Core Modules: Accounting

MBA course structure
Core modules
• Accounting
• Business Law
• Economics of Organisations and Strategy
• Financial Management
• Global Macroeconomics
• Managing Information Technologies
• Operations and the Supply Chain
• Organisational Behaviour and Personal and Professional Development
• People Management
• Project Management Introduction
• Strategic Decision Sciences
• Strategic Management
• Strategic Marketing
Accounting
All managers need a broad understanding of accounting to appreciate the financial implications of
key business decisions.
This module looks at both financial (external) and management (internal) accounting, covering areas
such as measuring profit or loss, valuing tangible and intangible assets, contribution accounting,
break-even analysis, variance analysis and evaluation of the performance of both business units and
their managers.
Learning outcomes
On completion of this core module you will be able to:
• recognise the effect of decisions, transactions and events on financial performance

• prepare simple sets of accounts from basic information
• interpret published financial statements intelligently
• identify the financial information relevant to different business problems
• use financial information effectively for decision making, planning and control
• recognise the main uses and limitations of financial information
Lecturers: Keith Parker and Matthias Nnadi
Business Law
Understanding the processes by which legal rules are applied in the public and business sectors, as
well as the duties and responsibilities of the management of the company, is critical.
This module will introduce the English legal system and give you an essential foundation in the law of
contract. You will gain a detailed appreciation of the concept of the registered limited liability
company and the relationship between the shareholders, the board and the company.
Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

Learning outcomes
• appreciate the operation of the legal system and the legal thought process
• identify the pitfalls if you are required to give professional advice
• understand the application of liability for giving negligent advice
• understand an overview of contract law
• appreciate the legal consequences of forming a partnership or a registered company
• understand the similarities and differences in approach between the Common Law legal
system and those based on Roman Law
Lecturer: David Kobrin
Economics of Organisations and Strategy

For senior managers, it is important to successfully formulate and implement strategy as well as
coordinate and motivate those they manage. This requires an economic way of thinking, with a clear
understanding of efficiency and the working of markets.
This module will develop your knowledge of competing economic theories and help you understand
the strategic behaviour and nature of economic organisations.
Learning outcomes
On completion of this core module you will:
• appreciate how the behaviour and performance of economic organisations are influenced by
their external and internal environment
• be familiar with key economic theories and recent research regarding the nature and
distinctiveness of individual organisations
• have the confidence to critically assess and comment coherently on economic explanations
of organisations and their relevance to individual management functions
• have gained practical skills in using economic models to measure and analyse the
performance of organisations
Lecturers: John Glen and David Parker
Financial Management
This module emphasises the relationship between financial management and other aspects of
general management; especially strategy, marketing and operations management. You will build both
your broad financial knowledge and specific understanding of corporate finance. Case studies will
address both large and small organisations, including unincorporated businesses and international
companies.

Learning outcomes
• prepare, interpret and use cash flow statements and cash forecasts
• organise data for capital investment project appraisals and analyse the results
• identify and evaluate relevant factors in key aspects of corporate financial management,
such as borrowing and lending, dividend policy and capital structure
• carry out simple valuations of companies, including estimating the cost of capital
Lecturers: Keith Parker and Ronny Manos
Global Macroeconomics
The assessment of the external economic environment is one of the most important influences on
senior managers.
This module emphasises how global and national macroeconomic developments dominate policies.
It uses theoretical foundations combined with real world applications to provoke your interest in the
subject matter whilst demonstrating the relevance for management decisions.
Learning outcomes
• understand the drivers of economic activity at the macro level and the implications for
economic growth
• appreciate the goals (and conflicts) of macroeconomic management including sustainability
of growth, low and stable inflation, full employment and a satisfactory external trade
position
• have a critical awareness of the policy tools used by governments and central banks in their
efforts to manage the economy including: fiscal policy, monetary policy, exchange-rate and
trade policies, as well as supply-side policies
• have gained practical skills and confidence in preparing an economic situational report for
any country
• be more aware of the importance of macroeconomic data and economic forecasts
Lecturers: Joe Nellis and David Parker
Managing Information Technologies

IT has had a considerable impact on business and the way we work. This module will help you
develop your managerial effectiveness in harnessing the potential benefits available from
information technology, by using cutting edge research and empirical evidence from major
organisations.
We will focus on how technology capabilities enable improvements in business performance and
how this technology should be managed in order to deliver real business benefits.

Learning outcomes
• identify opportunities for the application of IT within an organisation and industry sector
• apply best practice for managing IT investments
• deliver real business benefits from such investments
• assess sourcing options and establishing appropriate governance structures
• communicate with technology specialists through developing a shared understanding of the
goals of the IT investment
Lecturers: Rob Lambert and Chris Edwards
Operations and the Supply Chain

This module recognises the development of supply chain management as an integral element of the
study of operations. To manage operations effectively, managers must look beyond the internal view
of how companies produce goods and services.
This module will help you understand how to develop operating capabilities within the firm and you
will examine how a supply chain perspective may further enhance competitive advantage. We will
explore the idea that companies no longer compete, but that real competition is supply chain to
supply chain.
Learning outcomes
• identify the critical issues for any operation and identify how performance might be
improved
• design and manage the implementation of an operations strategy for an organisation
• apply your knowledge of the concepts and methods relating to the creation of value along
the supply chain
• understand the role and contribution of logistics and supply chain management to gaining
and sustaining competitive advantage
Lecturers: Bob Lillis, Mike Bernon, Graham Clark and Melvyn Peters
Organisational Behaviour and Personal and Professional Development

Personal and professional development is the backbone of the Cranfield MBA, with core modules in
both parts one and two to help you tailor your development.
Part one
Part one focuses on the growing importance of the human dimension in creating, employing and
sustaining a firm's competitive advantage. We will introduce several topics in the field of

organisational behaviour, provoking you to reflect on yourself and your experiences of working with
others.
Learning outcomes
On completion of this part one core module you will:
• have developed an understanding of the main functional areas of management and a wide
range of management techniques
• show a thorough understanding of the importance of strategy, cross-functional working and
managing core business processes
• have developed a critical awareness of cultural, political and ethical similarities and
differences and an awareness of the environment within which organisations operate
• be able to identify and analyse complex problems, in the context of uncertainty and change,
synthesise data and reach and implement appropriate conclusions
• have evaluated your personal strengths, weaknesses and preferences
• have developed confidence in working with others and in your ability to argue and present
coherently and persuasively, to listen, influence, negotiate and network
Part two
We will move from a producer-led to a consumer-led model of learning and development in part
two, where what you learn will be dependent upon what you need to learn. With the support of our
career development team, you will explore the themes of self-awareness, group work, influence,
decision-making, conflict and problem-solving. You will learn how to differentiate yourself through
recruitment and selection techniques, and be able to identify the fit between what you have to offer
and what is required by employers to help you prepare for your career transition.
As part of the module you will undertake a crisis management exercise that is unique to Cranfield
where you will face a panel of real life journalists in a press conference. The press conference is
designed to give you a greater awareness and understanding of how to handle the media in a crisis
situation and teach you techniques to control and focus question lines as well as the importance of
remaining calm!
Learning outcomes
On completion of this part two core module you will:
• understand the recruitment and selection process for management positions and the
environment within which organisations recruit
• have evaluated your personal strengths, weaknesses and preferences within the context of a
development plan
• have developed confidence in writing cover letters and CVs and orally in terms of interviews
and presenting coherently and persuasively
• be able to demonstrate robust qualities of leadership and coping strategies used to enhance
overall personal leadership
• have developed career management skills to help you make function, sector and
geographical transitions
• be able to demonstrate how employable you are in relation to the next organisation, job and

person specification
Lecturers: Richard Kwiatkowski, Deirdre Anderson, Julianne Miles, Stephen Carver, and Maria Smith
People Management
Effective people management starts with the crucial role of line managers who organise and
motivate the organisation's key resource.
This module will help you understand how effective people management can support broader goals
of developing and sustaining organisations. Focusing on the relationship between people
management and organisational performance, you will gain insights into the complexities of
managing people in a changing environment.
Learning outcomes
• know how to think strategically about the management of people in organisations

• know what needs to be done to implement HR policies to achieve competitive advantage
through people
• understand that some parts of people management are fairly subtle and require deep
analysis and some specialised knowledge
• have conducted team based and individual analyses of a range of people management issues
and consider informed proposals to address them
• be aware that the ability to put together an HR system that works especially well is a potent
competitive weapon
Lecturer: Michael Dickmann, Frank Horwitz, Clare Kelliher, Monica Franco-Santos, Donna Ladkin and
Emma Parry
Project Management Introduction

The ability to integrate diverse skills and knowledge gained prior to and during your MBA is crucial to
the value added by project managers and project teams.
This module will help you develop a broad understanding of the fundamental principles of project
management, applied in the contemporary environment of enterprise projects. A competitive team-
based project simulation will give you hands-on experience of applying the techniques and managing
the planning/execution/control cycle.
Learning outcomes
• have applied the various introductory level tools and techniques of project management
• have worked on your own and in a team to define, scope and schedule a project
• have experienced a team based risk profiling and financial management process

• be able to identify a project, set it up, track it and bring it to completion

• feel confident in your ability to brief and manage consultant project staff on behalf of your
organisation
Lecturers: John Algar and Bill Johnson
Strategic Decision Sciences

The field of decision science provides a framework and set of tools for applying systematic problem
solving techniques to help managers make better decisions.
This module will give you an understanding of the ways in which decision science turns information
into knowledge and helps you cope with uncertainty and risk. We will examine the roots of
quantitative decision making and provide you with a toolkit for solving a variety of practical business
problems.
Learning outcomes
On completion of this core module you will:
• appreciate the need for an objective basis to strategic and operational decision-making
• understand basic decision concepts such as probability, statistical inference, analysis and
modelling
• be equipped to solve complex decision problems with the aid of quantitative techniques
Lecturers: Catarina Figueira and Constantinos Alexiou
Strategic Management
Strategic management is concerned with the direction and scope of the organisation; determining its
purpose, establishing objectives and formulating strategies to achieve them. Managers must
understand and react to changes in the organisation's environment to achieve and sustain
advantage.
This module deals with issues at the strategic business unit and the corporate level. It addresses how
strategies can be implemented and how they can fail, and shows how companies use international
development as a means to achieving sustainable competitive advantage.
Learning outcomes
• appreciate that in order to achieve and sustain advantage, managers need to be able to
understand and react to changes in the organisation's environment, to perceive the threats
and opportunities in this environment, and to formulate strategies which are consistent with
the organisation's resources and capabilities
• be able to examine the key challenges companies face and have an understanding of the
major approaches companies employ as they seek to dominate complex environments

• become familiar with the key strategy concepts as well as recent research regarding
corporate and competitive advantage
• have developed your ability to make strategic decisions and to improve their ability to think
strategically
• have gained practical skills in critically using various strategic management tools and
techniques
Lecturers: Richard Schoenberg, Cliff Bowman, Tazeeb Rajwani and Mark Jenkins
Strategic Marketing
This module views marketing from a value-driven perspective and considers how the assets of the
organisation can be used to create and deliver value to customers and shareholders. We will discuss
the role of strategic marketing and how high level strategy can be implemented in practice by
marketing planning. We will also explore the nature of markets as the basis for the creation and
delivery of value to customers and shareholders.
You will develop a managerial overview of how marketing interacts with the other functional areas of
the business.
Learning outcomes
On completion of this core module you will have:
• an appreciation of the relationship between customer needs and wants, company resources
and capabilities and the nature of markets, products and services
• an understanding of marketing theories, tools and frameworks from the management
literature, together with their practical application
• the ability to engage critically with and discuss the role of marketing from a general
management perspective
• applied the module content and exercised judgement in the development of strategic
options within rapidly changing business environments
• the ability to analyse complex problems and develop confidence in working with others
Lecturers: Stan Maklan, Stephen Carver, Lynette Ryals and Karen Stokes
Language requirement
Full-time MBA only
Knowledge of foreign languages plays a vital part in communicating and successfully establishing
contacts in an international business environment.
If English is your first language and you do not already speak a second language, you will be required
to learn French, Spanish or German during part one of the MBA course. The focus is on spoken rather
than written skills and by the end of the course you will be able to understand and hold simple
conversations on everyday themes.
If you are a non-native English speaker you will already meet this requirement and so will not be

required to learn an additional language. If you are keen to learn one of the languages offered
however, you can choose to do so at an additional cost.
If you learn an additional language you will have the opportunity to take the Chamber of Commerce
exams to gain external recognition of your new skills.
Elective themed modules

In part two you will build on your learning from part one, tailoring the course to aid your career
transition.
You will select themed modules that take a multi-disciplinary approach to contemporary business
issues and current research. The modules integrate the expertise of faculty from different business
disciplines, including research staff that specialise in these areas.
You will choose the equivalent of five major elective themed modules. Two minor themes can be
selected in place of a major theme and you can replace a minor elective theme with an individual,
supervised project. Individual projects are particularly attractive if you are sponsored as they can be
of real commercial value to your organisation.
The elective themes are reviewed every year to ensure they remain highly relevant to the
contemporary and developing business environment.
In addition, you will continue to study the compulsory Personal and Professional Development
module to help you develop the skills you need to apply the knowledge you will acquire.
Major modules
• Entrepreneurship and New Venture Creation

• Globalisation and Society
• Implementing and Leading Change
• Integrating Finance with Business Management
• Leadership and Top Management Skills
• Managing Strategic Innovation
Minor modules
• Advanced Negotiation
• Creating and Managing Inter-organisational Relationships
• International Strategy
• Investment and Risk Management
• Managing International Mergers and Acquisitions
• Mastering the Ethical Dimension of Organisations
• Managing Project Uncertainty
• Sales and Key Account Management
• The Sustainable Business
Independent project

Major modules
Entrepreneurship and New Venture Creation

Cranfield has a rich tradition of helping entrepreneurs develop their businesses and we have a large
network of business angels, venture capitalists and advisers. As a result, we have established the
Bettany Centre for Entrepreneurial Performance and Economics.
This module aims to promote productive and self sustaining entrepreneurship by exposing you to the
possibilities that the Cranfield network offers. In a practical real world setting, we will cover start-up,
growth and exit as well as entrepreneurial management, strategy, planning, economics and finance.
Students who want to start up their own venture can do so as part of the learning process.
Learning outcomes
On completion of this elective theme you will:
• understand the key stages and challenges involved in identifying opportunities and strategies
for business start ups
• manage and finance the early stages of new venture development and growth
• be able to evaluate, research, write, and present business plans using their knowledge of the
entrepreneurial process
Lecturers: Andrew Burke and Stephanie Hussels
Globalisation and Society

Globalisation is regarded by transnational businesses and many of the world's governments as
beneficial to future global economic development, however many regard it with fear and hostility.
This module makes sense of these competing perspectives and answers questions such as:
• will globalisation survive?

• how does it influence the behaviour and governance of businesses?
• who will be the winners and losers?
Founded in economics, this module broadens out into areas such as business operations, ethics and
sustainability.
Learning outcomes
• appreciate the breadth and depth of globalisation and the consequences at the global and
national level for policy making, and at the company level for strategy formulation
• understand the changing roles and responsibilities of business towards stakeholders, and the
sustainability of production systems and economic paradigms

• be able to articulate the impact of globalisation for countries and their populations at
different stages of development
• be sensitive to the reasons why globalisation creates a sense of insecurity and antagonism
amongst many employees and social groups
• be familiar with current research associated with the consequences of global economic
integration
Lecturers: David Grayson
Implementing and Leading Change

When confronted by uncertainty or crisis, a common response is to tighten control, narrow the focus
and centralise leadership. This module will provide a different perspective by emphasising the
importance of developing, protecting and harnessing strategic capabilities.
You will explore the factors that impact effective implementation of strategic change; understanding
that it is a dynamic process as strategies emerge with developing capabilities and changing market
conditions. This module will better equip you to take a significant leadership role in directing and
influencing the development and implementation of strategies.
Learning outcomes
• select from a range of approaches for implementing change to develop an effective change
process for any context
• use change management planning tools to facilitate effective implementation
• understand the skills required for an effective change agent/leader
• identify the impact of organisational politics and develop the necessary expertise to exert
political wisdom
• identify individual preferences for specific styles of change management in order to increase
flexibility in leading implementation
• consider the implications of managing in turbulence and uncertainty for leadership, decision-
making and judgement
Lecturers: Graham Clark, David Buchanan, Patrick Reinmoeller and Mike Bourne
Integrating Finance with Business Management

An understanding of finance is necessary in making most business decisions. This module is designed
to equip a future general manager with sufficient knowledge about finance and financial markets to
help a business meet its objectives.
We will help you understand how a company's financial choices can be used to enhance its business
strategy, and ultimately its value. You will build a toolkit of questions and financial tools to help
assess the opportunities available and respond to commercial challenges.
Learning outcomes

• have an understanding of how a company's financial choices can be used to enhance its
business strategy, and its value
• have evaluated the financial requirements of a business or a potential business strategy
• understand the financing alternatives available, given the strategic and operational
constraints
• appreciate the various ways in which financial tools can be used to mitigate risk
Lecturers: Ruth Bender, and Ronny Manos
Leadership and Top Management Skills

High quality leadership skills are a critical element of success for any organisation. Drawing on
practical research and experience in the field of leadership, this module will provide insights into the
role of top managers/directors and give you the opportunity to explore how to apply these skills.
You will gain an understanding of the strategic change, legal and regulatory frameworks used by top
directors. You will also build your understanding of the components of effective leadership and
develop your personal leadership skills.
As part of this elective theme, visiting speakers are invited to Cranfield to share their experiences
with you. The guest speakers are typically CEOs of major organisations and many are Cranfield MBA
alumni.
Guest speakers have included:
• Andy Harrison, MBA 1983, CEO, Whitbread

• Andy Bond, MBA 1993, CEO, ASDA
• Keith Howells, MBA 1986, MD, Mott MacDonald
• Ted Tuppen, MBA 1981, CEO, Enterprise Inns
• Charlie Mayfield, MBA 1992, Chairmen, John Lewis Partnership
Learning outcomes
• understand the strategic change, legal and regulatory frameworks required by a manager
(director) at the top of organisations
• have enhanced your knowledge and understanding of the components of effective
leadership
• have had the opportunity to develop your personal leadership skills
Lecturers: Kim Turnbull James, David Denyer, Andrew Kakabadse, Jon Chapman, Graham Clark and
associate faculty from The Praxis Centre
Managing Strategic Innovation

Cranfield has a growing focus on innovation management and an active research programme which
drives best practice. This module is taught by faculty across a number of different business areas as
innovation is not a function or a single discipline.
You will gain an understanding of the nature of innovation and the people issues associated with
managing it. You will learn how to collect appropriate data on the performance of an organisation,
generate ideas for boosting innovation performance and become familiar with the key tools and
techniques for managing innovation.
Learning outcomes
• understand the nature of innovation and be able to identify the potential for innovation
within an organisation and/or network
• know how to collect appropriate quantitative and qualitative data on the performance of an
organisation and generate ideas for boosting innovation performance
• be familiar with the key tools and techniques for managing innovation, know where to find
information on leading edge approaches, and have the ability to critically select and apply
these in actual business situations
• understand the people issues in managing innovation: where there can be political, cognitive
and other barriers to overcome
• have generated a detailed knowledge of one of the leading edge topics of innovation
management
Lecturers: Keith Goffin, David Baxter, Mark Jenkins, Clare Kelliher, Palie Smart and Chris van der
Hoven
Minor modules
Advanced Negotiation
This module has been developed as a direct result of requests from our MBA students for an elective
dealing with commercial negotiations. The module will address different types of negotiation in
various contexts with emphasis on integrative approaches to negotiation, where parties aim to reach
mutually satisfactory agreements.
The module will explore strong analytical and planning techniques (‘hard’) with interpersonal and
individual skills (‘soft’) and will feature faculty contributions from Economics, Strategy, Leadership
and Organisation Development, Marketing and Sales.
Learning outcomes
On completion of this elective theme you will be able to:
• define expected negotiation outcomes

• identify each party’s interests and priorities in a potential agreement

• calculate the importance and cost of concessions for each party

• appreciate the group dynamics of negotiation processes
• critically evaluate the achievements of outcomes and why / why not these were achieved
• be aware of the behaviours people adopt when negotiating and the likely underpinnings of
these behaviours
Lecturer: Javier Marcos-Cuevas
Creating and Managing Inter-organisational Relationships

It is estimated that for many firms, up to 75% of the products and services they provide are sourced
from their suppliers, suggesting that relationships between firms are a key source of competitive
advantage as opposed to the focus on managing processes and physical assets. World-class
companies are increasingly adopting structured approaches to managing their network of
relationships and treating these relationships as assets.
Underpinned by Cranfield’s research with organisations, this elective module will be of particular
interest to students working on organisational interfaces (e.g. business development, key account
management, supply chain, purchasing, cross-functional project management).
Learning outcomes
• understand the role of inter-organisational relationships in gaining competitive advantage

• have explored the complexity of inter-organisational relationships
• appreciate the role of formal (e.g. contracts) and informal (e.g. trust) governance
mechanisms, their trade-offs and implications for relationship performance
• have explored key stages in the relationship building process
• have explored the principles, tools and frameworks of relationship segmentation
• understand the importance of managing relationships as networks
Lecturers: Mark Johnson and Marko Bastl
International Strategy
This module will explore the key management issues faced in formulating and implementing an
international business strategy. You will develop the conceptual and practical skills required to
formulate and manage the international strategy of an existing business unit. Taking an integrated
approach, we will look at the analysis of international markets and competitive dynamics, the
evaluation and selection of alternative market entry strategies, and consider some of the key issues
which arise when implementing an international strategy.
Learning outcomes
• understand how to assess the strategic attractiveness of individual national markets,

including the conditions that can lead to regional competitive advantages

• appreciate the advantages and disadvantages of alternative market entry modes, including
international joint ventures, cross-border acquisitions and internal development, and the
appropriate strategic criteria for their selection
• be familiar with key implementation issues faced by a multinational enterprise, including
issues of co-ordination and control
• have developed a practical understanding of international strategy relevant to working in an
international business environment, including an appreciation of national cultural influences
Lecturers: Patrick Reinmoeller and Michael Dickmann
Investment and Risk Management

If you intend to work in investment banking after your MBA, an understanding of investment theory
and application of derivatives for risk management will be essential.
This module builds on the content of the Integrating Finance with Business Management elective
theme and will explore knowledge and tools from investment point of view. We will discuss
theoretical ideas and run workshops that will help you gain hands-on experience of working with
data.
Learning outcomes
• have gained a knowledge of the relevant theoretical ideas required in the investment process
• understand the practical relevance of investment theory and understand basic derivative
instruments such as options and futures
• learn how derivatives can be effectively used in hedging equity and bond portfolio risks
• have been exposed to how alternative investments work
Lecturer: Sunil Poshakwale
Managing International Mergers and Acquisitions
Mergers and acquisitions have become one of the key features of the global business environment as
firms seek to exploit and augment their resource bases, enter new international markets and initiate
or respond to consolidation within their industries.
This module will give you both the intellectual and practical skills required to manage mergers and
acquisitions effectively, in both domestic and international contexts. It takes an integrated
perspective - looking at strategic, financial and regulatory considerations before covering
organisational and human resource issues raised during implementation.
Learning outcomes
• understand the leadership challenges posed by mergers and acquisitions

• appreciate the strategic, financial, regulatory and organisational aspects of mergers and
acquisitions and how the success of any merger or acquisition depends on taking a cross-
functional perspective
• be familiar with key management concepts and recent research relevant to mergers and
acquisitions, including the determinants of acquisition outcome and how value can be
created and destroyed through mergers and acquisitions
• have gained practical skills relevant to the identification of potential acquisition targets, the
negotiation of the transaction, and the management of the post-acquisition integration
phase, including cross-cultural issues and the gaining of stakeholder support
Lecturers: Richard Schoenberg, Ruth Bender and David Parker
Mastering the Ethical Dimension of Organisations
This module aims to equip our students with ways to deal with the ethically difficult situations which
are an intrinsic part of managerial work in the 21st century. Rather than providing sets of rules or
theoretical foundations for ethical engagement, this elective is grounded in the idea of ethics as
‘practice’ – and that the practices which are central to ethical engagement can be learned and
rehearsed.
Learning outcomes
On completion of this elective theme you will have:

• increased sensitivity to the ways in which a person with good intentions can find him or
herself engaged in ‘unwitting’ unethical behaviour
• an increased awareness of the ways in which perceptual habits can impinge on one’s ability
to identify the ethical component of situations
• an increased ability to identify stakeholders who might be affected by business decisions and
exploration of means by which they might be included in those decisions
• an increased ability to ask questions which uncover previously hidden aspects of situations
• an increased ability to deliberate well in order to find balanced and well thought-through
solutions to ethical issues
• an increased capacity to engage in self-critical ethical reflection
Lecturers: Donna Ladkin, Ruth Bender, Paul Hughes and external speakers

Managing Project Uncertainty

This module builds from a simple model of project management through to consideration of the
organisational implications of managing multiple programmes.
It begins with the analysis of an organisation unable to run a project successfully, and the individual
and organisational responses that would have rectified this. A critical analysis of current approaches
to project management based on recent research follows, before moving on to the programme level,
where the issue of programmification (organisations routinely using programmes as a significant unit
of work) is considered.
Learning outcomes
• have developed familiarity with the relevant programme and project management literature,
and have enhanced your competence in a wide range of related techniques
• understand the importance of projects and programmes in the development and
deployment of organisational strategy
• be aware of the implications of the context of a project on the organisational response to it
by, and in particular be able to assess its level of complexity
• be able to challenge current approaches to PPM and recognise the impacts of both good and
poor practice in this area
• recognise the reality of PPM as complex, multi-faceted and dealing with social systems, as
opposed to the simple application of a tool-set
• have developed a plan for change in an organisation of your choosing, to improve its ability
to deliver value through programmes and projects
Lecturers: Elmar Kutsch, Liz Lee-Kelley, David Hancock and Craig Flynn
Sales and Key Account Management

Sales and Key Account Management are emerging as areas of rapid change and development with
both academics and practitioners.
Building on the leading work at Cranfield in this field, this module will explain the principles and
practice of managing customer relationships with the most important customers - 'key accounts' - of
a business-to-business company, and examine more widely how businesses manage the process of
selling.
Learning outcomes
• understand the principles and practices of the KAM and sales process
• appreciate how to identify key accounts and how to prioritise customer relationships
• understand how to run a successful sales force
• be able to analyse key accounts, develop customer portfolios, develop sales and customer

management strategies, and understand how to implement sales and KAM processes
• have developed your skills in practical sales techniques relating to understanding the
reactions and how to influence others successfully
Lecturer: Javier Marcos-Cuevas, Sue Holt and Monica Franco-Santos
The Sustainable Business

This module combines the idea of managing a business that will sustain itself and grow over many
years, with that of managing it in a way which contributes to the sustainability of the environment
and fabric of society. Its aim is to equip you with the tools and techniques needed to embed
sustainability into business purpose, strategy and practice.
This module will address issues such as board level commitment and oversight, as well as company-
wide adherence to ethical codes of behaviour needed to make the business and its associated value
chain sustainable. It will cover issues concerned with integrating and gathering resources, identifying
and engaging with stakeholders, measuring performance and reporting outcomes.
Learning outcomes
• appreciate the vital association between sustainable business and the sustainability of the
environment and society
• know how to assess whether or not a business (whether a prospective employer, supplier or
customer) is committed to greater sustainability
• understand the basic principles for creating a sustainable business policy, strategy and
implementation process
• know how to develop and/or influence the development of a successful policy and strategy
for sustainable business and then implement it, from the position of leadership and from
that of intermediate manager
• be aware of the wide range of resources available to help those developing sustainable
business practices
Lecturer: David Grayson, Ruth Bender, Mike Bernon, Stan Maklan, Carlos Mena and Palie Smart
Independent project
During part two you will have the opportunity to undertake an independent project if you wish, as an
assessed part of your course; giving you the flexibility to build on your MBA learning through a
consultancy experience linked to your career objectives.
You can either work on a project individually, with a project partner or in small project team of no
more than three people. Projects can be sourced by you – using your own networks including those
of the School and the alumni, or by accessing the projects page within the student portal which lists
projects submitted by organisations specifically for MBA students.
Each project has a faculty member as supervisor. The supervisor will be chosen by the team

members and is normally a member of faculty with knowledge in the area you want to explore e.g.
knowledge of a sector/market or knowledge of a subject you want to learn more about. You will
agree a plan for the project and how the supervision will operate. Normally this includes a series of
meetings to agree the scope and scale of the project, what you are going to do and the outcomes
you will deliver for the supervisor and the client.
Learning outcomes
On completion of your independent project you will:
• have developed and delivered your specific personal learning outcomes for the project
(agreed with your supervisor)
• have experienced the management of a client and supervisor relationship, negotiation of a
project brief and delivery of a project
• have increased your networks in a chosen sector or discipline

Core Modules: Accounting

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Core Modules: Accounting

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MBA course structure

On completion of this core module you will be able to:

• recognise the effect of decisions, transactions and events on financial performance

Lecturers: Keith Parker and Matthias Nnadi

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this core module you will be able to:

Lecturer: David Kobrin

Economics of Organisations and Strategy

On completion of this core module you will:

Lecturers: John Glen and David Parker

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this core module you will be able to:

Lecturers: Keith Parker and Ronny Manos

On completion of this core module you will be able to:

Lecturers: Joe Nellis and David Parker

Managing Information Technologies

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this core module you will be able to:

Lecturers: Rob Lambert and Chris Edwards

Operations and the Supply Chain

On completion of this core module you will be able to:

Organisational Behaviour and Personal and Professional Development

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this part one core module you will:

On completion of this part two core module you will:

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this core module you will be able to:

• know how to think strategically about the management of people in organisations

Project Management Introduction

On completion of this core module you will be able to:

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

• be able to identify a project, set it up, track it and bring it to completion

Lecturers: John Algar and Bill Johnson

Strategic Decision Sciences

On completion of this core module you will:

Lecturers: Catarina Figueira and Constantinos Alexiou

On completion of this core module you will be able to:

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this core module you will have:

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

Elective themed modules

• Entrepreneurship and New Venture Creation

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

Entrepreneurship and New Venture Creation

On completion of this elective theme you will:

Lecturers: Andrew Burke and Stephanie Hussels

Globalisation and Society

• will globalisation survive?

On completion of this elective theme you will:

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

Lecturers: David Grayson

Implementing and Leading Change

On completion of this elective theme you will:

Integrating Finance with Business Management

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386

On completion of this elective theme you will:

Lecturers: Ruth Bender, and Ronny Manos

Leadership and Top Management Skills

Guest speakers have included:

• Andy Harrison, MBA 1983, CEO, Whitbread

On completion of this elective theme you will:

Managing Strategic Innovation

Email: mbaenquiries@cranfield.ac.uk Website: www.cranfieldMBA.info Tel: +44 (0)1234 754386