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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.
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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
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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
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
Outline syllabus
• Introduction to marketing management
• Markets, marketing and exchange, the fundamentals
• Consumer behaviour
• Organisational buying behaviour
• Product decisions, positioning and segmentation
• B2B & B2C
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
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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
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
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
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.
• 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.
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Assessment
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
Admissions interview
At the discretion of the Admissions Director applicants are invited to participate in an
interview.
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