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Global

Masters in Business Administration


Introduction

This document outlines the Lancaster Global MBA programme. The Global MBA is
designed as a part-time programme, aimed at help high-calibre practising managers develop
into more confident, knowledgeable, critical and responsible leaders in an increasingly
complex organisational and work environment.

The Global MBA is geared to developing knowledge of organisational functions and their
interactions; to building participants ability to manage and lead in complex organisational
situations; and to bring fresh perspectives to challenging issues. Its emphasis on practical
thinking processes to underpin and drive purposeful action will develop participant’s capacity
as leaders and managers as well as developing skills to become agent for change.

Programme structure

The Global MBA is a two-year part-time programme for experienced managers. Its highly
practical and action-oriented approach combines intensive modular input with organisational
projects and close support. The programme is structured around a series of 3 and 4 day
intensive workshops followed by a period of study, application and completion of
assessments. Modules run approximately every 8 weeks. This approach allows participants
to become immersed within, and gain a greater understanding of, the key ideas of each of
the core modules.

Educational Aims
Given the complexity of management and managing, the Lancaster Global MBA focuses on
developing managers and leaders who understand the complexity of organisational and
business environments, who are able to manage and lead effectively within this complexity
and who are capable of operating across functional boundaries and at a strategic level. The
programme aim is to provide a comprehensive grounding in general management theory
focusing particularly on the relationship between theory and practice, the application of
theory to organisational situations and the development of a strategic perspective when
analysing situations and developing solutions. In addition to developing functional and
strategic knowledge we aim to develop greater self-knowledge, and a more reflective
perspective on the process of management and leadership.

The programme’s mission is to produce managers and leaders who are knowledgeable
about business, at ease with complexity and purposeful in action. In doing this we aim to
provide a fresh approach to learning, which focuses both on academic theory and the
application of that theory to practice, and which also facilitates learning through the adoption
of a reflective and questioning approach.

At its core, the Lancaster Global MBA aims to:

• develop participants who are knowledgeable about business, at ease with


complexity, and purposeful in action
• facilitate knowledge acquisition and understanding of the functions of business and
organising and their inter-relationships

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• build confidence in learning and competence in transferring this learning to
organisations
• develop capabilities in:
o structuring, analysing and critically exploring organisational and managerial
issues and in so doing develop a desire for life-long learning
o the application of theory to practice
o challenging and questioning pre-conceived ideas and practices
o developing new ways of thinking and acting when dealing with complex
issues
• develop more effective and well-rounded business professionals who are capable of
contributing effectively at a strategic level in a variety of positions and across
functional boundaries

Global MBA overview

The Global MBA progressively develops


knowledge, understanding and skills through
stages. Part 1a focuses on core organisational
functions and processes – Organisational
behaviour, Managing operations, Marketing
management, Business economics, Management
accounting, and Finance. Part 1b builds on this
functional knowledge to develop a more strategic
perspective and to draw together the functional
and strategic so that participants approach
organisational and managerial issues in a more
integrative manner. This part of the programme
covers Strategic management and Managing
change and also provides an opportunity to apply
the knowledge, gained through the programme to
date, through the Integrative Case Examinations.
As an integrating mechanism across the first two
parts of the programme and to provide the
opportunity for participants to further develop their
understanding and skills in the practice of
managing and organising the ‘Perspectives on
managing and organising’ module runs across the
first two parts of the programme focusing on
individual and organisational learning.

The second part of the programme (Part 2)


continues the integrative theme with a group
based consultancy activity that requires
participants to draw on the preceding elements of
the programme to develop actionable
recommendations for client organisations and an
individual organisational project which provides
the opportunity for participants to focus their

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learning by addressing a particular area of organisational concern and so develop greater
insight into a specific areas of management and business and a more critical insight in to
organisational practice.

Module Outlines

Part 1a – The Functional Perspective

Introductory Module - The Global MBA programme commences with an on line


introductory module, which introduces participants to each other and key pargramme
staff. More importantly it provides the opportunity for participants to familiarise
themselves with the Lancaster approach to learning and to rediscover the routines of
learning and education. The module combines with the first face to face workshop to
provide a number of practical exercises to introduce the principle of learning through
action, which is one of the underpinning approaches to learning adopted throughout
the programme.

Perspectives on Managing and Organising – explores changes in the nature of


organisations and the world of work, and how such changes affect the process of
managing and leading and the nature of managerial work. This module is designed
to run as an integrating thread throughout Part 1a & 1b of the programme and to help
participants reflect on their practice as a managers and leaders.

Outline syllabus
• The changing nature of organisations and management
• Understandings of leading, managing and organising
• Processes of learning to lead and manage
• Individual, team and organisational learning
• Monitoring and evaluation of self and organisational initiatives
• Processes and practices of reflection and deliberate thinking

Organisational Behaviour– based on the notion that power, formal and informal
structures, human interaction and culture are central to understanding of
organisational behaviour and human resources practices within organisations, this
module introduces the main thinkers, theories and perspectives on organisational
behaviour. It also explores key concepts for managing an organisation's human
resources.

Outline syllabus
• Organisational structure and design
• Power, politics and control
• Organisation cultures
• The self at work
• Human resource perspectives
• Performance, control and commitment

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Operations Management – examines the vital role of operations management both
in an organisation’s day-to-day activity and in its long-term strategy. The module
focuses on the operational challenges involved in ensuring that customer needs and
demands are met or exceeded and that the operations function works in an
integrated way with other parts of the business or organisation.

Outline syllabus
• Introduction to operations management
• Operations strategy
• Process design: flow, technology and job design
• Planning and control to meet order winning and order satisfying criteria
• Capacity management (short & long term)
• Inventory & supply chain management
• Performance measurement and improvement
• People, processes, and the customer experience

Marketing Management – in this module participant’s acquire, discuss and apply


ideas, tools and frameworks that will develop their understanding of how to manage
marketing most effectively. The module is designed to help develop capability in
challenging and improving the planning and implementation of marketing activities.

Outline syllabus
• Introduction to marketing management
• Markets, marketing and exchange, the fundamentals
• Consumer behaviour
• Organisational buying behaviour
• Product decisions, positioning and segmentation
• B2B & B2C

Business Economics – introduces the fundamental concepts of economic analysis.


It demonstrates how these can be used to understand micro-economic and
macroeconomic problems and to throw light on consumer, business and government
decisions. The module will look at important areas such as competition and market
power, the role of regulation, and multinational and foreign direct investment.

Outline syllabus
• Introduction to business economics
• Individuals, markets, firms and network
• Competition, market power and oligopoly
• How firms work: Costs, scale and resources
• Regulation and the role of regulations
• National and international economy
• Multi-national and foreign direct investment

Management Accounting – to make effective decisions managers need to


understand financial and management accounting techniques, so the focus of this
module is on the types of financial information that organisations have to provide to
stakeholders – shareholders, lenders, government, etc – and on the management

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accounting information that managers use to run organisations. It will develop
participant’s ability to read and interpret financial and accounting data and to use this
to enhance organisational decision making.

Outline syllabus
• Cost accounting.
• Cost characteristics, behaviour and approaches to costing.
• The role of costs in decision making.
• Managerial decision making
• Management accounting and organisational control
• Planning, budgeting, and budgetary control
• Behavioural implications of budgeting
• Performance management

Finance – explores the main topics and issues in finance which are of concern to the
general manager, for example, investment appraisal, risk and the required rate of
return, capital structure and the cost of capital. Particular attention is given to the use
of financial information and analysis in strategic decision-making, in evaluating
performance and in assessing strategic options.

Outline syllabus
• Overview of financial management
• The present value model
• Investment appraisal methods
• Risk and the required rate of return
• Problems in drawing inferences from published financial statements
• Approaches to company valuation
• Shareholder value analysis
• Capital structure and the cost of capital

Part 1b – The Strategic Perspective

Strategic Management – seeks to develop appreciation of the ‘science’ and


structure of strategic analysis and to give participant’s practical exposure, via a group
project, to the ‘art’ of determining strategic direction and managing the strategic
process. The module introduces the core toolbox of approaches, and also integrates
ideas and concepts from previous modules within a strategic framework. This is to
enable a wider and more complex discussion of issues and to develop participant’s
ability to create actionable organisational recommendations.

Outline syllabus
• Defining the nature of strategy and implications for managing strategy.
• Analysing the operating environment
• Understanding strategy development
• Assessing strategic position
• The bases of sustainability
• Generating strategic options
• Evaluating options: criteria, tools and techniques

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• Organising for success

Managing Change – looks at how and why an organisation’s strategic context often
requires change, and at what the change process may involve in terms of
transforming processes, attitudes and structures within the organisation. The module
explores models and frameworks that might be used for managing change, and looks
particularly at the management of individuals through change.

Outline syllabus
• The changing context of organisations and management
• The nature of change
• Management of strategic implementation
• Models for managing change
• Intentional and context sensitive approaches to managing change
• Managing people through change
• Power, political and cultural processes in change
• Tools for change management

Integrative case-based examinations – this is a group and individual process,


involving the analysis of two substantial cases. The examinations are integrative in
that they require participants to draw on knowledge from all of the previous core
modules.

Part 2– The Integrative Perspective

Consultancy Challenge – The Consultancy Challenge forms a key part of the action
orientation of the Global MBA programme, it takes participants outside their normal
working environment and into new territory. In this practically-focused module,
participants apply the skills and learning from the earlier part of the course to a live
organisational issue, in all its complexity. It is an opportunity for participants to learn
how to apply the new skills, thinking processes and knowledge they have gained
during the programme in an unfamiliar situation. This helps to truly embed learning in
practical action, enabling participants to develop new ways of working that will benefit
both themselves and their organisations in the future

Organisation-based Project and Dissertation – the most substantial element of


the assessment, accounting for 25% of the marks for the Global MBA, this final
module allows participants to investigate in depth an area of critical importance to
their organisation. Participants select their own topic and conduct a detailed piece of
research in order to develop a set of actionable recommendations. The dissertation
is undertaken with the support of an academic supervisor.

Programme Style and Mode of Delivery

The programme adopts a “learning through action” design. Participants work together and
collaborate throughout the duration of the programme, forming a learning community. This is
facilitated through the application of a broad range of teaching methods including seminars,

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tutorials, lectures, simulations, and case studies. These approaches aim to facilitate a
balance between theory and practical aspects of learning.

Throughout the programme participants will be exposed to the latest thinking on


management and encouraged to engage in in-depth discussions on issues facing the
business world today and in the future. A strong emphasis is placed on learning that is
relevant, challenging and transferable back to the workplace. The programme is highly
participative. During the modules participants undertake projects and tasks which enable
them to share their knowledge, to build on the experiences they have already gained as
manager, and to apply new thinking to ‘live’ issues. This design provides ample opportunity
for learning both at an individual and organisational level.

Programme support - To support the programme use is made of a virtual learning


environment (VLE). The VLE provides a combination of support mechanisms for example
providing on-going interaction with tutors, directed activity, provision of supplementary
materials, and e-learning units designed to support the face to face workshops. The VLE
provides the opportunity for participants to raise questions and to share ideas and insights.
In addition, participants are encouraged to form self-supporting 'learning sets', which interact
at various points throughout the programme. These learning sets help with the process of
learning and assist participants in planning and thinking through the requirements of the
assessed work.

The approach to learning the Global MBA adopts focuses on:

• Developing skills – multiple activities are utilised to refine and develop managerial
skills – such as leading, managing and consulting, critical thinking, and the capacity
to scope and manage projects effectively.

• Critical thinking and practice - an area central to the programme’s philosophy, and a
crucial complement to the action component, is an emphasis on critical thinking and
reflection. What critical thinking means for participants is the ability to understand the
increasingly complex world of management, and to make responsible changes for
the better in that world. It also means being able to see through gloss, rhetoric and
shallow argument and to pose questions which go right to the heart of complex
issues. The emphasis on critical thinking is matched with developments in reflective
practice such that individuals evaluate the value and effectiveness of actions and
decisions taken.

• An holistic approach to organisational problem solving - The design of the Lancaster


MBA recognises that managers have to deal with issues which don't necessarily fit
into functional and discipline-based compartments. Reviewing a strategic position, for
example, requires marketing, operations, finance and people knowledge, as well as
strategic thinking know-how. As such we focus on developing the ability to integrate
functional knowledge and to see situations from multiple perspectives. To aid this
participants are introduced to a range of conceptual thinking skills whose usefulness
live on beyond the latest management fads and fashions.

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Assessment

Most of the programme modules are assessed by means of a related coursework


assignment, in which participants apply particular aspects of their new learning to their own
organisation. Assessment is undertaken through individual assignments, group projects,
examinations and dissertation. The assignments, which form the primary means of
assessment, are typically around 3-4,000 words in length and enable participants to
demonstrate both understanding of the material and the ability to engage critically with it. In
addition examinations are used, most specifically in the two integrating case examinations
which are not subject-specific but require participants to pull together learning from all the
previous modules.

Global MBA entry requirements

The admissions requirements for all applicants to the Global MBA are:
• a good first degree a copy of degree certificate or transcript to accompany
application)
• at least three years' full-time professional work experience, normally after
graduation
• two good references, usually from current employer and someone who can
comment on academic ability

In addition, if applicant’s degree is not from a recognized UK university, applicants


will need to:
• achieve a GMAT score of 600 or above

English language requirements


If applicant’s first language is not English or the first degree was not taught in
English, applicant’s will need to:
• demonstrate your English language proficiency, preferably with an IELTS
score of 7.0 or above, or alternatively with a TOEFL score of 250 or above
(computer-based test) or 100 (internet-based test)

Admissions interview
At the discretion of the Admissions Director applicants are invited to participate in an
interview.

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