Master of Business Administration (Senior Leader Apprenticeship)
Learn more below
/0x0:2200x1610/prod01/channel_3/media/middlesex-university/courses-images/ug---course-masthead-images/2024X2f25/business-and-law/Business-Management-Marketing-Header.jpg)
Viewing course details for 2024 year of entry
- Attendance
- Blended learning
- Start
- September 2024
- Fees
- See the Fees section
- Duration
- 2 years full-time
- Course Leader
- Jyoti Navare
- Study mode
- On campus
- Location
- Hendon campus
- Placement year
- No
- School / Department
- Business School
Why choose Master of Business Administration (Senior Leader Apprenticeship)
This two-year apprenticeship programme is best suited to individuals who have been in a role that involves either, line managing staff, or collaborating with others, to produce tangible organisational outcomes for circa 3 years. You must also have written organisational support that states you have Senior Leader potential.
This apprenticeship will be delivered across each academic year in designated periods of placement learning and study blocks. This model allows you to gain the advantages of the University resources and support processes, become integrated as a Middlesex University student, and develop a sense of belonging and cohort identity.
The modules are delivered through attendance at University, independent study days and online learning.
You will have access to My Learning at module and programme level, and all resources provided within it. These resources allow you to undertake the required pre and post sessional work within each module.
Whilst in practice, your learning and assessment will be supported and assessed by an identified mentor, who have prepared for the role by the University, for learning and assessment in practice.
Course highlights
Teaching
This is a professional programme and the apprentice will be taught via a work-integrated blended learning approach which will comprise the following:
- Work based learning will consist of on the job development and application of skills, knowledge and professional behaviours. The apprentice’s progress will be monitored through regular tutorials with tutors and supervised in the work place by the apprentice’s Coach
- Module workshops will be taught by professional practitioners and specialist staff introducing new relevant academic and professional content
- Specialist workshops will be delivered face-to face and/or online
- Contextualised work based projects where skills, knowledge and behaviour can be applied in a professional working environment
- Online learning includes structured individual and/or group online learning activities and tasks that involves facilitated tutor and peer group feedback to support learning development.
The apprentice will be required to submit a range of evidence of work-integrated learning for assessment that reflect aspects of practice as a Senior Leader. This can include learning journals, portfolios, role playing, work-based projects, reports, professional development plans and a business transformation project.
End-point Assessment
All apprenticeships in England are required to include an End-point Assessment (EPA) to test that apprentices have demonstrated all the knowledge, skills and behaviours required for full occupational competence as specified in the nationally approved Apprenticeship Standard. For degree apprenticeships, the EPA can either be integrated within the degree or separate to the degree programme.
The specific requirements for EPA for BSc Professional Practice in Digital Technology apprenticeship is detailed in the nationally approved End-point Assessment Plan and this can be found on the Institute for Apprenticeships website.
Qualifications
You will have the opportunity to gain professional status and upon successful completion of your degree apprenticeship you will have gained:
To obtain the award of the PGDip you must:
Accumulate 120 credits;
Obtain grade 16 or better on the 20-point scale across all modules.
To obtain the Senior Leader Apprenticeship you must:
Accumulate 120 credits;
Obtain grade 16 or better on the 20 point scale across all modules;
Successfully complete the EPA, you are required to complete both the PGDip and EPA achieve the award of Senior Leader Apprenticeship.
To obtain the award of the MBA you must:
Accumulate 180 credits;
Obtain grade 16 or better on the 20 point scale across all modules;
Obtain a minimum grade of 16 for the project module.
There are no early Exit awards for this programme.
Course content
The programme aims to develop individuals to manage successfully and ethically across a range of organisations in an increasingly global, diverse and dynamic business environment.
This aim is achieved through:
- encouraging students to gain a thorough and integrated understanding of the various disciplines that contribute to the study of management;
- facilitating the application of such disciplines to ensure effective practice;
- enhancing personal and professional skills for management and leadership.
What skills will the apprentice gain?
- Strong communicators: confident both in written and verbal communication and demonstrating an appreciation of the need for active listening and the appropriate sourcing of information.
- Effective team players: through the application of interpersonal skills including negotiation and collaboration.
- Digitally literate: maintaining currency in the selection and use of lT.
- Ethically informed: able to make a positive contribution to the communities they operate within through appreciation of social responsibility.
About your course
Modules
This module provides a starting point for personalised journeys through the MBA programme that are specific to your role, your aspirations and your organisation and sector.
It works to ensure that professional development at a personal/individual level is aligned to constantly striving towards sustainable, organisational level performance. To set the direction of how to achieve that alignment, theory about leadership and management is positioned alongside views of identity and how it relates to personal empowerment and being a more value-adding, professional senior leader thinking ahead by engaging with the organisation’s strategy.
This module covers traditional marketing theory and questions the extent to which traditional marketing has stood the test of the impact of the internet on customers and customer relations.
Connected to this critical analysis is the question of how marketing and operations work together as tensions can often exist, with marketing requiring changes to operations that are fast paced. We look at how operations failures can affect brand identity not least in terms of technology advances in machine learning and its impact on cyber-security and customer interactions.
We look at broader issues such as climate change and Corporate Social Responsibility as demands placed on organisations in terms of customers, marketing and operations combined with the above create new demands on what it means to manage marketing and operations such that customers are access and kept loyal.
Change is being effected at a rate never seen before. To cope with this change managers and leaders need to develop an enterprising, entrepreneurial and innovative mindset.
This module aims to develop the mindset of the participants that enables them to seek opportunities to create and change their organisation through enterprising, entrepreneurial and innovative behaviours.
Creating Identity and Setting Direction to enable you to chart your own learning trajectory of personal, professional and leadership development in the context of your work and organisation, collating and curating evidence for your portfolio though out the duration of this programme.
In supporting this process the module supports their development as reflective practitioners, your understanding and practice of leadership and their understanding of organisations.
This module provides a starting point for personalised journeys through the MBA programme that are specific to your role, your aspirations and your organisation and sector.
It works to ensure that professional development at a personal/individual level is aligned to constantly striving towards sustainable, organisational level performance. To set the direction of how to achieve that alignment, theory about leadership and management is positioned alongside views of identity and how it relates to personal empowerment and being a more value-adding, professional senior leader thinking ahead by engaging with the organisation’s strategy.
This module covers traditional marketing theory and questions the extent to which traditional marketing has stood the test of the impact of the internet on customers and customer relations.
Connected to this critical analysis is the question of how marketing and operations work together as tensions can often exist, with marketing requiring changes to operations that are fast paced. We look at how operations failures can affect brand identity not least in terms of technology advances in machine learning and its impact on cyber-security and customer interactions.
We look at broader issues such as climate change and Corporate Social Responsibility as demands placed on organisations in terms of customers, marketing and operations combined with the above create new demands on what it means to manage marketing and operations such that customers are access and kept loyal.
Change is being effected at a rate never seen before. To cope with this change managers and leaders need to develop an enterprising, entrepreneurial and innovative mindset.
This module aims to develop the mindset of the participants that enables them to seek opportunities to create and change their organisation through enterprising, entrepreneurial and innovative behaviours.
Creating Identity and Setting Direction to enable you to chart your own learning trajectory of personal, professional and leadership development in the context of your work and organisation, collating and curating evidence for your portfolio though out the duration of this programme.
In supporting this process the module supports their development as reflective practitioners, your understanding and practice of leadership and their understanding of organisations.
Modules
In this module, we seek to critically explore why growing an organisation's performance sustainably is far from easy.
We view strategy in terms of the forces acting against taking rational profit versus Value for money maximising decisions. Given obvious connections between strategic choices and performance, financial control is also examined in terms of KPIs, budget setting and linking strategic decisions to financial outcomes.
It is all very well being entrepreneurial in parts of the business/organisation and then growing and managing growth, but how do you keep an organisation innovative and resilient to disruption?
Having looked at growth through relatively traditional lines of strategy and finance, this module looks at more the complex aspect of organisational value through innovation. Using a lens that integrates innovation with change and creativity, the module transcends levels of analysis.
This module allows an inquiry to into, and work on, a project of choice aligned to personal professional development needs. All projects must explore an Issue, Situation, Challenge or Opportunity (‘ISCO’) that has a traceable link to organisational performance.
The project will build on a proposal and the process of ethical sign off.
In this module, we seek to critically explore why growing an organisation's performance sustainably is far from easy.
We view strategy in terms of the forces acting against taking rational profit versus Value for money maximising decisions. Given obvious connections between strategic choices and performance, financial control is also examined in terms of KPIs, budget setting and linking strategic decisions to financial outcomes.
It is all very well being entrepreneurial in parts of the business/organisation and then growing and managing growth, but how do you keep an organisation innovative and resilient to disruption?
Having looked at growth through relatively traditional lines of strategy and finance, this module looks at more the complex aspect of organisational value through innovation. Using a lens that integrates innovation with change and creativity, the module transcends levels of analysis.
This module allows an inquiry to into, and work on, a project of choice aligned to personal professional development needs. All projects must explore an Issue, Situation, Challenge or Opportunity (‘ISCO’) that has a traceable link to organisational performance.
The project will build on a proposal and the process of ethical sign off.
Fees
There is no cost to do a higher or degree apprenticeship for the apprentice/student. They will earn at least the minimum wage for apprentices but many companies pay more than this, particularly for higher and degree apprenticeships.
They could potentially earn upwards of £3001 per week plus the employer and the government is required to pay the tuition fees, meaning the apprentice won't need a tuition fee loan.
1Information and statistics from GOV.UK
Entry requirements
- Applicants are required to be employed in a role that will enable them to engage in work activities that are relevant to developing the knowledge, skills and behaviours required to operate as a Chartered Manager.
- Individual employers will set the selection criteria for their Apprentices. Most candidates will have two A levels (or equivalent alternative relevant Level 3 qualifications), and English, Maths and ICT at Level 2. Relevant or prior experiential learning may also be considered as an alternative.
Evidence of the ability to successfully engage with reflective work-based learning based on pre-entry assessment.
Careers
Students are expected to further their career through the programme.
The Critical Action Learning allows the student to question for example, what judgement, emancipation and empowerment mean in terms of their relationship with improved organisational performance. They thus actively question what it means to learn to become, and to be, a better manager and a Senior Leader.
The assumption underlying the above is that as managing and leading are complex and contested phenomena, by being critical about them, students will indeed become better leaders and managers through enhanced scholarship. This tension held throughout the programme of - proving competence versus being an inevitably flawed manager - is key to their development as managers.
Further emphasis related to future careers involves juxtaposing high levels of interpersonal excellence and professional standards with being resilient and attending to personal well-being for long term career development.