EMBA programme content
Introductory workshop
The workshop introduces participants to each other and to staff; creates the tutor groups that will see participants through the programme; and helps to begin the process of building effective and lasting relationships. It is also the first opportunity for the EMBA programme to mix with, and compete against, students on the Full-time MBA programme.
Students learn about the full range of library services, methods of keeping in contact via an Internet-supported conference facility, and other University services. This workshop uses a number of practical exercises to introduce the principle of action learning which forms the educational ethos of the programme.
Module 1: Strategic managementIn this module we explore different frameworks for making sense of strategic management, using examples from the organisations represented in the class to illustrate different approaches. We aim to create an appreciation of the “science” of strategy, whilst also giving participants an appreciation for the “art” of strategy. The module deals with determination of strategic direction and the management of the strategic process. Participants will be involved simultaneously with the analytical, behavioural, and creative aspects of business. For functional specialists the module will give an appreciation of the linkage between functional and corporate issues.
The economics element of the module aims to provides a simple framework for beginning to understand some of the behaviour observed in firms, markets, networks and industries and offer some suggestions as to appropriate forms of optimising behaviour. The discussion will emphasise that while the assumptions and devices used in introductory economics may sometimes seem simple and abstracted from reality, it can nonetheless often provide a powerful framework for interpreting and framing strategic issues.
Module 2: Accounting and financeIn this module, you will be introduced to published financial statements and gain practice in using them to value and compare different organisations. We discuss how management accounting is used for various planning and control purposes within organisations and look more broadly at performance measurement using concepts such as balanced scorecards. We examine the financial analysis of alternative investment options and the various methods which can be used for this. We also discuss how the City works and the various factors which are important in valuing shares on the Stock Exchange.
Module 3: Operations management and marketingIn this module, we discuss how an organisation decides which markets it is going to attack and the different ways in which it will meet the needs of customers with appropriate mixes of product, price, promotion and delivery channel in these markets. We also explore how organisations use their distinctive marketing assets such as strong brands, dominance of elements of the supply or delivery chain and access to areas of special power and influence. This is followed up with discussion of how organisations deliver products and services through operations management. This includes how organisations choose an operations strategy and implement it through appropriate choices of process and infrastructure to meet 'order winning' and 'order-qualifying' criteria demanded by customers. These choices will be illustrated through cases and discussions about the organisations represented in the class.
Module 4: Analysing organisational behaviourIn this module we examine the world of work and the ways in which recent changes have affected the process of managing, including de-layering, outsourcing and a move to leaner organisations. We reflect on the competence movement to classify those skills which are considered to be important for managers at different levels in organisations. We discuss how changes in structure and process in organisations have affected organisational cultures and the values which organisations espouse. Students carry out 'cultural audits' of organisations represented in the class and analyse the reasons why there are similarities and differences between these organisations. We will also discuss how power is obtained and used in organisations and the positive and negative effects that this can have.
Module 5: Management of changeThis module focuses on managing change and ensuring implementation of strategy. In addressing this area emphasis is placed on understanding the process of, and need for, change within a strategic context and aligning change to the delivery of strategic advantage. Emphasis is also placed on understanding strategic intent and identifying the requirement for the initiation, development and transformation of existing processes, attitudes and structures to achieve this intent and the process through which it can be achieved. The focus on change is not ‘change for change sake’ but change to deliver strategic advantage. As such this module draws on previous modules in developing an understanding and appreciation of organisational complexity.
The module explores models and frameworks for understanding and managing change, and particularly the management of individuals through change and the role of the leader within change. The potential blockages to delivering change and the impact of organisational culture, structure and power are highlighted.
Module 6: Case study examinationsThis is a group and individual process involving the analysis of two cases over four days. The examination is integrative in the sense that it requires knowledge from all four preceding modules. Groups have 24 hours to analyse a case and then, under formal examination conditions, students write their answers to specific questions that are put to them about the case.
Module 7: Consultancy challengeThe consultancy challenge forms part of the action-orientation of the Executive MBA programme. The aim is to give participants an opportunity to test out their new knowledge and skills in an unfamiliar environment, thus embedding the learning from the programme as a whole. The challange consists of a one-week group consultancy intervention with an organisation. More information
Module 8: MBA electivesMBA electives are condensed modules, each comprising 24 hours of teaching. You choose which electives you wish to study, enabling you to mix and match elective courses to suit your interests.
The MBA Elective programme is where the 2 different modes of study – the Full-time and the Executive MBA – converge. Mixing with participants from the other programme will provide you with a richer experience and help you to further extend your networking. More information
Module 9: Project and dissertationThe project is a substantial piece of action research over a nine-month period to be conducted in your organisation, requiring the application of appropriate theory to an issue of central concern to your organisation. Examples are the development of a new strategic direction for a business, or an in-depth study of an area in the business that is problematic and requiring urgent attention.
source: http://www.lums.lancs.ac.uk/masters/emba/content/
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