MBA – Business Administration

Module Introduction

This module develops advanced strategic thinking and decision-making capabilities required of senior managers operating in complex and dynamic business environments. It equips learners with the ability to analyse internal and external organisational contexts, evaluate strategic options, and design coherent strategies that enhance long-term organisational performance and sustainability. Emphasis is placed on integrating theory with practice, using evidence-based analysis, and critically engaging with contemporary strategic challenges such as global competition, digital transformation, governance, and ethical responsibility. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical depth, professional relevance, and academic integrity.

Module Aims

• Develop a critical understanding of strategic management concepts, models, and frameworks.
• Enable learners to analyse complex business environments and organisational capabilities.
• Build the ability to evaluate strategic choices and justify decisions using theory and evidence.
• Enhance skills in strategic thinking, problem-solving, and professional communication.
• Promote ethical, responsible, and sustainable approaches to strategic decision-making.

Learning Outcomes

• Critically analyse the internal and external environment of an organisation using appropriate strategic frameworks.
• Evaluate strategic options and justify strategic choices using relevant theory and evidence. 2 3. Demonstrate advanced knowledge of strategic management concepts and their application in real organisational contexts.
• Critically assess the role of leadership, governance, and ethics in shaping organisational strategy.
• Communicate strategic analysis and recommendations clearly and professionally using appropriate academic conventions.

Indicative Content

• The nature and purpose of strategy and strategic management
• External environment analysis (PESTLE, industry analysis, competitive dynamics)
• Internal analysis (resources, capabilities, VRIO, value chain)
• Strategic positioning and competitive strategies
• Corporate, business, and functional level strategies
• Strategy formulation and evaluation
• Strategy implementation, change, and strategic control
• The role of leadership, governance, and ethics in strategy
• Strategy in global and digital contexts
• Contemporary strategic challenges and sustainability

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, guided reading, independent research, group discussions, and applied exercises. Learners are expected to engage in significant independent study and critical reading of academic and professional sources.

Assessment Strategy

CW1: Analytical or case-based assignment focusing on strategic tools and frameworks. CW2 (60%): Individual Report (2,000–2,500 words) analysing a strategic, ethical, or governance issue in an organisation, applying relevant frameworks and providing evidence- based recommendations using Harvard referencing.

Recommended Reading

• Johnson, G., Scholes, K. & Whittington, R. (2020). Exploring Strategy. Pearson.
• Barney, J. & Hesterly, W. (2021). Strategic Management and Competitive Advantage. Pearson.
• Grant, R. (2022). Contemporary Strategy Analysis. Wiley.
• Porter, M.E. (2008). Competitive Strategy. Free Press.

Module Introduction

This module develops advanced understanding of leadership theory and organisational behaviour in contemporary organisations. It equips learners with the ability to critically analyse individual, group, and organisational dynamics, and to evaluate leadership approaches in complex, multicultural, and changing environments. Emphasis is placed on evidence-based management, ethical leadership, and the practical application of behavioural and leadership theories to real organisational challenges. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on critical analysis, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of key leadership theories and organisational behaviour concepts.
• Enable learners to analyse individual and group behaviour in organisational contexts.
• Build the ability to evaluate leadership styles and their impact on performance and culture.
• Enhance skills in diagnosing organisational behaviour issues and proposing evidence- based interventions.
• Promote ethical, inclusive, and responsible leadership practice.

Learning Outcomes

• Critically evaluate major leadership theories and models in contemporary organisational contexts.
• Analyse individual and group behaviour and their impact on organisational performance.
• Assess the influence of organisational culture, power, and politics on behaviour and decision-making. 2 4. Apply organisational behaviour and leadership concepts to real organisational problems.
• Communicate analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Leadership theories and approaches (trait, behavioural, contingency, transformational, authentic leadership)
• Individual differences, personality, perception, and motivation at work
• Group dynamics, teams, and leadership in teams
• Organisational culture, power, politics, and ethics
• Communication, influence, and decision-making in organisations
• Managing change and leading in complex environments
• Diversity, inclusion, and cross-cultural leadership
• Employee engagement, performance, and well-being
• Contemporary challenges in leadership and organisational behaviour

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, group discussions, guided reading, and applied exercises. Learners are expected to engage in significant independent study, critical reading of academic literature, and reflective analysis of leadership and organisational practice.

Assessment Strategy

CW1: Analytical or reflective assignment focusing on leadership and organisational behaviour concepts and frameworks. CW2 (60%): Individual Report (2,000–2,500 words) analysing a leadership or organisational behaviour issue in an organisation, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Northouse, P. (2022). Leadership: Theory and Practice. Sage.
• Robbins, S. & Judge, T. (2021). Organisational Behaviour. Pearson.
• Yukl, G. (2020). Leadership in Organizations. Pearson.
• Alvesson, M. & Sveningsson, S. (2016). Changing Organizational Culture. Routledge.

Module Introduction

This module develops advanced financial literacy and decision-making skills required by managers in contemporary organisations. It enables learners to critically interpret financial information, evaluate investment and financing decisions, and assess financial performance in support of strategic objectives. Emphasis is placed on the practical use of financial tools and techniques, evidence-based decision-making, and the integration of financial considerations into managerial and strategic contexts. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of key concepts and principles of financial management.
• Enable learners to interpret and analyse financial statements for managerial decision- making.
• Build the ability to evaluate investment, financing, and risk management decisions.
• Enhance skills in using financial information to support strategic and operational planning.
• Promote responsible, ethical, and sustainable financial decision-making in organisations.

Learning Outcomes

• Critically analyse financial statements and performance indicators for managerial purposes.
• Evaluate investment and financing decisions using appropriate financial techniques.
• Assess the financial implications of strategic and operational decisions.
• Demonstrate advanced understanding of risk, return, and value in financial decision- making. 2 5. Communicate financial analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• The role of financial management in organisations
• Financial statements analysis and interpretation
• Cost, volume, and profit analysis and budgeting
• Investment appraisal techniques (NPV, IRR, payback, etc.)
• Sources of finance and capital structure decisions
• Working capital management
• Risk, return, and financial decision-making
• Performance measurement and value creation
• Financial aspects of strategic decision-making
• Ethical and governance issues in financial management

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, problem-based learning, case study analysis, guided reading, and applied exercises. Learners are expected to engage in significant independent study and critical analysis of financial information and managerial decisions.

Assessment Strategy

CW1: Applied financial analysis or problem-based assignment focusing on key financial management tools and techniques. CW2 (60%): Individual Report (2,000–2,500 words) analysing a financial or investment- related decision in an organisational context, applying relevant financial frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Brealey, R., Myers, S. & Allen, F. (2020). Principles of Corporate Finance. McGraw-Hill.
• Arnold, G. (2019). Corporate Financial Management. Pearson.
• Drury, C. (2018). Management and Cost Accounting. Cengage.
• Ross, S., Westerfield, R. & Jordan, B. (2021). Fundamentals of Corporate Finance. McGraw-Hill.

Module Introduction

This module develops advanced understanding of marketing management in competitive and dynamic business environments. It equips learners with the ability to critically analyse markets, customers, and competitors, and to design, evaluate, and justify marketing strategies that create and sustain value. Emphasis is placed on evidence-based marketing decisions, strategic integration of marketing with organisational objectives, and the application of contemporary marketing concepts in both digital and traditional contexts. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on critical analysis, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of key marketing concepts, frameworks, and strategies.
• Enable learners to analyse markets, customers, and competitive environments.
• Build the ability to design and evaluate strategic marketing plans.
• Enhance skills in using market data and insights for managerial decision-making.
• Promote ethical, responsible, and sustainable marketing practice.

Learning Outcomes

• Critically evaluate core marketing concepts and their application in organisational contexts.
• Analyse market environments, customer behaviour, and competitive dynamics.
• Design and justify marketing strategies and plans based on evidence and analysis.
• Assess the role of branding, positioning, and value creation in marketing performance.
• Communicate marketing analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• The role of marketing in organisational strategy
• Market analysis, segmentation, targeting, and positioning
• Consumer and organisational buying behaviour
• Marketing strategy and planning
• Brand management and value creation
• Marketing mix decisions (product, price, place, promotion)
• Digital marketing and omnichannel strategies
• Marketing analytics and performance measurement
• Ethical, legal, and sustainability issues in marketing
• Contemporary issues and trends in marketing management

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, group discussions, guided reading, and applied exercises. Learners are expected to engage in significant independent study, critical reading of academic literature, and applied analysis of marketing problems and cases.

Assessment Strategy

CW1: Marketing analysis or case-based assignment focusing on key marketing frameworks and tools. CW2 (60%): Individual Report (2,000–2,500 words) analysing a marketing strategy or market-related issue in an organisational context, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Kotler, P. & Keller, K. (2022). Marketing Management. Pearson.
• Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing. Pearson.
• Jobber, D. & Ellis-Chadwick, F. (2020). Principles and Practice of Marketing. McGraw
• Hill.
• Armstrong, G., Adam, S., Denize, S. & Kotler, P. (2021). Principles of Marketing. Pearson.

Module Introduction

This module provides learners with the opportunity to undertake an independent, in-depth research project on a contemporary business, management, or organisational issue. It enables learners to integrate knowledge and skills developed across the MBA programme and to demonstrate advanced abilities in research design, critical analysis, and evidence- based problem solving. The project emphasises academic rigour, ethical research practice, and professional relevance, culminating in a substantial written dissertation or project report. Teaching, supervision, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on originality, analytical depth, and academic integrity.

Module Aims

• Enable learners to plan and execute an independent research project at Master’s level.
• Develop advanced skills in research design, data collection, and data analysis.
• Enhance the ability to critically engage with academic and professional literature.
• Enable learners to investigate a significant business or management problem in depth.
• Develop skills in academic writing, critical reflection, and professional presentation of research findings.

Learning Outcomes

• Formulate a clear, relevant, and researchable project aim and objectives.
• Design and justify an appropriate research methodology, considering ethical and practical issues.
• Critically review and synthesise relevant academic and professional literature.
• Collect, analyse, and interpret data using appropriate methods.
• Present a coherent, well-structured, and critically informed research report that meets academic and professional standards.

Indicative Content

• Identifying and refining a research topic and research questions
• Research philosophy, approaches, and design
• Literature review methods and critical synthesis
• Qualitative and quantitative research methods
• Data collection techniques and ethical considerations
• Data analysis and interpretation
• Research project planning and project management
• Academic writing, structure, and presentation of a dissertation/project report
• Drawing conclusions and making evidence-based recommendations
• Reflective evaluation of the research process

Learning and Teaching Strategy

Learning and teaching will be delivered primarily through supervised independent study, supported by research methods workshops, seminars, and individual supervision meetings. Learners are expected to take responsibility for planning and managing their project, engaging in extensive independent reading, data collection, and analysis, and responding constructively to supervisory feedback.

Assessment Strategy

Assessment is based on a single, substantial research project or dissertation of approximately 12,000–15,000 words (or equivalent, as specified by the programme), addressing a clearly defined business or management issue. The project should demonstrate critical engagement with literature, appropriate methodology, robust analysis, and well-justified conclusions and recommendations. All work must be presented in accordance with Harvard referencing conventions.

Recommended Reading

• Saunders, M., Lewis, P. & Thornhill, A. (2019). Research Methods for Business Students. Pearson.
• Creswell, J. & Creswell, J. (2018). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Sage.
• Yin, R. (2018). Case Study Research and Applications. Sage.
• Hart, C. (2018). Doing a Literature Review. Sage.

Module Introduction

This module develops advanced understanding of digital marketing strategy in contemporary, data-driven and technology-enabled business environments. It equips learners with the ability to critically analyse digital markets, customer journeys, platforms, and channels, and to design, evaluate, and justify integrated digital marketing strategies that create and sustain value. Emphasis is placed on evidence-based decision-making, strategic alignment with organisational objectives, and the ethical and responsible use of data and digital technologies. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of digital marketing concepts, frameworks, and strategic approaches.
• Enable learners to analyse digital markets, platforms, and customer journeys.
• Build the ability to design and evaluate integrated digital marketing strategies.
• Enhance skills in using data, metrics, and insights to inform digital marketing decisions.
• Promote ethical, responsible, and sustainable digital marketing practice.

Learning Outcomes

• Critically evaluate core digital marketing concepts and their strategic application in organisations.
• Analyse digital market environments, platforms, and customer journeys.
• Design and justify integrated digital marketing strategies based on evidence and analysis.
• Assess the role of data, analytics, and technology in digital marketing performance.
• Communicate digital marketing analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Digital marketing strategy and its role in organisational strategy
• Digital consumer behaviour and customer journey mapping
• Platforms, ecosystems, and digital channels
• Search, social, content, and performance marketing strategies
• Brand building and engagement in digital environments
• Data-driven marketing, metrics, and KPIs
• Marketing automation, CRM, and personalisation
• Privacy, ethics, and regulation in digital marketing
• Omnichannel integration and customer experience
• Contemporary trends in digital marketing and emerging technologies

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, practical exercises, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of digital marketing problems and cases.

Assessment Strategy

CW1: Digital marketing audit or strategy analysis task focusing on key frameworks and tools. CW2 (60%): Individual Report (2,000–2,500 words) analysing a digital marketing strategy or digital market challenge in an organisational context, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing. Pearson.
• Kotler, P., Kartajaya, H. & Setiawan, I. (2021). Marketing 5.0. Wiley.
• Ryan, D. (2016). Understanding Digital Marketing. Kogan Page.
• Tuten, T. & Solomon, M. (2020). Social Media Marketing. Sage.

Module Introduction

This module develops advanced understanding of marketing analytics and performance measurement in data-driven organisations. It equips learners with the ability to critically evaluate data sources, apply analytical techniques, and translate insights into effective marketing decisions and performance improvement. Emphasis is placed on evidence-based marketing, the strategic use of metrics and dashboards, and the integration of analytics with organisational objectives. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of marketing analytics and performance measurement concepts and frameworks.
• Enable learners to evaluate and use marketing data to inform strategic and operational decisions.
• Build the ability to apply analytical tools and techniques to marketing problems.
• Enhance skills in interpreting, visualising, and communicating data-driven insights to stakeholders.
• Promote ethical, responsible, and compliant use of data in marketing contexts.

Learning Outcomes

• Critically evaluate principles and practices of marketing analytics and performance measurement.
• Analyse marketing data to support strategic and tactical marketing decisions.
• Apply appropriate analytical tools and metrics to assess marketing performance.
• Assess ethical, legal, and governance implications of using customer and marketing data.
• Communicate analytical findings and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Role of analytics in marketing strategy and performance management
• Types and sources of marketing data
• Data quality, measurement, and governance
• Key marketing metrics and KPIs
• Customer analytics, segmentation, and lifetime value
• Campaign performance analysis and attribution models
• Marketing dashboards and data visualisation
• Experimentation, A/B testing, and optimisation
• Privacy, ethics, and regulation in marketing data use
• Contemporary trends in marketing analytics and AI

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, practical data analysis exercises, case study analysis, guided reading, and applied projects. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of marketing data and performance issues.

Assessment Strategy

CW1: Marketing analytics task or performance dashboard analysis focusing on key metrics and tools. CW2 (60%): Individual Report (2,000–2,500 words) analysing a marketing performance issue using data and analytics, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Wedel, M. & Kannan, P. (2016). Marketing Analytics for Data-Rich Environments. Journal of Marketing.
• Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing. Pearson.
• Davenport, T. & Harris, J. (2017). Competing on Analytics. Harvard Business Review Press.
• Farris, P. et al. (2010). Marketing Metrics. Pearson.

Module Introduction

This module develops advanced understanding of e-commerce and omnichannel strategy in digitally enabled and platform-based markets. It equips learners with the ability to critically analyse digital business models, channel integration, customer experience, and fulfilment ecosystems, and to design, evaluate, and justify scalable omnichannel strategies. Emphasis is placed on evidence-based decision-making, data-enabled operations, and the ethical, legal, and cybersecurity considerations of digital commerce. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of e-commerce and omnichannel strategy concepts and business models.
• Enable learners to analyse digital channels, platforms, and customer journeys across touchpoints.
• Build the ability to design and evaluate omnichannel strategies that integrate marketing, operations, and technology.
• Enhance skills in using data and metrics to optimise customer experience and commercial performance.
• Promote ethical, secure, and compliant digital commerce practices.

Learning Outcomes

• Critically evaluate e-commerce and omnichannel business models and strategic options.
• Analyse customer journeys and channel performance across digital and physical touchpoints.
• Design and justify omnichannel strategies using evidence and analysis.
• Assess operational, technological, and cybersecurity implications of digital commerce. 2 5. Communicate analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• E-commerce business models and platform strategies
• Omnichannel retailing and channel integration
• Customer experience, journey mapping, and personalisation
• Digital storefronts, marketplaces, and social commerce
• Payments, logistics, fulfilment, and returns management
• Data, analytics, and experimentation for commerce optimisation
• Technology stack for e-commerce (CMS, CRM, ERP, CDP)
• Cybersecurity, privacy, and regulatory compliance in e-commerce
• Internationalisation and cross-border e-commerce
• Contemporary trends: marketplaces, live commerce, AI, and automation

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, practical platform and funnel exercises, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of e-commerce and omnichannel cases.

Assessment Strategy

CW1: Omnichannel audit or e-commerce strategy analysis task focusing on key frameworks and performance metrics. CW2 (60%): Individual Report (2,000–2,500 words) analysing an e-commerce or omnichannel strategy challenge in an organisational context, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Laudon, K. & Traver, C. (2021). E-Commerce: Business, Technology, Society. Pearson.
• Verhoef, P. et al. (2015). From Multi-Channel Retailing to Omnichannel Retailing. Journal of Retailing.
• Chaffey, D. & Ellis-Chadwick, F. (2019). Digital Marketing. Pearson.
• Rigby, D. (2011). The Future of Shopping. Harvard Business Review.

Module Introduction

This module develops advanced understanding of entrepreneurship and the processes of new venture creation in dynamic and uncertain environments. It equips learners with the ability to identify and evaluate opportunities, design viable business models, and plan the launch and growth of new ventures or entrepreneurial initiatives within existing organisations. Emphasis is placed on evidence-based decision-making, customer discovery, lean experimentation, resource acquisition, and ethical and sustainable value creation. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of entrepreneurship theories, processes, and venture creation frameworks.
• Enable learners to identify, evaluate, and validate entrepreneurial opportunities.
• Build the ability to design and test business models and go-to-market strategies.
• Enhance skills in planning, financing, and scaling new ventures or intrapreneurial initiatives.
• Promote ethical, responsible, and sustainable entrepreneurial practice.

Learning Outcomes

• Critically evaluate entrepreneurship concepts, processes, and venture creation models.
• Identify and assess entrepreneurial opportunities using evidence and market analysis.
• Design and justify a business model and venture plan informed by customer discovery and experimentation.
• Assess financing options, resource strategies, and growth pathways for new ventures. 2 5. Communicate venture analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Entrepreneurship and opportunity recognition
• Customer discovery, problem–solution fit, and product–market fit
• Business models and value propositions
• Lean startup, experimentation, and MVPs
• Market analysis, competition, and positioning
• Venture financing: bootstrapping, angels, VC, and crowdfunding
• Legal structures, IP, and regulatory considerations
• Go-to-market strategies and early growth
• Scaling, partnerships, and ecosystem strategies
• Ethics, sustainability, and social entrepreneurship

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, venture labs, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, fieldwork for customer discovery, critical reading of academic and practitioner sources, and applied development of venture concepts.

Assessment Strategy

CW1: Opportunity and business model analysis task using appropriate frameworks and evidence. CW2 (60%): Individual Report (2,000–2,500 words) presenting a new venture or intrapreneurial proposal, including opportunity evaluation, business model, market analysis, and resource/financing plan, with evidence-based justification using Harvard referencing.

Recommended Reading

• Ries, E. (2011). The Lean Startup. Crown Business.
• Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Wiley.
• Blank, S. & Dorf, B. (2020). The Startup Owner’s Manual. Wiley.
• Barringer, B. & Ireland, R. (2020). Entrepreneurship: Successfully Launching New Ventures. Pearson.

Module Introduction

This module develops advanced understanding of venture growth, scaling strategies, and investment in entrepreneurial and high-growth contexts. It equips learners with the ability to critically evaluate growth pathways, organisational and operational scaling challenges, and financing strategies across venture life cycles. Emphasis is placed on evidence-based growth decisions, unit economics, go-to-market execution, governance, and investor readiness, alongside ethical and sustainable value creation. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of venture growth strategies and scaling models.
• Enable learners to analyse operational, organisational, and market challenges of scaling.
• Build the ability to evaluate financing options and investment strategies for growth.
• Enhance skills in performance management, unit economics, and growth metrics.
• Promote ethical, sustainable, and responsible approaches to venture growth and investment.

Learning Outcomes

• Critically evaluate growth strategies, scaling models, and execution risks.
• Analyse organisational design, operations, and culture implications of rapid growth.
• Assess financing instruments, investor expectations, and valuation considerations.
• Apply growth metrics, unit economics, and performance dashboards to decision-making.
• Communicate growth and investment analyses and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Growth strategies: market expansion, product expansion, and platform strategies
• Scaling operations, processes, and technology
• Organisational design, leadership, and culture during growth
• Unit economics, cohort analysis, and growth metrics
• Go-to-market execution and internationalisation
• Funding stages: seed, Series A–C, private equity, and strategic investment
• Valuation methods and term sheets
• Investor relations, governance, and reporting
• Risk management and resilience during scaling
• Exits: M&A, IPO, and strategic partnerships

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, growth case studies, financial modelling workshops, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and practitioner sources, and applied analysis of scaling and investment scenarios.

Assessment Strategy

CW1: Growth strategy or investment readiness analysis using appropriate frameworks and evidence. CW2 (60%): Individual Report (2,000–2,500 words) presenting a venture growth and investment plan, including growth strategy, scaling considerations, funding options, metrics, and risk, with evidence-based justification using Harvard referencing.

Recommended Reading

• Blank, S. & Dorf, B. (2020). The Startup Owner’s Manual. Wiley.
• McClure, D. (2016). Startup Metrics for Pirates. (AARRR framework).
• Damodaran, A. (2012). Investment Valuation. Wiley.
• Gompers, P. & Lerner, J. (2004). The Venture Capital Cycle. MIT Press.

Module Introduction

This module develops advanced understanding of financial technology (FinTech) strategy and innovation in contemporary financial services and digital markets. It equips learners with the ability to critically analyse FinTech business models, platforms, regulatory environments, and innovation ecosystems, and to evaluate how digital technologies transform banking, payments, lending, and capital markets. Emphasis is placed on strategic alignment, value creation, risk and compliance, and evidence-based decision-making. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of FinTech concepts, business models, and innovation ecosystems.
• Enable learners to analyse the strategic impact of digital technologies on financial services.
• Build the ability to evaluate and design FinTech strategies and innovation initiatives.
• Enhance skills in assessing regulatory, risk, and compliance implications of FinTech.
• Promote ethical, secure, and sustainable digital financial innovation.

Learning Outcomes

• Critically evaluate FinTech business models and digital transformation in financial services.
• Analyse strategic opportunities and threats arising from FinTech innovation.
• Design and justify FinTech strategies or innovation initiatives using evidence and analysis.
• Assess regulatory, risk, cybersecurity, and compliance implications of FinTech solutions.
• Communicate strategic and analytical insights clearly using appropriate academic and professional conventions.

Indicative Content

• Overview of FinTech and digital transformation in financial services
• Payments, digital wallets, and open banking ecosystems
• Digital lending, crowdfunding, and alternative finance
• Blockchain, crypto-assets, and distributed ledger technologies
• Robo-advisory, wealthtech, and capital markets innovation
• Data, AI, and automation in financial services
• Platform strategies and partnerships in FinTech
• Regulation, compliance, RegTech, and SupTech
• Risk, cybersecurity, and operational resilience
• Ethical and societal implications of FinTech innovation

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and industry sources, and applied analysis of FinTech strategies and cases.

Assessment Strategy

CW1: FinTech market or strategy analysis task focusing on business models, platforms, and regulatory context. CW2 (60%): Individual Report (2,000–2,500 words) analysing a FinTech strategy or innovation challenge in an organisational or market context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Gomber, P., Koch, J.-A. & Siering, M. (2017). Digital Finance and FinTech. Journal of Business Economics.
• Arner, D., Barberis, J. & Buckley, R. (2016). The Evolution of FinTech. Georgetown Journal of International Law.
• Davenport, T. & Ronanki, R. (2018). Artificial Intelligence for the Real World. Harvard Business Review.
• World Economic Forum (latest). The Future of Financial Services.

Module Introduction

This module develops advanced understanding of financial data, artificial intelligence (AI), and analytics in modern financial services and digital enterprises. It equips learners with the ability to critically evaluate data sources, apply analytical and AI-driven techniques, and translate insights into strategic and operational decisions. Emphasis is placed on data governance, model risk, explainability, and the ethical and regulatory use of data and algorithms. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of financial data ecosystems, analytics, and AI applications.
• Enable learners to analyse and evaluate data-driven decision-making in financial contexts.
• Build the ability to apply analytical frameworks and AI concepts to business problems.
• Enhance skills in interpreting, communicating, and governing analytical insights.
• Promote ethical, secure, and compliant use of data and AI in organisations.

Learning Outcomes

• Critically evaluate data, analytics, and AI applications in financial services and digital businesses.
• Analyse datasets and performance metrics to support managerial and strategic decisions.
• Apply appropriate analytical and AI concepts to financial and business problems.
• Assess data governance, model risk, explainability, and regulatory implications.
• Communicate analytical findings and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Financial data sources, architectures, and data pipelines
• Data quality, governance, privacy, and security
• Descriptive, diagnostic, predictive, and prescriptive analytics
• Machine learning concepts and use cases in finance
• AI applications: fraud detection, credit scoring, risk, and trading
• Model risk management, bias, and explainability
• Data visualisation and decision dashboards
• Cloud analytics platforms and data engineering basics
• Regulation, ethics, and responsible AI
• Contemporary trends: GenAI, automation, and analytics at scale

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, practical analytics exercises, case study analysis, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and industry sources, and applied analysis of data-driven cases.

Assessment Strategy

CW1: Analytics or AI use-case analysis task focusing on data, metrics, and governance considerations. CW2 (60%): Individual Report (2,000–2,500 words) analysing a financial or business analytics challenge using data and AI concepts, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Davenport, T. & Harris, J. (2017). Competing on Analytics. Harvard Business Review Press.
• Goodfellow, I., Bengio, Y. & Courville, A. (2016). Deep Learning. MIT Press.
• Arner, D., Barberis, J. & Buckley, R. (2016). The Evolution of FinTech. Georgetown Journal of International Law.
• World Economic Forum (latest). Responsible AI in Financial Services.

Module Introduction

This module develops advanced understanding of healthcare policy and health systems management in complex, regulated, and resource-constrained environments. It equips learners with the ability to critically analyse health systems, policy instruments, governance arrangements, and stakeholder dynamics, and to evaluate reforms aimed at improving access, quality, efficiency, and equity. Emphasis is placed on evidence-based policy analysis, systems thinking, and ethical and regulatory considerations in healthcare leadership. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of healthcare policy processes and health systems frameworks.
• Enable learners to analyse health system performance, governance, and financing arrangements.
• Build the ability to evaluate policy options and reform initiatives using evidence and comparative perspectives.
• Enhance skills in stakeholder analysis, systems thinking, and policy implementation planning.
• Promote ethical, equitable, and sustainable approaches to healthcare management and policy.

Learning Outcomes

• Critically evaluate healthcare policy processes and health systems models.
• Analyse governance, financing, and delivery arrangements and their impact on performance and outcomes.
• Assess policy options and reform proposals using evidence and comparative analysis.
• Apply systems thinking and stakeholder analysis to healthcare management challenges. 2 5. Communicate policy analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Health systems frameworks and comparative models
• Policy cycles, agenda-setting, and decision-making in healthcare
• Governance, regulation, and accountability in health systems
• Health financing, coverage, and provider payment mechanisms
• Service delivery models and integration of care
• Quality, access, equity, and efficiency trade-offs
• Public-private partnerships and mixed health systems
• Health workforce and capacity planning at system level
• Data, evidence, and health information systems for policy
• Contemporary challenges: ageing, pandemics, digital health, and sustainability

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, policy simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and policy sources, and applied analysis of health system and policy cases.

Assessment Strategy

CW1: Health system or policy analysis brief using appropriate frameworks and evidence. CW2 (60%): Individual Report (2,000–2,500 words) analysing a healthcare policy or system management issue in an organisational or national context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• WHO (2010). Health Systems Financing: The Path to Universal Coverage.
• Blank, R., Burau, V. & Kuhlmann, E. (2018). Comparative Health Policy. Palgrave.
• Saltman, R., Busse, R. & Mossialos, E. (2007). Regulating Entrepreneurial Behaviour in European Health Care Systems.
• Roberts, M. et al. (2008). Getting Health Reform Right. Oxford University Press.

Module Introduction

This module develops advanced understanding of quality management and governance in healthcare organisations and systems. It equips learners with the ability to critically evaluate governance frameworks, regulatory requirements, quality improvement methods, and assurance mechanisms used to safeguard patient safety and service effectiveness. Emphasis is placed on evidence-based quality improvement, clinical governance, risk management, and ethical leadership in complex healthcare environments. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of governance and quality frameworks in healthcare.
• Enable learners to analyse regulatory, assurance, and accountability mechanisms in health services.
• Build the ability to design and evaluate quality improvement and patient safety initiatives.
• Enhance skills in risk management, audit, and performance measurement in healthcare contexts.
• Promote ethical leadership, transparency, and continuous improvement in healthcare organisations.

Learning Outcomes

• Critically evaluate healthcare governance frameworks and regulatory requirements.
• Analyse quality and patient safety systems using appropriate models and indicators.
• Design and justify quality improvement initiatives based on evidence and data.
• Assess risk management, audit, and assurance processes in healthcare organisations. 2 5. Communicate governance and quality analyses and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Clinical and corporate governance in healthcare
• Regulation, accreditation, and standards of care
• Quality improvement methodologies (PDSA, Lean, Six Sigma)
• Patient safety, incident reporting, and learning systems
• Risk management, audit, and assurance
• Performance measurement, benchmarking, and dashboards
• Leadership, culture, and safety climate
• Ethics, accountability, and transparency in healthcare
• Digital health, data governance, and quality analytics
• Contemporary challenges in healthcare quality and governance

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, quality improvement simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and policy sources, and applied analysis of governance and quality scenarios in healthcare.

Assessment Strategy

CW1: Quality or governance audit brief using appropriate frameworks and evidence. CW2 (60%): Individual Report (2,000–2,500 words) analysing a quality, safety, or governance challenge in a healthcare organisation or system, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• WHO (2016). Quality of Care: A Process for Making Strategic Choices in Health Systems.
• Donabedian, A. (1988). The Quality of Care: How Can It Be Assessed? JAMA.
• Institute of Medicine (2001). Crossing the Quality Chasm. National Academies Press.
• OECD (2017). Caring for Quality in Health. OECD Publishing.

Module Introduction

This module develops advanced understanding of healthcare finance and resource management in complex, regulated, and resource-constrained environments. It equips learners with the ability to critically analyse financial statements, funding models, and resource allocation decisions, and to evaluate the financial sustainability and performance of healthcare organisations and systems. Emphasis is placed on value-based healthcare, budgeting and costing, investment appraisal, and evidence-based decision-making. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of healthcare finance, funding models, and resource allocation mechanisms.
• Enable learners to analyse financial performance and financial information in healthcare contexts.
• Build the ability to plan, control, and evaluate budgets and resource use in healthcare organisations.
• Enhance skills in investment appraisal, costing, and value-for-money assessment.
• Promote financially responsible, ethical, and sustainable decision-making in healthcare management.

Learning Outcomes

• Critically evaluate healthcare funding models and financial management frameworks.
• Analyse financial statements, budgets, and performance indicators in healthcare organisations.
• Design and justify resource allocation and budgeting decisions using evidence and analysis. 2 4. Assess investment, costing, and value-for-money options in healthcare contexts.
• Communicate financial analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Healthcare financing models and payment systems
• Financial statements and performance analysis in healthcare
• Budgeting, forecasting, and financial control
• Costing systems, service line costing, and cost–volume–profit analysis
• Resource allocation and priority setting in health services
• Capital investment appraisal and business cases
• Value-based healthcare and economic evaluation
• Productivity, efficiency, and performance management
• Procurement and supply chain finance in healthcare
• Contemporary challenges: cost pressures, technology investment, and sustainability

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, financial case study analysis, applied budgeting and costing exercises, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of healthcare financial scenarios.

Assessment Strategy

CW1: Financial analysis or budgeting task using healthcare data and appropriate frameworks. CW2 (60%): Individual Report (2,000–2,500 words) analysing a healthcare finance or resource management challenge in an organisational or system context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Gapenski, L. & Pink, G. (2015). Understanding Healthcare Financial Management. Health Administration Press.
• Drummond, M. et al. (2015). Methods for the Economic Evaluation of Health Care Programmes. Oxford University Press.
• Cleverley, W., Song, P. & Cleverley, J. (2017). Essentials of Health Care Finance. Jones & Bartlett.
• WHO (2010). Health Systems Financing: The Path to Universal Coverage.

Module Introduction

This module develops advanced understanding of the strategic role of human resource management in achieving organisational objectives. It equips learners with the ability to critically evaluate HR strategies, policies, and practices, and to align people management with organisational performance, change, and sustainability. Emphasis is placed on evidence-based HRM, ethical and legal considerations, and the strategic contribution of talent and capability development. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on critical analysis, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of strategic human resource management concepts and frameworks.
• Enable learners to evaluate the contribution of HR strategy to organisational performance.
• Build the ability to analyse and design HR policies and practices in different organisational contexts.
• Enhance skills in applying evidence-based approaches to people management and development.
• Promote ethical, inclusive, and legally compliant HR practice.

Learning Outcomes

• Critically evaluate the strategic role of HRM in contemporary organisations.
• Analyse HR strategies, policies, and practices in relation to organisational goals and performance.
• Assess the impact of external factors such as legislation, labour markets, and technology on HR strategy. 2 4. Apply strategic HRM concepts to real organisational problems and cases.
• Communicate HR analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• The evolution and strategic role of HRM
• HR strategy and its alignment with business strategy
• Workforce planning and talent management
• Recruitment, selection, and employer branding
• Learning, development, and performance management
• Reward management and employee relations
• Employment law, ethics, and diversity management
• HR analytics and evidence-based HRM
• Managing change and organisational development
• Contemporary challenges in strategic HRM

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, group discussions, guided reading, and applied exercises. Learners are expected to engage in significant independent study, critical reading of academic literature, and applied analysis of HRM issues and practices.

Assessment Strategy

CW1: HR strategy analysis or case-based assignment focusing on key strategic HRM frameworks and tools. CW2 (60%): Individual Report (2,000–2,500 words) analysing a strategic HRM issue in an organisational context, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Boxall, P., Purcell, J. & Wright, P. (2019). The Oxford Handbook of Human Resource Management. Oxford University Press.
• Armstrong, M. & Taylor, S. (2020). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page.
• Becker, B. & Huselid, M. (1998). High Performance Work Systems and Firm Performance. Academy of Management Journal.
• CIPD (latest). Strategic Human Resource Management reports and guidance.

Module Introduction

This module develops advanced understanding of talent management and workforce planning as strategic capabilities within contemporary organisations. It equips learners with the ability to critically analyse workforce requirements, design talent strategies, and evaluate approaches to attracting, developing, and retaining people in competitive and changing labour markets. Emphasis is placed on evidence-based workforce planning, alignment with organisational strategy, and ethical and inclusive people management practices. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of talent management and workforce planning concepts and frameworks.
• Enable learners to analyse workforce demand and supply in different organisational contexts.
• Build the ability to design and evaluate talent management strategies and interventions.
• Enhance skills in using data and evidence to support workforce planning decisions.
• Promote ethical, inclusive, and sustainable approaches to talent and workforce management.

Learning Outcomes

• Critically evaluate theories and models of talent management and workforce planning.
• Analyse workforce requirements and labour market dynamics in relation to organisational strategy.
• Design and justify talent management and workforce planning strategies using evidence and analysis. 2 4. Assess the effectiveness of recruitment, development, and retention practices.
• Communicate analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Strategic workforce planning and forecasting
• Labour market analysis and skills planning
• Talent identification and succession planning
• Recruitment and employer branding strategies
• Learning, development, and career management
• Performance management and capability development
• Retention, engagement, and employee value propositions
• Diversity, inclusion, and ethical considerations in talent management
• HR analytics and evidence-based workforce planning
• Contemporary challenges in talent and workforce management

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, group discussions, guided reading, and applied exercises. Learners are expected to engage in significant independent study, critical reading of academic literature, and applied analysis of talent management and workforce planning practices.

Assessment Strategy

CW1: Workforce planning or talent strategy analysis task focusing on key frameworks and tools. CW2 (60%): Individual Report (2,000–2,500 words) analysing a talent management or workforce planning issue in an organisational context, applying relevant theories and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• Cappelli, P. (2008). Talent on Demand. Harvard Business School Press.
• Collings, D., Mellahi, K. & Cascio, W. (2019). Global Talent Management. Routledge.
• Armstrong, M. & Taylor, S. (2020). Armstrong’s Handbook of Human Resource Management Practice. Kogan Page.
• CIPD (latest). Workforce Planning and Talent Management reports.

Module Introduction

This module develops advanced understanding of HR analytics and evidence-based management as strategic tools for improving organisational decision-making and performance. It equips learners with the ability to critically evaluate data sources, apply analytical techniques, and translate evidence into effective people management and organisational interventions. Emphasis is placed on data-driven decision-making, ethical use of employee data, and the integration of analytics with HR strategy and organisational goals. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of HR analytics and evidence-based management concepts and approaches.
• Enable learners to evaluate and use HR and organisational data to inform managerial decisions.
• Build the ability to apply analytical tools and techniques to people management and organisational issues.
• Enhance skills in interpreting, presenting, and communicating data-driven insights to stakeholders.
• Promote ethical, responsible, and legally compliant use of data in HR and management contexts.

Learning Outcomes

• Critically evaluate the principles and practices of HR analytics and evidence-based management.
• Analyse HR and organisational data to support managerial and strategic decision-making. 2 3. Apply appropriate analytical tools and techniques to people management and organisational problems.
• Assess the ethical, legal, and governance implications of using employee and organisational data.
• Communicate analytical findings and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Introduction to HR analytics and evidence-based management
• Types and sources of HR and organisational data
• Data quality, measurement, and data governance
• Descriptive, diagnostic, and predictive analytics in HR
• Using analytics for recruitment, performance, retention, and workforce planning
• Linking HR metrics to organisational performance and strategy
• Visualisation and communication of data insights
• Ethical, legal, and privacy issues in people analytics
• Decision-making biases and the role of evidence in management
• Contemporary trends in HR analytics and digital HR

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, practical data analysis exercises, case study analysis, guided reading, and applied projects. Learners are expected to engage in significant independent study, critical reading of academic literature, and applied analysis of HR and organisational data.

Assessment Strategy

CW1: Data analysis or evidence-based management task focusing on HR metrics and analytical techniques. CW2 (60%): Individual Report (2,000–2,500 words) analysing an HR or organisational issue using data and evidence-based approaches, applying relevant frameworks and providing data-informed recommendations using Harvard referencing.

Recommended Reading

• Pfeffer, J. & Sutton, R. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense. Harvard Business School Press.
• Marler, J. & Boudreau, J. (2017). An Evidence-Based Review of HR Analytics. The International Journal of Human Resource Management.
• CIPD (latest). People Analytics and Evidence-Based HR reports.
• Davenport, T. & Harris, J. (2017). Competing on Analytics. Harvard Business Review Press.

Module Introduction

This module develops advanced understanding of project management in complex and uncertain organisational environments. It equips learners with the ability to critically evaluate project management methodologies, governance structures, and leadership approaches, and to apply advanced tools and techniques to plan, execute, control, and close projects successfully. Emphasis is placed on strategic alignment, stakeholder management, risk and value delivery, and evidence-based decision-making. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of advanced project management concepts, methodologies, and governance.
• Enable learners to plan and control complex projects using appropriate tools and techniques.
• Build the ability to evaluate and select suitable project management approaches for different contexts.
• Enhance skills in leadership, stakeholder management, and decision-making in projects.
• Promote ethical, responsible, and value-focused project management practice.

Learning Outcomes

• Critically evaluate project management methodologies, frameworks, and governance approaches.
• Design and justify project plans for complex projects using appropriate tools and techniques.
• Analyse and manage project stakeholders, risks, and uncertainties.
• Assess project performance, control mechanisms, and value delivery. 2 5. Communicate project analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Advanced project management methodologies (Waterfall, Agile, Hybrid)
• Project governance and organisational context
• Project selection, justification, and benefits management
• Scope, schedule, cost, and quality management
• Risk, uncertainty, and resilience in projects
• Stakeholder and communication management
• Leadership and team management in projects
• Procurement and contract considerations in projects
• Project performance measurement and control
• Contemporary challenges in project management and digital projects

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of complex project scenarios.

Assessment Strategy

CW1: Project case analysis or applied planning task focusing on advanced project management tools and techniques. CW2 (60%): Individual Report (2,000–2,500 words) analysing a complex project management challenge in an organisational context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• PMI (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). PMI.
• Turner, J. (2014). The Handbook of Project-Based Management. McGraw-Hill.
• Kerzner, H. (2017). Project Management: A Systems Approach. Wiley.
• Highsmith, J. (2019). Agile Project Management. Addison-Wesley.

Module Introduction

This module develops advanced understanding of programme and portfolio management as strategic capabilities for translating organisational strategy into coordinated change and value delivery. It equips learners with the ability to critically evaluate governance structures, prioritisation mechanisms, benefits management, and resource allocation across multiple initiatives. Emphasis is placed on strategic alignment, decision-making under uncertainty, and evidence-based control of programmes and portfolios. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of programme and portfolio management concepts, frameworks, and governance.
• Enable learners to align programmes and portfolios with organisational strategy and benefits realisation.
• Build the ability to prioritise, balance, and optimise investments across multiple initiatives.
• Enhance skills in governance, assurance, and performance management of programmes and portfolios.
• Promote ethical, responsible, and value-focused decision-making in programme and portfolio contexts.

Learning Outcomes

• Critically evaluate programme and portfolio management frameworks and governance approaches.
• Design and justify prioritisation and investment decisions aligned with organisational strategy.
• Analyse benefits management, interdependencies, and resource constraints across initiatives. 2 4. Assess performance, assurance, and control mechanisms at programme and portfolio levels.
• Communicate analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Strategy execution through programmes and portfolios
• Governance models and decision rights
• Portfolio prioritisation, balancing, and optimisation
• Benefits management and value realisation
• Managing interdependencies and roadmapping
• Resource and capacity management
• Programme structures, tranches, and stage-gates
• Performance management, assurance, and reporting
• Risk and uncertainty across programmes and portfolios
• Contemporary challenges: digital portfolios and transformation programmes

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of programme and portfolio scenarios.

Assessment Strategy

CW1: Portfolio prioritisation or benefits realisation analysis task using appropriate frameworks and data. CW2 (60%): Individual Report (2,000–2,500 words) analysing a programme or portfolio management challenge in an organisational context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• PMI (2017). The Standard for Portfolio Management. PMI.
• PMI (2016). The Standard for Program Management. PMI.
• Turner, J. (2014). The Handbook of Project-Based Management. McGraw-Hill.
• OGC (2011). Managing Successful Programmes (MSP). The Stationery Office.

Module Introduction

This module develops advanced understanding of risk management, procurement strategy, and contract management in complex organisational and project environments. It equips learners with the ability to critically evaluate risk frameworks, sourcing strategies, and contractual arrangements, and to apply robust governance and control mechanisms to protect value and assure delivery. Emphasis is placed on strategic alignment, commercial awareness, ethical and legal compliance, and evidence-based decision-making across the procurement and contracting lifecycle. Teaching, learning, and assessment are aligned with RSBT regulations and international postgraduate standards, with a strong focus on analytical rigour, professional relevance, and academic integrity.

Module Aims

• Develop critical understanding of enterprise and project risk management concepts and frameworks.
• Enable learners to design and evaluate procurement and sourcing strategies.
• Build the ability to structure, manage, and govern contracts across the lifecycle.
• Enhance skills in risk identification, analysis, mitigation, and assurance.
• Promote ethical, compliant, and value-for-money commercial practice.

Learning Outcomes

• Critically evaluate risk management frameworks and their application in organisational and project contexts.
• Design and justify procurement strategies and sourcing decisions aligned with organisational objectives.
• Analyse contractual structures, incentives, and governance mechanisms.
• Assess commercial, legal, ethical, and compliance risks across the procurement and contracting lifecycle. 2 5. Communicate risk and commercial analysis and recommendations clearly using appropriate academic and professional conventions.

Indicative Content

• Risk management principles, standards, and frameworks (e.g., ISO 31000)
• Risk identification, analysis, response planning, and assurance
• Strategic sourcing and procurement models
• Make-or-buy decisions and supplier selection
• Contract types, pricing mechanisms, and incentive structures
• Contract lifecycle management and governance
• Commercial negotiations and dispute resolution
• Ethical procurement, compliance, and sustainability
• Supply chain risk and resilience
• Contemporary issues: digital procurement, cybersecurity, and third-party risk

Learning and Teaching Strategy

Learning and teaching will be delivered through interactive lectures and seminars, case study analysis, simulations, group discussions, and guided reading. Learners are expected to engage in significant independent study, critical reading of academic and professional sources, and applied analysis of risk and commercial scenarios.

Assessment Strategy

CW1: Risk and procurement case analysis or applied commercial strategy task using appropriate frameworks and data. CW2 (60%): Individual Report (2,000–2,500 words) analysing a risk, procurement, or contract management challenge in an organisational context, applying relevant frameworks and providing evidence-based recommendations using Harvard referencing.

Recommended Reading

• ISO (2018). ISO 31000: Risk Management Guidelines.
• PMI (2021). PMBOK® Guide (Risk and Procurement chapters). PMI.
• CIPS (latest). Procurement and Supply Cycle guidance.
• Turner, J. (2014). The Handbook of Project-Based Management. McGraw-Hill.