Chartered Manager - BSc (Hons)

Course structure

Duration: 4 years

This four-year part-time programme comprises 360 credits upon successful completion of the course.

Stage 1 - Year One: 105 credits

Core modules

• CB377 Global Business Environment (15 credits at Level 4)
• CB378 Introduction to Statistics for Business (15 credits at Level 4)
• CB379 Business Skills and Employability (15 credits at Level 4)
• CB380 Introduction to Management (15 credits at Level 4)
• CB381 Introduction to Marketing (15 credits at Level 4)
• CB382 Business Analysis Tools (15 credits at Level 4)
• CB383 Financial Accounting, Reporting and Analysis (15 credits at Level 4)

Stage 2 – Year Two: 75 credits

Core modules

• EC317 Micro-Economics for Business (15 credits at Level 4)
• CB5011 Human Resource Management (15 credits at Level 5)
• CB676 Strategy Analysis and Tools (15 credits at Level 5)
• CB750 Project Management (15 credits at Level 5)
• CB756 Digital Information Systems: a Management Perspective (15 credits at Level 5)

Stage 2 – Year Three: 90 credits

Core modules

• CB612 New Enterprise Development (15 credits at Level 5)
• CB733 Business Ethics and Sustainability Management (15 credits at Level 5)
• CB744 Creativity, Innovation and Organisation (15 credits at Level 5)
• CB757 Research and Consultancy Methods (15 credits at Level 5)
• CB514 Operations Management (15 credits at Level 6)
• CB679 Corporate and Business Strategy (CB676 pre-requisite) (15 credits at Level 6)

Stage 3 – Year Four: 90 credits

Core modules

• CB6003 Leadership and Management Development (15 credits at Level 6)
• CB6004 Employee Performance Management (15 credits at Level 6)
• CB613 Entrepreneurship (15 credits at Level 6)
• CB678 Contemporary Management Challenges (15 credits at Level 6)
• CB755 Business/Consultancy Project (30 credits at Level 6)

Teaching and assessment

Acquisition of outcomes is achieved primarily through use of e-learning materials via the university's e-learning platform Moodle. Theoretical content in the form of storyboards; video; links to related reading; and activities with feedback provided. The emphasis of the programme is to link the knowledge and learning to work-based learning and employment wherever possible.

This includes practical skills but also broader skills including: numeracy; IT and communication. Practical experience in the workplace is essential to develop and enhance these skills. Blocks of face to face teaching are used to provide more "hands-on" techniques/skills that are not available at work or locally.

A number of methods are used for both formative and summative assessment including: practical tests or assessment at the University or in the workplace; reports or other documents; computer-based assignments; oral plus written presentations and project plans.

Formative assessment includes: progress tests; reports; short essays; and presentations.  Progress and attainment of learning outcomes are determined by a variety of summative assessments including: unseen written examinations (three times a year in the workplace), some as Multiple Choice Questions (MCQ’s); essays; written exams; and presentations.

Contact hours

For a student studying full time, each academic year of the programme will comprise 1200 learning hours which include both direct contact hours and private study hours.  The precise breakdown of hours will be subject dependent and will vary according to modules.  Please refer to the individual module details under Course Structure.

Methods of assessment will vary according to subject specialism and individual modules.  Please refer to the individual module details under Course Structure.

Programme aims

The programme is more ambitious in scope than a traditional business programme, aiming to develop a new kind of business professional for the 21^st century, as mindful of their social responsibilities to the community as well as to the needs of their investors, shareholders or employers. In the digital age of pervasive social media, this is a commercial as well as an ethical imperative, and one with which students on the programme will be fully acquainted.

The aim of the course is to produce learners who understand the role and interrelationship between strategic management, human resource management and operations management, including performance management, quality management, supply chain management and logistics in the delivery of goods and services and who can effectively pursue operational line management positions in a range of diverse organisations. 

Learners will have an appreciation of the global challenges facing managers from both an operational and a strategic perspective and will be sensitive to the need for mainstreaming of business ethics and corporate social responsibility into management policy and practice. They develop their leadership skills in relation to decision making, problem solving, team working, negotiation, employee performance management and are also be sensitive to issues relating to cultural/inter-cultural diversity and equality.

The programme syllabus is guided by the QAA’s Business and Management Subject Benchmark Statement (Feb 2015) as well as the Leadership and Management Standards (2015) endorsed by the Chartered Management Institute (CMI).

Learning outcomes

Knowledge and understanding

• The impact of external factors on key strategic decisions relating to the performance and competitiveness of business operations in a global and local context.
  
• Key theories and research on effective leadership and management development, including cross-cultural challenges of managing in an international context.
• The main theories, frameworks and practices relating to employee performance management.
• A range of theories, models, frameworks and research directed at improving operational performance in relation to customer satisfaction, supply chain management, sustainability and business excellence.
• Approaches to fostering innovative, enterprising and creative business solutions in organisations and the digital age.
• Research and consultancy methodologies appropriate to the analysis and evaluation of business management problems.

Intellectual skills

• Evaluate the importance of subject specific facts, theories, paradigms, principles and concepts in relation to their ability to explain and solve problems.
  
• Assess and critically evaluate evidence with detailed reference to methodology and the source of data.
• Critically analyse the strengths and weaknesses of the analytical techniques employed in empirical data.
• Analyse and synthesise information and then present a structured and evidential reinterpretation of the information which can be used to give an insight into issues relevant to a business and management context.
• Have the capacity to develop a reasoned and well-structured argument that challenges underlying assumptions.
• Reflect critically upon own learning and continuing professional development.

Subject-specific skills

• Manage people effectively demonstrating team building and leadership skills as well as sensitivity to inter-cultural issues.
• Demonstrate competence in analysis and interpretation of business performance data.
• Use information technology to record and communicate business data in a logical and accurate manner.
• Select and apply a range of appropriate quantitative and qualitative methods to investigate business problems.
• Employ a range of techniques associating with managing and improving organisational performance in the digital age. 

Transferable skills

• Work and learn independently, exercising initiative, self-discipline and responsibility for personal development.
• Plan and execute a sustained piece of independent work to a set time frame.
• Take a creative, innovative and adaptable approach to change.
• Demonstrate professional interpersonal communications and networking skills.
• Work effectively in teams, demonstrating leadership skills.
• Exercise ethical risk-taking and decision making.

Careers

 A Chartered Manager is someone who can take responsibility for people, projects, operations and/or services to deliver long term organisational success, with the professional recognition of their ability to deliver impact, behave ethically and demonstrate their commitment to continual learning and development.

Occupation /Profile: Professional managers in the private, public or third sector and all sizes of organisation. Specific job roles may include: Manager; Senior Manager; Head of Department; Operations Manager; or anyone with significant management responsibilities.

• Professional managers capable of managing complexity and delivering impact at a strategic and/or operational level with management and leadership responsibility for setting and delivering organisational objectives through a wide range of functions. 
• Professional managers who want to develop fully all aspects of their management and leadership skills, knowledge, self-awareness and behaviours. These include strategic decision making, setting direction and achieving results, building and leading teams, clear communication, developing skills and motivating others, fostering inclusive and ethical cultures, leading change, project management, financial management, innovation, risk management, & developing stakeholder relationships. 

Professional recognition

Successful apprentices will become chartered Members of the Chartered Management Institute (CMgr MCMI).