The Kent MBA aims to transform you into a responsible business leader, who understands and can embed sustainable management practices for the advancement of local and global communities.
We combine rigorous business theory with relevant practical application, using:
• A Case study-based teaching method
• A European study tour
• Consultancy Week – working with businesses live on consulting projects
• Internships with high-profile, multinational corporations
Throughout the programme you engage with organisations, small, medium and large, regional to multinational, to test theories immediately in real-world situations. You will connect with strategic thinkers with commercial flair and global perspectives. The connections you make during this time will be with you for life.
The Kent MBA brings together creative minds and experienced managers who are keen to make a difference. Our intimate class size offers an environment fostering discussion and networking, led by internationally recognised scholars from around the world and by our network of successful and innovative practitioners.
You can develop an entrepreneurial outlook, an international perspective as well as a commitment to responsible management. You will also benefit from a range of value-added experiences, such as master classes and opportunities to study languages, that will allow you to develop into a leader who is ready for the next big challenge.
Attend an MBA Briefing
MBA Briefings are held regularly. We host up to four visitors per session, and we personalise the information you receive about the Kent MBA and how it may impact your career and indeed your life. We also give you advice on gaining ‘buy in’ from your employer. All briefing sessions are held at Kent Business School, Canterbury campus.
If you are interested in attending an MBA Briefing, please let us know. View dates and register.
You can also arrange a personal meeting with the MBA Programme Director, Professor Thanos Papadopoulos.
The Business School has a wide range of funding opportunities for postgraduate students, which include Scholarships, Bursaries, the Double Loyalty Scheme for University of Kent undergraduates and the KBS Early Bird Scheme. The Early Bird equates to a 10% discount on tuition fees.
For more information on funding available from the University of Kent, please visit the Student Funding page.
Kent Business School (KBS)
With over 25 years’ experience delivering business education, Kent Business School is ranked as a top 20 UK business school, both for the standard of our teaching and student satisfaction. Our portfolio of postgraduate programmes demonstrates the breadth and depth of our expertise. Academic research and links with global business inform our teaching, ensuring a curriculum that is relevant and current. We also hold a number of accreditations by professional bodies.
Studying at Kent Business School (KBS) gives you the opportunity to increase your employability with real-life case studies, a student council and a business society. We have strong links to local and national organisations providing opportunities for projects, internships and graduate placements. The School attracts many high-profile speakers from industry and last year included visits and lectures from staff of the Bank of England, BAE Systems, Barclays, Lloyds Insurance, Cummins, Delphi and Kent County Council.
The School currently has 60 PhD students, who form a dynamic and close-knit research community.
In the Research Excellence Framework (REF) 2014, we were placed 25th (out of 101 institutions) in the UK for research intensity in business and management studies and 98% of our research was judged to be of international quality. The School’s environment was judged to be conducive to supporting the development of research of international excellence.
The School was also ranked 24th for its breadth and depth of research across the whole community of research active staff by the Association of Business Schools.
The Kent MBA can be studied in one year of full-time study, or part-time over two to three years. As a part-time student you join current full-time students on one-week long programme modules. The course structure is based on the current curriculum and may change year to year in response to new developments and innovation. You are required to study a combination of compulsory and optional modules.
Compulsory modules: Introduction to Strategic Management, Strategic People Management, Accounting and Financial Management, Contemporary Issues in Strategic Management, International Business, Models for Decision Making, Leadership and Change, Operations Management, Marketing Analysis and Planning, The Fundamentals of Corporate Finance & Investment, Corporate Social Responsibility and Sustainability Management, MBA Business Report, MBA Management Skills and Career Development Report.
Optional modules: International Marketing, Entrepreneurship.
The course structure below provides a sample of the modules available for this programme. Most programmes require you to study a combination of compulsory and optional modules. You may also have the option to take ‘wild’ modules from other programmes offered by the University in order that you may explore other subject areas of interest to you or that may further enhance your employability.
The following modules are offered to our current students. This listing is based on the current curriculum and may change year to year in response to new curriculum developments and innovation:
|Possible modules may include||Credits||ECTS Credits|
|CB9062 - Leadership and Change||15||7.5|
This is a compulsory module for students registered on the MBA programme. Leadership can be defined as the capacity to influence people, by means of personal attributes and/or behaviours to achieve a
common goal. Leadership is not just about the qualities of an elite few, although the leadership skills of chief executives and their teams are of fundamental importance for organisations. Leadership and management is a highly contextual and contingent activity. Change is an essential and inevitable feature of organisational life. Change can affect entire economies and industries as well as individual organisations. Change management is effectively the implementation of corporate strategy, yet there is research evidence that there is a lack of change management capacity and capability within organisations in general.
This module aims to familiarise students with major contemporary research evidence on effective approaches to leadership and development practice. Particular approaches to leadership (transactional/transformational leadership, authentic leadership, power and influence), an understanding of management approaches, teaching and research focusing on the links between people management practices and positive organisational outcomes will be covered, alongside research highlighting major contemporary changes and developments in practice. There will also be discussions and debates in the specific fields of leadership, change management and leadership development. Contemporary topics such as ethical leadership, diversity and leadership (covering topics such as women leaders, multicultural leadership) and case studies on leadership in public and private sectors will be covered.
Students will be informed in HR matters such as managing others fairly and effectively, increasing levels of engagement, commitment, motivation and performance. Students will familiarise themselves with the various change management literature and relate them to organisational and HR strategies.
Students will demonstrate their learning and development through the development of a leadership and management plan relevant to their own career aspirations. This will be helpful to the MBA students who are typically mature and experienced managers and leaders who attend the MBA to learn and develop their career trajectory.
|CB9085 - Corporate Social Responsibility and Sustainability Management||15||7.5|
A synopsis of the curriculum
This module adopts the perspective of studying Corporate Social Responsibility (CSR) and sustainability management within the context of corporate strategy. Using lectures, case study illustrations and content analysis, practice-oriented class exercises and group presentations, the module's learning and teaching objectives are intended to provide students with a broad range of technical and general skills areas.
The module will provide students with an in-depth and critical understanding of CSR and will cover the follow topics:
* the evolution of CSR within the broader context of sustainability and global development and where it sits with corporate strategy discourse the manner in which social and environmental issues are incorporated into corporate strategy to fulfil sustainable development goals
* the theoretical concepts and models and the design of CSR and Sustainability Management analytical frameworks for the critical analysis of the integration of responsible business into core strategy and implementation in practice by organisations
* how sustainability in business activities can be evaluated using different tools and then communicated to stakeholders in the form of integrated reporting
* a critical understanding of wider issues of Business Ethics
|CB9088 - Models for Decision Making||15||7.5|
This module focusses on the nature and importance of business and management modelling in practice and looks at how to use modern quantitative techniques and tools to analyse managerial problems.
Topics may include:
* Analysing complex decisions: How to determine optimal strategies in situations involving several decision alternatives.
* The use of statistical models in practice such as forecasting and regression
* The applications of suitable management science models for Marketing, Finance and Production management, among others.
* Transportation and Networks Design: Transportation systems, Assignment problem, Shortest Route (e.g., ambulance service routing), Maximum Flow (e.g., shipping), Minimum Spanning Tree (computer/telephone networks).
* Managing Complex Projects: Planning large projects, Resource scheduling, Cost scheduling.
* Material management and inventory control (e.g., how much to order and when to order decisions). Modelling waiting lines in practice (e.g., commercial/transportation service systems).
|CB9089 - Introduction to Strategtic Management||0||0|
A synopsis of the curriculum
* Defining strategic management
* Process and content of strategic management
* Organizational goals, CSR and sustainability
* Determinants of strategy: external and internal environment
* Levels of strategy
* Functional areas and the link between business strategy and functional strategy
* Strategy implementation: Organisational structures and process
|CB941 - Strategic People Management||15||7.5|
A synopsis of the curriculum
The focus of the module is on the strategic aspects of managing people within an organisational context. Specifically, the module will focus on the following key topic areas:
* Human resource management, strategy, and corporate performance
* Managing and motivating individual and group performance
* Employee engagement, involvement and participation
* Managing diversity
* Employee resourcing
* Employee relations
* Job and work design
* Organisational design and development
* Individual development and careers
* Managing knowledge and talent in organisations
* Ethical and sustainable approaches to people management
|CB942 - Accounting and Financial Management||15||7.5|
A synopsis of the curriculum
The focus of the module is on the nature and purpose of accounting and its management interface within an organisational context. Specifically, the module will focus on the following key topic areas:
* Concepts underpinning accounting systems and financial statements
* The construction of the primary financial statements for any business entity
* The regulatory framework of financial reporting
* Corporate governance and the role of the stakeholders in the process
* The annual report and accounts of public limited companies
* The analysis and interpretation of financial statements including budgetary planning and cost control
* The impact of medium and long-term finance on the financial statements
* The management of long-term finance and risk
|CB943 - Operations Management||15||7.5|
The focus of the module is to look at the importance of customer orientation, its strategic and operational role in gaining competitive advantage together with the interrelationship between operations and marketing. The module will focus on the following key topics:
The management of processes in:
Key processes in operations management, including:
* Fitting operations into the organisation's strategy
* Competing through operations
* Process design and analysis
* Supply network design
* Capacity management
* Quality Improvement towards excellence
* Project management
* The application of information technology in operations
|CB944 - Marketing Analysis and Planning||15||7.5|
Topics in this module will include:
A Marketing Orientation and Identifying Marketing Opportunities
Understanding Customers and Competitors
Product and Brand Management
Channels of Distribution
Communicating with Customers
Marketing Strategy and Planning
|CB945 - Contemporary Issues in Strategic Management||15||7.5|
The aims of the module are:
To review critically current theories and frameworks of strategic management.
To apply these approaches to a variety of organisations, industry contexts and markets.
To examine the relevance of strategic management thinking to practitioners.
The module content will include:
Part One: Core Theory
Strategy process and strategic objectives
Determinants of strategy external and internal environment
Business level strategy
Corporate level strategy
Part Two: Global level strategies
Defining global strategy
Determinants of global level strategy external and internal environment
Part Three: Strategy Implementation and Development
Strategic control and leadership
|CB946 - International Business||15||7.5|
The aims of the module are:
To analyse the complexity and diversity of the international business environment.
To evaluate major trade and foreign direct investment theories and concepts.
To investigate the modern multinational enterprise, its evolution and investigate the subsidiary mandates.
To offer practical solutions and policy design to the problems faced by the international business community.
The module content will include:
Introduction - The Global Environment
International Trade and Foreign Direct Investment Theories
Location, Risk Analysis and Multinational Enterprises
Gaining Global Competitiveness
Global Finance - Integration in Global Markets
Cross Cultural Management
Technology and Innovation in International Business
Corporate Social Responsibility and International Business
Multinational Enterprises and Economic Development
Foreign Direct Investment and Governments
|CB964 - The Fundamentals of Corporate Finance & Investment||15||7.5|
The study of finance concerns investment, financing and distribution decisions. This module considers some fundamentals of these aspects from the perspective of a management environment. It begins by considering the impact of risk on investment appraisal. This theme is continued with the analysis of possible diversification via Portfolio Theory which is then further developed to the consideration of a Pricing Model.
The financing of an investment opportunity can significantly influence its viability and future potential. Students will consider the characteristics of and some valuation approaches to various sources of finance. In addition, participants will be introduced to the Capital Structure debate and its implications for management decision-making.
The module provides understanding of the financial market environment in which companies operate. Various aspects of the efficiency of financial markets and some of the implications thereof are investigated. Students are made aware of and will contribute to the consideration of problems faced by corporations when operating within a stock market. The module further develops analytical skills via the application of valuation models to a range of finance sources.
|CB9099 - Delivering Innovation||15||7.5|
A synopsis of the curriculum
* Defining & Managing Innovation:
* Key concepts and approaches, established models and new forms of innovation
* Process and content of innovation management in different sectors
* Determinants of innovation, internal and external environment, the emergence of external actors (e.g., users, on-line communities or the 'crowd')
* Organisational goals and the management of innovation in concert with external actors
* Innovation implementation with internal and external actors - structures and processes
* Reflecting on and learning from implementing an innovation project: The reflective practitioner; tools and techniques for reflection (e.g., Kolb's learning cycle; Smyth's four-phase model)
* Delivering Innovation:
* Researching and preparing a project implementation plan as a capstone experience, requiring students to take a holistic perspective of their current studies as well as past business practice
* Critically reflecting on the project implementation plan.
|CB887 - Entrepreneurship||15||7.5|
This module seeks to explore the emergence and development of the discourse of enterprise and entrepreneurship over the past three decades and its impact on entrepreneurial behaviour. Developing an understanding of the enterprise discourse, provides individuals with access to a range of entrepreneurial resources which individuals/teams can draw on when setting up a business or working within large public and private organisations.
Issues explored include:
The development of enterprise and entrepreneurship
Entrepreneurs as unique individuals
Identifying entrepreneurial opportunities
Small business as an enterprise unit
|CB9039 - MBA Business Report||30||15|
The module content will include the following core skills:
Preparing a report.
Literature searching including the collection and referencing of data.
Writing skills appropriate for a senior manager.
Career and personal development planning.
Teaching and Assessment
The programme involves a taught and a project component. The taught programme is assessed by a mixture of coursework assignments throughout the year, and by examinations in January and May/June.
You must complete two reports, to apply the techniques and insights you have learned to a business scenario.
This programme aims to:
- educate individuals as managers to improve the quality of management as a profession
- provide career development opportunities for those with management experience, enhancing your business knowledge and understanding and professional competence
- add value to a first degree, by developing an understanding and integrated and critical awareness of management and organisations, and assisting students in taking effective roles within them
- develop your knowledge and understanding of organisations, the external context in which they operate and how they are managed
- give you a range of cognitive, critical and intellectual skills, research skills and relevant personal and interpersonal skills
- enable you to set and prioritise objectives, prepare, implement and monitor plans for the achievement of corporate objectives in the light of available and required resources
- provide you with teaching and learning opportunities that are informed by high quality research and scholarship
- bring scholarly and critical insights to bear on the subjects, activities and processes associated with the management of organisations
- provide business education, the value and relevance of which is acknowledged via accreditation by AMBA, and future accreditation by EQUIS and AACSB
- support national and regional economic success via the development opportunities offered by the programme, including those related to an understanding of international business practices
- build on the close ties of the University with European institutions and elsewhere internationally
- enhance the quality of applicants to Kent Business School programmes, both from the UK and overseas.
Knowledge and understanding
You will gain knowledge and understanding of:
- the impact of contextual forces on organisations including: legal systems; ethical, economic, environmental, social and technological change issues; international developments; corporate governance
- markets and customers: the development and operation of markets for resources, goods and services; expectations of customers and equivalent stakeholders; service and orientation
- the concepts, processes and institutions in the production and marketing of goods and/or services; the management of resources and operations
- the financing of the business enterprise or other forms of organisations; sources, uses and management of finance; use of accounting for managerial and financial reporting applications
- the management and development of people within organisations; organisational theory, behaviour; industrial/employee relations, HRM, change management
- the uses and limitations of a range of research methods/techniques, both qualitative and quantitative, and an understanding of their strengths and weaknesses for providing information and evaluating options in an uncertain organisational environment
- the development, management and exploitation of information systems and their impact on organisations
- the use of relevant communication and information technologies for application in business and management within a global knowledge-based economy
- the development of appropriate business policies and strategies within a changing context to meet stakeholder interests
- a range of contemporary and pervasive issues which may change over time. Illustrative examples include: innovation, creativity and enterprise, e-commerce, knowledge management, sustainability, business ethics, values and norms, globalisation.
You develop intellectual skills in:
- critical thinking and creativity; managing creative processes in self and others; organising thoughts; analysis, synthesis, critical appraisal - this includes the capability to identify assumptions, evaluate statements in terms of evidence, detect false logic or reasoning, identify implicit values, define terms adequately and generalise appropriately
- learning through reflection on practice and experience
- selecting, organising, developing and synthesising complex material
- analysing problems and identifying appropriate solutions
- planning, working and studying independently and using resources in a way which reflects best current practice and anticipated future practice
- communicating and co-ordinating (or eventually leading) a team of multifunctional specialists.
You gain subject-specific skills in:
- problem solving and decision making; establishing criteria; using appropriate decision techniques including identifying, formulating and solving business problems; the ability to create, identify and evaluate options; the ability to implement and review decisions
- numeracy and quantitative skills including the use of models of business situations; qualitative research skills
- leadership and performance management: selecting appropriate leadership style for situations; setting targets, motivating, monitoring performance, coaching, mentoring continuous improvement
- ethical and value management: recognising ethical situations, applying ethical and organisational values to situations and choices
- conducting research into business and management issues
- appreciation of the role of senior management in any of the key functional areas of organisations and a potential ability to take on such a role within business
- identifying, finding, recording, organising and manipulating knowledge relevant to the development and management of organisations
- identifying and deploying relevant resources for the achievement of organisational objectives
- initiating and managing change by developing an awareness of threats, perception of opportunities and readiness to reconsider current practice rather than simply repeating past patterns.
You will gain the following transferable skills:
- information and knowledge; scanning and organising data; abstracting meaning from information and sharing knowledge
- effective use of Information and Communication Technology
- two-way communication: listening, negotiating and persuading or influencing others; oral and written communication, using a range of media, including the preparation of business reports
- personal effectiveness: self-awareness and self-management; time management; sensitivity to diversity in people and in different situations; the ability to continue learning
- effective performance within a team environment and the ability to recognise and utilise others’ contributions in group processes; team selection, delegation, development and management.
We maintain close links with the corporate world and are committed to giving our students wide-ranging experiences across the spectrum of small, medium and large organisations in both the private and public sectors.
Corporates have direct access to our students through our case study programmes, internships, consultancies, guest lectures and executive in-residence sessions. Our effective corporate relationships guarantee you valuable exposure to the business world and provide organisations with the opportunity to work with and recruit talented future leaders.
We provide you with recruitment events, such as corporate presentations and on-campus interviews, actively supported by a robust platform of career-focused skills development throughout the programme.
Our specialist advisers deliver workshops throughout the academic year and provide individual support to guide you in your post-MBA career path. Workshops and clinics are supported by sessions on negotiation skills, leadership and how to market yourself effectively. Networking is facilitated by alumni, internships or student projects, Consultancy Week, Brussels and Paris workshops and other events delivered throughout the year.
The Kent MBA programme is accredited by The Association of MBAs (AMBA), the international impartial authority on postgraduate business education. An accreditation with AMBA is a global standard for MBA programmes in 70 countries.
Kent Business School is also a member of the European Foundation for Management Development (EFMD) and the Chartered Association of Business Schools (CABS). In addition, KBS have accreditations with The Chartered Institute of Personnel and Development (CIPD) and The Chartered Institute of Logistics and Transport (CILT).
KBS is a signatory of the United Nation's Principles for Responsible Management Education (PRME), which provides a global network for academic institutions to advance corporate sustainability and social responsibility.
Kent Business School currently occupies a purpose-designed building consisting of executive learning facilities with wireless provision throughout. Each postgraduate student is assigned a specific member of academic staff who acts as your first point of contact throughout your studies. There is a lively postgraduate community at the School, with plenty of space to relax and interact with your fellow students and our academic staff.
On the Canterbury Campus, Kent Business School will soon be moving into a new academic building, known as The Sibson Building, a vibrant new campus destination.New academic facilities and social spaces for Kent Business School at Medway have also recently opened. The Sail and Colour Loft features six seminar rooms, a group learning room, a computer suite, quiet study areas, student social spaces and a special reference collection of core text books. Kent’s libraries offer over a million books, periodicals and journals, and we have subject-specific librarians to help you secure access to the information you need.
We also offer excellent teaching facilities with tailor-made specialist resources. Postgraduate students can access a range of specialist software packages used in quantitative analysis and in finance. Most academic schools have specific study areas for postgraduates and there is also a general postgraduate common room with work area.
An international focus
Kent Business School has more than 60 internationally recognised academics from 22 different countries. Most of our teaching faculty are involved with researching the latest issues in business and management, working with organisations to provide new insight for business leaders and policymakers. Their knowledge and findings feed into the programmes to ensure they are both cutting-edge and globally relevant.
Kent Business School has close links with: ifs (Institute of Financial Services); dunnhumby, who partners the Consumer Insight Service in the Centre for Value Chain Research; Hong Kong Baptist University, with whom we offer a joint Master’s programme in Operational Research and Finance Business Statistics; University of Castellanza (Italy); Audencia Nantes Business School (France); Aarhus School of Business and Social Sciences (Denmark); Universiti Teknologi Malaysia; University of Ingolstadt, Bayern (Germany); City University of Hong Kong; Renmin University of China, School of Business.
Dynamic publishing culture
Staff publish regularly and widely in journals, conference proceedings and books. Among others, they have recently contributed to: Journal of International Financial Markets, Institutions and Money; International Journal of Finance & Economics; Journal of Banking and Finance; European Journal of Operational Research; Review of Quantitative Finance and Accounting; Journal of Economic Dynamics and Control; European Journal of Finance; Journal of Asset Management; International Review of Financial Analysis.
Global Skills Award
All students registered for a taught Master's programme are eligible to apply for a place on our Global Skills Award Programme. The programme is designed to broaden your understanding of global issues and current affairs as well as to develop personal skills which will enhance your employability.
Students who wish to apply for a higher degree should have a good honours degree from the UK or equivalent internationally recognised qualification. Consideration will be given to those applicants holding a good second class honours degree. A minimum of three years’ relevant managerial work experience is also required.
Applicants without an honours degree may also be considered on the basis of work experience, professional qualifications and the relevance of the programme to their current professional role.
An individual interview with the Programme Director will form part of the selection process.
All applicants are considered on an individual basis and additional qualifications, and professional qualifications and experience will also be taken into account when considering applications.
Please see our International Student website for entry requirements by country and other relevant information for your country.
Meet our staff in your country
For more advise about applying to Kent, you can meet our staff at a range of international events.
English language entry requirements
For detailed information see our English language requirements web pages.
Please note that if you are required to meet an English language condition, we offer a number of pre-sessional courses in English for Academic Purposes through Kent International Pathways.
Research activities at Kent Business School are broadly organised into six areas;
- Management Science
- People, Management and Organisation
- Strategy and International Business
Our Accounting group has an international reputation for its research on public sector critical accounting and accounting history. Recent topics include privatisation, health and New Public Management.
The Finance group addresses academically interesting and practical contemporary issues in finance and banking. Staff pursue research in several areas, including: derivatives pricing and risk management; financial econometrics; international banking; financial regulation; corporate finance; asset pricing and real-estate modelling.
Our Management Science group covers a wide range of research areas in Operational Research and Systems Thinking. These include research in the area of logistics including green logistics and network security with a special emphasis on the innovative design and analysis of heuristic and exact optimisation, DEA, operation management, multi-variate analysis, biometrics, multi-methodology and Soft OR/Systems. The group is now a member of NATCOR.
Research in our Marketing group cuts across four main domains including, marketing strategy and performance; product development and innovation; buyer behaviour; and the management of supply (value) chains and market delivery systems. Projects cover a wide range of themes ranging from the marketing department’s influence on organisational performance, determinants of marketing innovation, brand and product development success, and pricing, advertising and distribution effectiveness, to marketing information/decision-support systems utilisation, value co-creation by open innovation, and consumer evaluation and processing of product communications.
Research in our People, Management and Organisation group examines themes in the areas of employment relations, human resource management, organisational behaviour and leadership. The group covers a wide range of research, including employment relationships, the role of social partners, the effects of skills, technology and culture on the world of work, employee engagement, and the role of leadership.
Research in our Strategy and International Business group focuses on strategic alliances, non-market strategies, performance management, business in emerging economies, international strategy, management of multinational enterprises and corporate social responsibility.
For more information, see our Applied Research Centres:
- Centre for Tourism in Islands and Coastal Areas
- Anglo-Chinese Business and Management Centre
- Centre for Logistics and Heuristic Optimisation
- Centre for Employment, Competitiveness and Growth
- Centre for Quantitative Finance
- Centre for Value Chain Research
For further information see the Kent Business School website.
Staff research interests
Full details of staff research interests can be found on the School's website.
Dr Xuemei Bian: Senior Lecturer in Marketing
Consumer studies; consumption behaviour (cognitive process and emotional process); branding and brand management.View Profile
Dr Gavin Dick: Senior Lecturer in Operations Management
Organisation commitment; management support; bullying; police; ISO9000; ISO9001; business performance; attribution; causation; quality management in higher education.View Profile
Dr Fragkiskos Filippaios: Reader in International Business
Multinationals; foreign direct investment; culture; cultural distance; performance; political and civil liberties; roles of subsidiaries; technology.View Profile
Dr Marian Garcia: Reader in Agri-Environmental Economics
Crowdsourcing; open innovation; online communities; co-creation; value creation; food industry; innovation performance; customer-valuefocused innovation.View Profile
Dr Suraksha Gupta: Senior Lecturer in Marketing
Corporate Brand Management, Reseller Network, Relationship Marketing, Business Sustainability, Bottom of the PyramidView Profile
Professor John Mingers: Professor of Operational Research and Systems
Multimethodology; pluralism; critical realism; ethics; Habermas systems; SSM; soft systems; Bhaskar semiotics; bibliometrics; h-index; citations; journal ranking.View Profile
Professor Alex Mohr: Professor of Strategy and International Business
Enterprises (MNEs); alliances; joint ventures; political strategies; international human resource management (IHRM); trust; expatriates; social capital.View Profile
Dr Jesse O'Hanley: Senior Lecturer in Environmental Systems Management
Integer programming; heuristic algorithms; facility location; biodiversity conservation; natural resource management; fish passage; species distribution modelling; climate change impacts; nature reserve selection.View Profile
Mrs Angela Ransley: Senior Lecturer in Accounting and Finance
Financial management; The role of management accounting in decision making; Structures of corporate finance; Financial markets.View Profile
Mr Fred Ryder: Lecturer in Accounting
Professor Said Salhi: Professor of Management Science and Operational Research
Logistics; routing problems; location problems; heuristics; optimisation.View Profile
Dr Niaz Ahmed Wassan: Reader in Management Science
Vehicle Routing and its Variants; Supply Chain Management; Classical Heuristics and Meta-heuristics Optimisation; Tabu Search (Reactive Tabu and Adaptive Memory Programming); Variable Neighbourhood Search; Simulated Annealing, Genetic Algorithms; Hybrid heuristic methods.View Profile
Dr Pamela Yeow: Senior Lecturer in Management
The role of trust (and trust repair) and communication in managing change effectively, and how communities of practice work in reality.View Profile
The 2017/18 annual tuition fees for this programme are:
|Master of Business Administration - MBA at Canterbury:|
For students continuing on this programme fees will increase year on year by no more than RPI + 3% in each academic year of study except where regulated.*
The University will assess your fee status as part of the application process. If you are uncertain about your fee status you may wish to seek advice from UKCISA before applying.