Part time 2 Year(s)
The Executive MBA is a two-year part-time programme which is designed to develop your knowledge, skills and capability, while at the same time allowing you to improve your organisation. In contrast to many part-time programmes which require regular attendance at evenings or weekends, the teaching at Lancaster is packed into short, intensive modules to help you balance your studies with your other commitments. Each core module starts with a two-week online course that gives you an initial overview of the subject. This is followed with an intensive face-to-face workshop which typically runs from Thursday to Saturday.
These intensive three-day blocks of study help you to minimise time out of work, whilst providing you with a focused period in which you can engage with complex ideas and develop a deeper understanding of the various subject areas. During these sessions, you will develop strong working relationships with staff and members of the cohort which creates a valuable support network to enhance your learning experience.
In between each module you are supported by tutors to apply your new knowledge and skills directly into your organisation, producing work-based assignments that will improve your understanding, and make a real difference to your company.
Running alongside the modules is a personal development stream, allowing you to grow your ability to lead and manage. You will build on your strengths, broaden your self-awareness and improve your decision making capability. New knowledge, new skills, plus new ways of thinking and acting will all contribute to advancing your career.
You may also be interested in our full-time MBA.
Scholarships and Funding
To find out more about financial support and scholarships available for the Executive MBA please visit the Management School website by using the Visit Department tab.
You will study a range of modules as part of your course, some examples of which are listed below.
This is a practically focused module which explores key ideas relevant to leading and managing organisations. You will critically evaluate your own practice using frameworks and tools with real practical relevance. The module focuses on the world of work, considering leadership in the context of issues such as motivation, culture, power, and structure.
Managers need to understand the fundamental concepts of economic analysis to aid good decision making. This module develops this knowledge by demonstrating their relevance and building your understanding of microeconomic and macroeconomic problems related to business.
The responsibilities of managers and leaders are wide ranging and expanding to include wider ethical, environmental and social issues. This module aims to provide exposure to these issues with a view to examining the assumptions, practices, strategies and consequences of business and management activity. Ultimately, we strive to prepare future decision-makers for the challenges and uncertainties of an increasingly interconnected, interdependent and complex world.
It is imperative that managers understand the role and purpose of finance in organisations whether this be the financial reporting requirement, internal decision making or capital structure decision. This module attempts to impart this understanding. The course will provide a general understanding of theoretical and practical financial issues, particularly the use of financial information and analysis in strategic decision making.
Working out how to win in your market is a key leadership skill. This module explores how organisations research, segment and attack markets. You will develop a practical understanding of marketing and its contribution to the success of an organisation. Through discussing ideas, tools and frameworks you will gain an understanding of how to challenge and improve the planning and implementation of marketing strategies in your own organisation.
The aim of this module is to improve your understanding of operations management and its contribution to the success of an organisation. We will discuss the key integrating role of operations as the connection between strategy and the delivery of a product or service to a customer. The tools and concepts that will be covered in this course apply to both manufacturing and service operations, and so will be relevant for all organisations.
This module will allow you to consider the question, ‘how are you entrepreneurial?’ It will present an overview of the main concepts relevant to entrepreneurship across diverse contexts, and encourage you to think entrepreneurially, and to consider entrepreneurial solutions to challenges that are big and small. Whether or not you have been or are an entrepreneur, or you have a dream one day to be one, this is a module will be relevant.
Designed to consolidate your learning in a live business situation, the Business Research and Consultancy Project is the capstone of your Executive MBA.
The first element is the Consultancy Project. In a team of your peers you will take on a one-week consultancy intervention, working with a client organisation deliberately chosen to be very different from your own.
Throwing you into an unfamiliar environment stretches your capacity to think strategically, and requires you to apply your experience plus the new skills, thinking processes and knowledge you have gained to the client’s issue. The practice of consulting plays a vital role in embedding your learning in practical action, and enables you to develop new ways of working that will benefit you and your organisation in the future.
The module includes an intensive workshop on research and consulting skills in preparation for the engagement with your client. The Consultancy Project element is assessed through a report produced for the client, a presentation for the University, and client feedback on your performance as a team.
The final element of the Executive MBA is the business research dissertation, an in-depth reflective essay. For this you are asked to reflect on your experience, your EMBA, and your Consulting Project, and distilling your principles for leading and managing people. This determining what you believe are the most important elements of your leadership – what you believe in that you want to communicate to others through your decisions, actions and behaviours. Your dissertation will be an exploration of the theory and practice of these principles.
Throughout the Business Research element you are supported by academic tutors, although there is expected to be a high degree of self-directed learning. The final outcome will be a reflective essay.
This module aims to give you a view of strategy from the perspective of a general manager. One of the qualifiers for success in business is the ability to think strategically and to develop a strategic problem-solving capability. You will develop this and gain a strategic framework through which the ideas and concepts covered in previous modules can be integrated and understood. This will give you a holistic and more complex understanding of organisational issues, allowing you to develop appropriate strategic options. The module considers the implementation of strategy, examining appropriate strategies for leading and managing change.
The purpose of this elective module is to give EMBA students the opportunity to explore how business is done in an
unfamiliar location. It serves as an integrating modules for the EMBA programme, asking students to draw on
ideas from across the programme to help with their analysis of the country they are visiting.
The module will have three formal components:
1.preliminary online activity during which students will be introduced to the recent development of their
chosen countries economy and some of the issues specific to business and management within that
economy, for both local and international organisations
2.A visit to the chosen country. Local faculty will amplify the discussion of issues and provide appropriate
formal contextualisation for field visits to both corporate and other locations that will provide opportunities to
observe and understand business and other economic and social activity relevant to business in the chosen
3.On return, students will write an individual reflective paper
There is an additional charge for this elective option.
This elective focuses on the implementation of strategy and the management of strategic change. Given the
challenges of implementation and the high rate of failure in strategic change initiatives, this module focuses on
developing an understanding of the theory and practice of strategy implementation and the management of
This elective addresses issues specific to mergers and acquisitions, such as deal structure, deal financing,
and target valuation, etc. It also introduces topics such as the role of private equity in the market of corporate
This elective module explores the role of Strategic Brand Management. The module is about learning how to
manage brands strategically. It builds on the marketing concepts and techniques introduced in the core
module to develop an in-depth understanding of strategic brand management. Brands are the most valuable
assets of firms. Brands embody the firm’s strategy and drive its execution. They represent what a firm stands
for and what it does. This module highlights the strategic implications of branding for firms and delivers a
comprehensive set of strategic tools for effective brand management. As such, this module is intended not
only for students interested in branding and marketing, but also for those interested in consulting,
entrepreneurship, and general management. The module presents the types of decisions involved in
managing brands and addresses contemporary challenges and opportunities.
This eelctive module allows students to draw together their learning from the degree by examining the global
grand challenges and exploring how their organisations can take action that engages with these
challenges in a manner that adds value to the organisation.
The module is made up of four elements:
1.At the outset of the module students explore: responsible leadership, moral capitalism and virtue ethics,
integrated CSR and social innovation, and the grand challenges linked to the UN Sustainable Development
2.Case studies are examined of organisations that have engaged with the grand challenges /SDG’s
3.Systems thinking is explored with particular focus on wicked problems and Soft Systems Methodology
4.Student organisational contexts are examined with regard to selecting a grand challenge / SDG and
applying SSM to design an intervention that seeks to add value to the organisation through addressing a grand
This elective module covers:
History and development of Quality Improvement Science
Broader approaches to Quality Improvement
Commonly used models and techniques for QI and Improvement Science
Policy context of QI in health care
Critical reflection of individual and organisational practice
The Quality Improvement foundations of health care
Measurement practice in Health care
Common Tools and techniques of measurement for Quality Improvement
The interpretation and use of measurement in Quality Improvement
The management of measurement data and measurement teams
"We cannot solve our problems with same thinking that we used when we created them" Albert Einstein.
You might be working in a large organisation that has become increasingly complex, as it deals with constant uncertainty and change, making it a chaotic environment to manage. You might be working in a small organisation that is part of a wider system of interdependent organisations, with these relationships having direct influence on your supply and demand chains. Your organisation might be a collection of diverse units that operate commercially across geographical boundaries with lots of interdepedency. All these are examples of organisational systems thatwould benefit from a systems thinking approach to problem solve and improve organisational efficiencies.
Systems thinking challenges traditional linear approaches to problem solving which tends to break the system down into its constitutent parts when trying to find solutions to problems However, often these solutions do not work long term and can sometimes frustratingly make the situation worse. Sound familiar? This module takes you through a different approach, with system thinking focusing your mind on the a ‘bigger picture’ and patterns and interrelationships of the system parts that make it a whole.
You will explore the theory of complexity science and human system dynamics. You will evaluate tools and techniques that you will be able to apply at a structural, technical and relational level in your organisation to come up with creative and efficient solutions to problems.
This elective module is for anyone grappling with change in a complex environment as described above, whether your organisation sits in a public, private voluntary sector system.
Regardless of one’s role or position within an organisation, all managers must address human resource
management issues, often on a daily basis. In fact, line managers are usually tasked with the implementation
or adherence to human resource policy such as the enactment of family leave or skills development training.
Yet, most managers have very little experience and even less training with HR practices. While not a
comprehensive summary of all HRM and HRD theory, this elective module explores the significant theoretical
underpinnings loosely associated with human resource management that address organisational policies and
practices that can be implemented to effectively manage people at work. The module provides different ways
of understanding what influences behaviour in organizations (management and workers) and offers an
understanding of how to interpret what happens in your organization. The module is designed for students who
have little to no background with human resource management or development and/or do not work within
human resource functions. As such, it seeks to explain the role human resource management – specifically
the management of people, culture, and communication – within organisations and demonstrate its strategic
relevance for all managers from all aspects of the organisation. The module focusses on the interface
between managers and the enactment of HR policies and argues that care for the human capital is a form
leadership practice. Case studies are used to explore and critique the concepts.
Information contained on the website with respect to modules is correct at the time of publication, but changes may be necessary, for example as a result of student feedback, Professional Statutory and Regulatory Bodies' (PSRB) requirements, staff changes, and new research.
Duration: 24 months part-time.
Entry requirements: An upper second class honours degree, or an equivalent professional qualification. At least five years full-time professional/managerial work experience.
IELTS: 7.0 or equivalent (minimum element scores apply).
Assessment: Work based assignments, examinations, UK consultancy challenge project and dissertation.
£21,000 fee for the whole programme.
The University will not increase the Tuition Fee you are charged during the course of an academic year.
If you are studying on a programme of more than one year's duration, the tuition fees for subsequent years
of your programme are likely to increase each year. The way in which continuing students' fee rates are
determined varies according to an individual's 'fee status' as set out on our fees webpages.
Studying at a UK University means that you need to pay an annual fee for your tuition,
which covers the costs associated with teaching, examinations, assessment and graduation.
The fee that you will be charged depends on whether you are considered to be a UK,
EU or overseas student.
Visiting students will be charged a pro-rata fee for periods of study less than a year.
Our annual tuition fee is set for a 12 month session,
which usually runs from October to September the following year.
Overseas fees, alongside all other sources of income, allow the University to maintain its abilities
across the range of activities and services. Each year the University's Finance Committee consider
recommendations for increases to fees proposed for all categories of student and this takes into
account a range of factors including projected cost inflation for the University, comparisons against
other high-quality institutions and external financial factors such as projected exchange rate
Lancaster University's priority is to support every student in making the most of their education.
Many of our students each year will be entitled to bursaries or scholarships to help with the cost of
fees and/or living expenses. You can find out more about financial support, studentships, and awards
for postgraduate study on our website.
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