The 5-day mini MBA programme provides a grounding in essential knowledge and skills required to succeed in today’s business climate. The key theme of strategy runs through the programme. Strategy has traditionally been conceived of a competitive game in which there are winners and losers.
However, strategy can also be considered in terms of cooperation as well as competition. In today’s business environment there is a need for management to understand where and when to compete and also where and when to cooperate with competitors and stakeholders.
Request Info
Apply Now
Inside Look Into Mini MBA
Course Description
The 5-day mini MBA programme provides a grounding in essential knowledge and skills required to succeed in today’s business climate. The key theme of strategy runs through the programme. Strategy has traditionally been conceived of a competitive game in which there are winners and losers. However, strategy can also be considered in terms of cooperation as well as competition. In today’s business environment there is a need for management to understand where and when to compete and also where and when to cooperate with competitors and stakeholders.
The first session on corporate and business level strategy introduces core strategy concepts and considers how to deploy these to develop critical strategic thinking skills for management. Days two, three and four focus on how to operationalise your corporate and business level strategies through an examination of ‘marketing in a global and digital world’, ‘leading and managing people’ and ‘financial issues’. The final day consolidates core learning with an examination of how to strategize using the twin ideas of competition and cooperation.
Key skills sets are embedded into the programme content and include strategic thinking, drive and resilience, big data analytics and the ability to solve complex problems and influence others. The programme will be useful for senior and middle level managers as well as those wanting to develop and hone their management knowledge and skills.
The session focuses on the two key levels of strategy to introduce key issues facing organisations in today’s competitive environments. At the corporate level, fundamental issues concerning the nature of your business(es) and corporate parenting are examined. All too often, corporate centres destroy value rather than build value. We will explore key issues with developing a compelling corporate strategy. At the business level, two key components are assessed, namely the conditions in the business environment, and the skills and capabilities your company possesses.
The session will emphasise the importance of developing a differentiated approach to the offerings of your competitors in everything you do. It will also stress that this is the only way in which a sustainable and admired brand can be established. The day will also discuss the development and appraisal of options, and the problems of implementing strategic change.
By the end of the session, you will have a clear understanding of the scope and nature of corporate and business level strategy and be in a position to employ the tools and techniques in your own organisation.
The session will examine the following areas:
- Corporate Strategy Overview
- Portfolio Approaches
- Parenting and Value Creation and Destruction
- Business Strategy Overview
- Assessing the external environment
- Resources and Capabilities
- Value Chain Analysis
- Business Level Models and their Application
Delivered by Professor David Faulkner and Dr Paul Dudley
The session focuses on the some of the key marketing led issues facing organisations in today’s business environment. The advent of the 4th industrial revolution referring to ‘the internet of things’ is upon us and has significant implications for marketing and organisations as a whole.
The session commences with an examination of adding value and market share through managing data. A range of issues are explored including for example, customer relationship marketing, developing a brand personality across to developing a marketing plan and strategy, public affairs and stakeholder communications and integrated marketing communications.
By the end of the session, you will have a clear understanding of the scope and nature of marketing issues facing organisations in today’s business environments and be in a position to employ the tools and techniques in your own organisation.
The session will examine the following areas:
- Examining Value and Market Share from Research Data (Big Data Agenda)
- Customer Relationship Management and Brand Loyalty
- Developing a Brand Personality
- Market Segmentation
- Developing a Marketing Plan and Strategy
- Public Affairs and Stakeholder Communications
- Digital and Social Media Marketing
- Working within the General Data Protection Regulations (GDPR)
- B2B & Services Marketing
- Flexing the Marketing Mix
- Integrated Marketing Communications
Delivered by Ian McPhee
The session focuses on two key issues; leadership and managing people from a strategic perspective. Current leadership practices and approaches are explored including for example, stewardship and servant-leadership. Strategic decision making and understanding your biases in leading and managing teams are examined alongside coaching and mentoring techniques and practices. This leads to an examination of a range of strategic HRM issues linked to developing employee and organisational performance.
By the end of the session, you will have a clear understanding of the scope and nature of Leading and Managing People and be in a position to employ the tools and techniques in your own organisation.
The session will examine the following areas:
- Becoming a Strategic Leader and Decision Maker
- Different leadership styles for di erent situations
- Strategic Decision Making for Leaders Coaching and Mentoring your workforce
- HRM in a Global Context
- The Employment Relationship
- Labour Market Regulation and Leadership Styles
- Rewards and Performance
- Diversity and Performance
Delivered by Dr Paul Dudley
This session focuses on the role and use accounting information by managers in organisations. The use of accounting information is crucial to inform judgments and decisions and to enable managers to achieve the strategic aims of the organisation.
The day will focus on the use of accounting information in strategic and operational decision-making, planning and control in organisations. The session will also cover the use of accounting information in performance management, including strategic approaches.
By the end of the session, you will have a clear understanding of the key finance-based issues and be in a position to employ the tools and techniques in your own organisation.
The session will examine the following areas:
- Introduction to Management Accounting
- Cost-volume-pro t Analysis
- Relevant Costs and Revenues for Decision-Making
- Traditional Costing and Pricing Practices
- Activity Based Costing and Alternatives to Traditional Pricing Practices
- Budgets and the Budgeting Process
- Accounting for Control
- Managing Working Capital
- Performance Management and Divisionalisation
- Strategic Approaches to Performance Management
Delivered by Gareth Thomas
This session focuses on ‘cooperative’ strategy. All business schools teach competitive strategy, but only a few focus on cooperative strategy. Yet very few companies with global ambitions can hope to achieve these ambitions without a clear cooperative strategy. They need well-functioning value and network generating joint ventures, strategic alliances consortia and others forms of positive relationships with complementary companies around the world and frequently even with competitors. Yet 50% or more of such tie-ups typically fail for cultural and other reasons in less than five years.
This session emphasises the mindsets and cultural sensitivities necessary to formulate and run successful strategic alliances and identifies the pitfalls waiting to ensnare those who ignore such lessons and rush in intemperately.
By the end of the session, you will have a clear understanding of cooperative strategies and be in a position to employ the tools and techniques in your own organisation.
The session will examine the following areas:
- Why Cooperative Strategy is Important
- How to Choose a Partner
- The Different Forms of Alliance
- How to Choose the Best Alliance Form to Adopt
- How to Achieve Cultural Balance in the Presence of Different Corporate & National Cultures
- How to Operate as an Alliance General Manager
- Corporate Governance in an Alliance
- An Alliance Mindset; Trust and its Importance
- Commitment and Transparency
Delivered by Professor David Faulkner
Assessment is through coursework and examination.
- A pass in an HND, a Foundation Degree or a recognised UK or overseas equivalent with a good level of business topics.
- Mature students without formal qualifications, but with appropriate experience, may be admitted to the course.
- English proficiency at a score of IELTS 6.0 or its equivalent.
All online study materials and student handbooks are supplied. You will be allocated a tutor for academic support and have access to a Student Support Coordinator for administrative support. You will also complete an online induction and have access to an online virtual learning environment.
Flexible Distributed Learning
We recommend an average of 12-15 hours study time per week for this programme
No exemptions are allowed for this programme.
In addition to a completed application form:
- Copies of your relevant certificates and transcripts.
- One suitable work reference.
- Copy of your CV covering your work history (covering the last five years).
- Proof of English language ability (IELTS or equivalent).