MBA (Master of Business Administration)

Core modules:

Accounting and Financial Management

As managers in businesses, social enterprises or governmental organisations, an ability to interpret accounting reports and exercise financial judgment is essential. The aim of the module is to equip non-financial students with an appropriate level of financial competence - and confidence - and hence view accounting and financial management from the perspective of general management: that is, as users of financial information. This means that learning does not take the form of a series of textbook technical exercises, but grasps concepts and applies them to the real world, as demonstrated on the case company. The accounting element of the module is concerned primarily with the usefulness and limitations of accounting and market data in published financial statements, governance and internal reports and controls, business planning, operational decisions, pricing decisions, and performance management. The financial management element of the module examines the role of accounting and market data to support financing decisions, investing decisions and cash and working capital management.

10 credits

Managing Organisational Behaviour

This unit aims to provide students with an understanding of a systematic set of behavioural science concepts for analysing human behaviour in organisations. The major theories and research findings in this area derive from the academic disciplines of psychology, sociology and anthropology and students will be expected to familiarise themselves as directed. Further, the unit provides the opportunity to relate these theoretical concepts to realistic organisational problems and to consider appropriate managerial responses. In this way, the unit is designed not only to increase the ability to analyse behaviour but also to develop the skill to draw on appropriate concepts to influence and manage others effectively in organisational contexts.

10 credits

Operations Management

This module is concerned with the effective and efficient marshalling of the organisation's resources to meet its objectives. An understanding of fundamental concepts and techniques will be provided and used by students to tackle cases which apply to manufacturing and service industries in both private and public sectors. The systematic and logical approach of Operational Research to the solution of management problems is also introduced.

10 credits

Global Managerial Economics

This module focuses on the analysis of factors that affect strategic decisions and performance of firms from an economic perspective. This includes organisation-level factors and issues such as the contractual relationships among the different stakeholders of firms and optimal boundaries of firms, as well as the structure and contestability of markets within which they operate. There is particular emphasis on strategic interactions with competitors, designing of contracts in an environment of imperfect (asymmetric) information, and the role of transactions cost in influencing key strategic decisions involving both domestic and international operations of firms. Finally, there is discussion about the factors that influence the regulatory and macroeconomic contexts in which firms operate, including the relevance of interconnectedness of economies for domestic macroeconomic and regulatory environments. As such, the aim of the module is to provide a coherent picture of application of economic principles to different aspects of managerial decision making.

10 credits

The Intelligent Organisation

An intelligent organisation knows how to use data and information, effectively and efficiently, to achieve organisational goals. Where once technology was the key driver of organisational processes and innovation, today we have entered into the second machine-age where technology is simply a basic requirement for operations, deployed like a good personal assistant. The challenge today is in effectively managing the giant pools and streams of data, information, and intellectual assets that are essential for operational effectiveness and the key drivers of innovation. From enabling a digital workplace, to managing, using and securing its intellectual assets, the intelligent organisation is also cognisant of evolving digital transformations and scans cautiously and tactically for disruptive technologies (e.g., social, mobile, analytics, cloud) while adopting an effective digital strategy. Using case studies, pseudo simulation and discussion, this module will examine and ponder the breadth of digital issues facing todays organisation.

10 credits

Marketing Consultancy Challenge

This module integrates consulting with marketing through application on a real company project. You will become familiar with the marketing process, the practice and critical importance of marketing as well as important managerial decisions including those about the choice of the target market, the nature of the offerings and marketing strategies that are aimed at communicating and delivering values. While marketing will provide a set of principles and context, consultancy will provide students with an opportunity to apply theoretically grounded consulting principles into a client based marketing problem. The rationale is that many business consulting projects are driven by the initial need for improvement in markets, products and channels to customers, branding, the design of associated processes etc.

20 credits

Personal, Professional and Career Development

The Personal, Professional and Career Development (PPCD) module is an integral element in the MBA journey, which runs throughout your MBA programme. It is designed to help you cultivate your self awareness and develop the skills needed to achieve your personal, professional and career development goals. This involves personal development and career planning, and setting objectives and identifying strategies to achieve them. The personal element will encompass, for example, self-awareness, self-care, wellbeing, and defining what success means. The professional element is concerned with development activities linked to professionalism and leadership skills development. The career element of this module involves supporting you in achieving your career aspirations which might extend beyond one particular employer or entrepreneurial venture.  These skills include, for example, networking, team working, negotiation, interview skills, etc. The delivery of this module will be through a wide range of in-class learning, interactive sessions led by experts, industry visits and extra-curricular activities.

5 credits

Core modules:

New Venture Creation Challenge

This is a project-based module in which, working in small groups, you will research and develop a business plan for a new venture. With facilitation and coaching, you will select an entrepreneurial idea and develop it into a comprehensive and fully detailed written business plan. All aspects of the business must be thoroughly researched and the written plan must include five years of financial projections. The module also considers what it takes to become more entrepreneurial or 'intrapreneurial', by critically considering to what extent it is possible to replicate entrepreneurial DNA. The module considers the importance of organisational leadership, structure, systems, strategies and cultures. The overarching aim is to enable you to assess entrepreneurial orientation and its potential both in theory and practice.

10 credits

Strategic Management

This module examines what we mean by organisational strategy and how strategy is realised in organisations. Strategy can be conceived as the direction and scope of an organisation over the long term and also as an organizational activity and set of practices to do with, for example, strategic analysis and strategic planning as well as processes of negotiation and persuasion. Strategic management entails making distinctive choices that are consequential for the long-term direction, scope and survival of an organisation - often in a turbulent environment, with rapid economic, regulatory, technological, ecological and social changes. Furthermore, strategy formation, implementation, and change involve not just top management, but a variety of organizational members and external stakeholders. On this module you will engage with this complexity through a set of lectures, class discussion and debate, case analysis, and reflection on your experience, with the aim of developing your ability to critically deploy key theories and frameworks to diagnose strategic issues and make informed strategic decisions.

10 credits

Effective and Responsible Leadership

The need for effective and responsible leadership has never been greater, with the ethics and sustainability of organisational practices becoming increasingly scrutinised. Consequently, leading ethically and responsibly is crucial for the financial and socio-ecological sustainability of organisations. This module will explore perspectives on leadership to consider the meanings and practices of leading effectively and responsibly in different contexts. By undertaking a range of classroom activities and developing a reflective portfolio, you will learn to critically reflect on your and others' leadership and followership in order to develop your abilities.

10 credits

Internationalisation Challenge

This module focuses on international business opportunities and the processes, strategies and theories that entrepreneurs, and managers need to follow and apply to pursue them. The primary disciplines for this module are international business, strategy and entrepreneurship which are brought together around the idea that to pursue international opportunities, the firm needs to internationalise, and understand how to do so strategically and effectively. The aim of this module is to enable students to understand and integrate theory and apply it to interpretation and analysis in very specific firm and country contexts, to generate theoretical understanding and practical outcomes for a specified firm.

10 credits

Individual MBA Challenge

This is an individual project taken towards the end of the Sheffield MBA programme and allows the student to demonstrate the ability to research a management issue within an academic framework and within the context of a specific organisation or industry. It utilises knowledge and skills acquired in the earlier part of the programme, and is executed under the general guidance of a supervisor. The module will also equip students with the frameworks and approaches needed while researching in the field of Management. A dissertation written by the student should be delivered to the School at the conclusion.

45 credits

Personal, Professional and Career Development

The Personal, Professional and Career Development (PPCD) module is an integral element in the MBA journey, which runs throughout your MBA programme. It is designed to help you cultivate your self awareness and develop the skills needed to achieve your personal, professional and career development goals. This involves personal development and career planning, and setting objectives and identifying strategies to achieve them. The personal element will encompass, for example, self-awareness, self-care, wellbeing, and defining what success means. The professional element is concerned with development activities linked to professionalism and leadership skills development. The career element of this module involves supporting you in achieving your career aspirations which might extend beyond one particular employer or entrepreneurial venture.  These skills include, for example, networking, team working, negotiation, interview skills, etc. The delivery of this module will be through a wide range of in-class learning, interactive sessions led by experts, industry visits and extra-curricular activities.

5 credits

You will select 2 of the 4 elective modules:

Human Resource Management

This module has three objectives. It is intended to develop an understanding of the international and comparative factors (such as national culture) that shape human resource management. It will also build functional knowledge of the main tools and techniques used in the HRM field. Finally, it will develop an awareness of some of the most pertinent HRM issues in Europe, the Far East and America. Teaching methods for the option will combine the project method, formal lectures, videos, case study analysis, analysis of example HRM tools and techniques and Powerpoint presentations.

10 credits

Strategic Management Accounting

This module explores the way in which management accounting information can play an important role in the strategic development of organisations. It recognises the need for management accounting to be more externally focussed and for it to provide information that helps organisations face up to strategic uncertainties. The concept of strategic management accounting is relevant for both private and public sector organisations.

10 credits

Corporate Finance

This module examines how corporate decision-makers determine policies on funding and firm investment choices. It assesses both areas by scrutinizing background theory and real applications. The module addresses some of the pivotal areas of concern for financial decision-makers, including the formulation of recommendations and policies on investment appraisal, corporate leverage, dividend policy, stock buy-backs, risk management, and CSR-engagement. The module will address such issues within the context of perfect (frictionless) and imperfect market settings and will also stress the role of external capital markets (debt and equity) in relation to the growth cycle of a listed firm.

10 credits

Risk and Crisis Management

For the purposes of this module, risk and crisis management is seen to include issues relating to risk management and crisis prevention, as well as recovery and damage limitation. A core focus of the module is the manner in which organisations become dysfunctional. The module also provides a critique of some of the dominant theories within management. In particular, the role of latent managerial error, notions of incubation and error cost within decision-making and the development of organisational neuroses will be examined.

10 credits