminars, workshops, directed reading, electronic resources and case studies, knowledge and understanding of the subject are disseminated through methods which reflect the distinctive nature of an MBA programme. Thus student work context and experience will feature in many of the learning situations in and, more so, following the core foundation modules through real-time projects (individual and team) which form an important part of the course. Visiting speakers and practitioners master classes are another important element of the course, again reflecting the applied nature of learning employed. Through the use of regular study groups, students will be encouraged to work collaboratively and learn from the experience of others work situations. Assessment Methods Assessment methods for these learning outcomes consist of a mix of class tests, seen and unseen examinations and coursework, including essays, management reports, projects and presentations (both individual and group). Students are provided with detailed formative feedback regarding their work. 11I I1 I2 I3 I4 Intellectual Qualities Demonstrate an ability to consistently apply knowledge and intellectual skills; Critically evaluate and be able to integrate theory and practice across a range of challenging situations; Think critically and creatively and provide reasoned and rigorous analyses; Acquire and analyse data and information, critically evaluate their relevance and validity and synthesise a range of information; B3

4 I5 I6 I7 Integrate new knowledge with past experience and apply it to new situations; Challenge preconceptions and remove subject and functional boundaries to deal with complex situations holistically; Demonstrate independent thought in relation to the conduct of research, analysis and development of business opportunities. Relationship of learning outcomes to award levels: PgDip; the minimum outcomes at this level are I1 I5 MBA; all learning outcomes are applicable. Learning and Teaching Methods Intellectual qualities are nurtured through a combination of case studies, practitioner-led seminars, benchmarking visits, student-led tutorial discussions and project work in parallel with 11P and 11T below. Assessment Methods Assessment of these learning outcomes takes place primarily through research-based (individual and group) assignments, a seen examination and, in particular, the final management project. 11P P1 P2 P3 P4 P5 P6 P7 Professional/Practical Skills Make decisions in complex and unpredictable situations; Be pro-active in recognising the need for change and be able to manage change; Perform effectively as a member of a team; Recognise and utilise the contribution made by individuals within group processes; Recognise ethical issues and apply value judgements to choices and complex situations; Demonstrate innovative and enterprise skills and appreciate the challenges inherent in entrepreneurial practice; Adopt appropriate leadership styles for particular situations. Relationship of outcomes to award levels: PgDip; all learning outcomes are applicable MBA; all learning outcomes are applicable. B4

5 Learning and Teaching Methods The learning and teaching methods used to develop professional/practical skills place emphasis on group work and experiential learning, building on the outcomes of 11K. The development of these skills begins at induction with a focus on recognising and utilising individual contributions in group processes. It continues through lectures, tutorial support, assignments and project work. Verbal and written feedback is provided to identify and confirm good practice. Assessment Methods Individual and group projects and assignments, coursework presentations and peer assessment are used to assess professional and practical skills development. 11T T1 T2 T3 T4 T5 T6 T7 T8 Transferable Skills Communicate effectively both orally and in writing, using a range of media; Possess a good level of numeracy and quantitative skills including the development and use of business models; Effectively use CIT; Solve problems and make decisions by establishing criteria and creating, identifying and evaluating options; Demonstrate personal effectiveness through self-awareness and self and time management; Negotiate, persuade and influence others; Be flexible and adaptable; Learn continuously through reflection on practice and experience. Relationship of learning outcomes to award levels: PgDip; all learning outcomes are applicable MBA; all learning outcomes are applicable. Learning and Teaching Methods: These softer skills are a well integrated aspect of the whole course, In particular however, they are established and developed through the completion of practical and applied exercises, work-based assignments and case studies that may require peer presentations. Students are given written B5

6 and verbal feedback on content as well as transferable skills such as the quality of writing and presentation. Assessment Methods: These learning outcomes are assessed alongside those under sections 11K, 11I, and 11P through a range of methods, in particular work-based assignments and projects (individual and group), sometimes involving presentations and on-line assessment. B6

7 11 PROGRAMME LEARNING OUTCOME MAP Please Note: The matrix displays only the measurable programme outcomes and where these are developed and assessed within the programme. MODULE OUTCOMES TITLES LEVEL CODE K1 K2 K3 K4 K5 K6 K7 I1 I2 I3 I4 I5 I6 I7 P1 P2 Compulsory Modules Managing Organisation Behaviour (a) 7 BMG773 X X X X X X X X Marketing (a) 7 MKT714 X X X X X X X X Economics for Business (a) 7 ECO710 X X X X X X X X X X Information for Management 7 BMG776 X X X X X X X X X X X X X X Decision Making (a) Operations & Quality Management(a) 7 BMG774 X X X X X X X X Financial Decision Making (a) 7 ACF731 X X X X X X X X X Human Resource Management (a) 7 BMG775 X X X X X X X Marketing & Strategic 7 BMG777 X X X X X X X X X X Management(a) Corporate Social Responsibility (a) 7 New X X X X X X X X X X X X Managing the Digital Enterprise (a) 7 New X X X X X X X X X X X X X Innovation & Entrepreneurship (a) 7 BMG919 X X X X X X X X X X X X Finance for Managers (a) 7 ACF732 X X X X X X X X X Leadership & Change (a) 7 BMG899 X X X X X X X X X X X International Strategic 7 BMG900 X X X X X X X X X X X X X X Management(a) Management Project 7 BMG901 X X X X X X X X X X X X X Optional Modules Contemporary Management Issues 7 BMG910 X X X X X X X X X International & Comparative HRM 7 New X X X X X X X X X X X Global Marketing 7 MKT717 X X X X X X X X X X X X X X Services Marketing & Management 7 MKT819 X X X X X X X X X Supply Chain Management 7 BMG913 X X X X X X X X X X X X X Strategic Quality Management 7 BMG946 X X X X X X X X X X X X X X Business Simulation 7 BMG778 X X X X X X X X X Leading with NeuroLinguistic 7 New X X X X X X X X X X X Programming Employment Law 7 LAW801 X X X X X X X X X B7

8 Continued MODULE OUTCOMES TITLES LEVEL CODE P3 P4 P5 P6 P7 T1 T2 T3 T4 T5 T6 T7 T8 Compulsory Modules Managing Organisation Behaviour (a) 7 BMG773 X X X X X X X X X Marketing (a) 7 MKT714 X X X X X X X X X X X X Economics for Business (a) 7 ECO710 X X X X X Information for Management 7 BMG776 X X X X X X X X X X Decision Making (a) Operations & Quality Management(a) 7 BMG774 X X X X Financial Decision Making (a) 7 ACF731 X X X X X X X Human Resource Management (a) 7 BMG775 X X X X X X Marketing & Strategic 7 BMG777 X X X X X X X X X Management(a) Corporate Social Responsibility (a) 7 New X X X X X X Managing the Digital Enterprise (a) 7 New X X X X X X X X X X Innovation & Entrepreneurship (a) 7 BMG919 X X X X X X X X Finance for Managers (a) 7 ACF732 X X X X X X X Leadership & Change (a) 7 BMG899 X X X X X International Strategic 7 BMG900 X X X X X X X X X X Management(a) Management Project 7 BMG901 X X X X X X X X X Optional Modules Contemporary Management Issues 7 BMG910 X X X X X X International & Comparative HRM 7 New X X X X X X Global Marketing 7 MKT717 X X X X X X X X X X X X Services Marketing & Management 7 MKT819 X X X X X X Supply Chain Management 7 BMG913 X X X X X X Strategic Quality Management 7 BMG946 X X X X X X X Business Simulation 7 BMG778 X X X X X X X X X X X Leading with NeuroLinguistic 7 New X X X X X X X Programming Employment Law 7 LAW801 X X X X B8

9 12 STRUCTURE AND REQUIREMENTS FOR THE AWARD The MBA course comprises 16 taught modules and a Management Project. All modules on the course are assessed at M level. Two of these modules are electives which allow students some degree of tailoring as regards their final award. In addition, towards the end of the course, students are required to complete a Management Project, reinforcing the opportunity to customise the MBA award. The 14 compulsory modules are each worth 10 credit points and the 2 elective modules are also normally worth 10 credit points although some 15 credit point modules are taken from other departments and courses. The Management Project is worth 20 credit points. The MBA course is built upon two clear vocational/environment and functional/strategic themes, and within these themes it is possible to determine a number of subject threads. The modular structure allows some flexibility for students whilst the threads help to provide clarity in how the modules link together to form a cohesive whole. In terms of progression, the first semester for full-time and the first year for part-time students provides a foundation for the course where, in general, the focus is on the internal management of the organisation through modules including Managing Organisation Behaviour, Economics for Business, Finance, and Marketing. Thereafter modules allow a structured progression towards a more creative and strategic emphasis. The second year/semester explores in more detail the environment in which the organisation seeks to grow and prosper, including the moral and legislative influences. This is reflected in the study of modules including Corporate Social Responsibility, Managing the Digital Enterprise, and Innovation and Entrepreneurship. It is also at this point that students are made aware of the need to better integrate functional areas to enable the organisation to take a more strategic planning approach, for example through the Marketing and Strategic Management module. The final level of the course seeks to develop a visionary and international perspective to student learning through the International Strategic Management module. It also encourages each student to reflect more on their own personal development through the Leadership and Change module alongside a choice of optional modules reflecting a range of contexts and applications, which offers students some opportunity to tailor their study to their own interests and requirements. The final element of choice is the Management Project where students are required to apply some of the concepts, theories and techniques learned, to a work-related situation. Work on the Management Project commences at the beginning of the third semester/year with studies on research strategies and methodologies, delivered via a combination of interactive workshops at the outset and subsequently through a largely self-directed on-line package. B9

10 To be awarded the MBA, students must pass all module assessment (pass mark 50%, fail condonable at 45%) in modules up to at least 180 credit points. Students with an average mark of at least 70% across all assessable elements (at least 70% having been attained in modules up to 90 credit points including the Management Project) are eligible for the Master s award with Distinction. Students who do not achieve sufficient credit to be awarded the Master s degree or who chose not to proceed to the final stages of the course may exit the course with a Postgraduate Diploma in Management Studies provided they have passed all the modules in Years/Semesters 1 and 2 up to a value of at least 120 credit points. The award of a PgD with Distinction may be made to students with an overall mark of at least 70%, provided that a module mark of at least 70% has been achieved in modules amounting to 60 credit points. In the full-time mode, the MBA is usually completed in one academic year the Postgraduate Diploma in 2 semesters. Part-time students are normally expected to complete the MBA within 3 years the Postgraduate Diploma in 2 years - although, increasingly, these students are taking the opportunity to fast-track and complete the MBA in 2 years. Students normally have up to 5 years from first enrolment to complete the requirements for the award of an MBA. B10

11 COURSE MODULES (the language of instruction is English) Module Title Module Code Credit Level Credit Points Module Status Awards Compulsory (C)/Optional (O) Managing Organisation Behaviour (a) BMG C Marketing (a) MKT C Economics for Business (a) ECO C Information for Management Decision BMG C Making (a) Operations & Quality Management (a) BMG C Financial Decision Making (a) ACF C Human Resource Management (a) BMG C Marketing & Strategic Management (a) BMG C Corporate Social Responsibility (a) New 7 10 C Managing the Digital Enterprise (a) New 7 10 C Innovation & Entrepreneurship (a) BMG C Finance for Managers (a) ACF C Pg Dip Leadership & Change (a) BMG C International Strategic Management (a) BMG C Management Project BMG C Contemporary Management Issues BMG International & Comparative HRM New MBA Global Marketing MKT Services Marketing & Management MKT Supply Chain Management BMG Strategic Quality Management BMG Business Simulation BMG Leading with NeuroLinguistic New 10 0 Programming Employment Law LAW B11

12 13 SUPPORT FOR STUDENTS AND THEIR LEARNING Students and their learning are supported in a number of ways: Student handbook and course-specific induction materials, with an initial 3 day residential programme; LRC subject-based induction session for new and returning (optional) students; WebCT and university software induction session for each year cohort ; Course Directors, also incorporating the Studies Adviser role; Easy access to Course Director, MBA administrator and teaching staff; Regular cross-campus meetings of Course Committee (usually via AV link) to monitor course delivery and student progress; Staff/Student Consultative Meetings with each student cohort (x4) held at least once per semester agreed minutes are ed directly to all course registered students; Dedicated MBA office and staff; Executive-friendly teaching accommodation and MBA room; Extensive electronic communications via student , WebCT, updated reading lists and examination results; Joint meetings with Careers Development Centre, mainly for full-time students; Formal liaison with campus-based International Office in support of overseas students; Detailed feedback provided on individual/group assignment presentations. 14 CRITERIA FOR ADMISSION Applicants must hold a degree [with at least 2:2 Honours standard] or equivalent or demonstrate their ability to undertake the course through prior experiential learning; In addition, applicants should have gained at least three years relevant work experience in a supervisory or managerial capacity. 15 EVALUATING AND IMPROVING THE QUALITY AND STANDARD OF TEACHING AND LEARNING Processes and mechanisms used for reviewing and evaluating teaching, learning, assessment, the curriculum and outcome standards include: QAA Benchmark Guidelines for Masters Programmes in Business and Management (2007); Views of students as expressed through Staff/Student consultation and other feedback mechanisms, including module evaluations; Views of graduates in the National Student Survey; B12

13 Views of employers; Views of external examiners for the course; Student performance data and career progression; University processes for initial approval, revalidation and annual subject monitoring; Staff membership of the Higher Education Academy and of other professional bodies; Staff interaction with the HEA and the BMAF Subject Centre. In addition, there are University and Faculty strategies for teaching and learning. 16 REGULATION OF STANDARDS To be awarded the MBA, students must pass all module assessment (pass mark 50%, fail condonable at 45%) in modules up to at least 180 credit points (16 taught module plus the Management Project). Students with an average mark of at least 70% across all assessable elements (at least 70% having been attained in modules up to 90 credit points, including the Management Project) are eligible for the Master s award with Distinction. Students who do not achieve sufficient credit to be awarded the master s degree or who chose not to proceed to the final stages of the course may exit the course with a Postgraduate Diploma in Management Studies provided they have passed all the modules in Years/Semesters 1 and 2 up to a value of at least 120 credit points (12 taught modules). The award of a PgD with Distinction may be made to students with an average mark of at least 70% provided that a module mark of at least 70% has been achieved in modules amounting to 60 credit points. In the full-time mode, the MBA is usually completed in one academic year the Pg diploma in two semesters. Part-time students are normally expected to complete the MBA within three years the PgD in two years - although, increasingly, students are taking the opportunity to fast-track and complete the MBA in two years. Students have up to five years from first enrolment to complete the requirements for the award of an MBA. External Examiners There are four external examiners with moderation responsibilities in the following broad subject areas: - Accounting/finance/economics/corporate social responsibility; - Organisation studies/behaviour/hrm/leadership and change; - Marketing/strategy/innovation/entrepreneurship; - Operations/quality/CIT. B13

14 External examiners are academic subject or professional experts appointed from outside the University. Their key functions are to contribute to the assurance of the standards of the award and the fair treatment of students. They are involved in the moderation and approval of assessments and the moderation of the marking undertaken by internal examiners. 17 INDICATORS OF QUALITY RELATING TO TEACHING AND LEARNING Examples are: Outcome of the last QAA Subject Review, with Business and Management being awarded 24/24 (November 2001); Many of the teaching staff are members of the Higher Education Academy; One member of staff has received the University s Distinguished Teaching Award Fellowship (2007) Many staff hold PGCHEP or equivalent professional qualifications; Many staff are research active and/or registered for higher degrees; Members of the course team act as External Examiners and as reviewers for a wide range of journals, including the European Journal of Marketing, Team Performance Management, the Journal of European Industrial Training, the Leadership and Organization Development Journal, the Journal of Management Development, the International Journal of Operations and Production Management and the European Journal of Industrial Training; A number of grants (BMAF, HEA) have been secured to support a range of teaching and learning related initiatives; MBA graduates have a high success rate in progressing their management careers; Informal feedback from employers on the quality of students and their level of knowledge and skills has been excellent. B14

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