MSc Engineering Business Management

Engineering Business Management (EBM) Become a professional manager with a broad understanding of manufacturing, engineering and business functions. Designed For Our MSc in Engineering Business Management is designed for those who want to become managers and leaders in technology-based businesses. It is suitable for those with work experience as well as those with little or no background in business.

We will Provide you with A broad education in management and business with the analytical tools and techniques so that you can improve internal and external operations as well as the processes and technologies used by engineering businesses. You will develop skills in the research, analysis and evaluation of complex business problems and gain a methodical approach to problem solving and decision making.

Course Modules Core Business Modules

Core Operations/Technology Modules

Financial Analysis & Control Systems

Logistics & Operations Management

Strategic Marketing

Project Planning Management & Control

Organisations, People & Performance

Operations Strategy For Industry Product Design & Development Management Quality, Reliability & Maintenance Manufacturing Technology*

* Compulsory for students with a non-engineering background If you can gain exemption from some of the core modules because of prior experience or qualifications, then you may choose more electives.

Elective Modules Up to two elective modules from the list of elective modules can be chosen subject to availability. For Engineering Business Management, you will usually be expected to take the ten Core and Specialist Course modules listed above.

Project

The project is worth 50% of the final grade and supports you in developing your personal research skills. For Engineering Business Management the project can be related to the management of companies in a number of different industrial sectors and can address many different aspects of business management such as operational, financial, human resource, supply chain or strategic management issues.

Learning Style Taught material is a blend of formal lectures, seminars and practical exercises and case studies to encourage teamwork and practical grounding of the material. Module leaders are experts in their fields and are supported by external speakers working in organisations at the forefront of their fields.

After You Graduate Graduates can expect to be employed as leaders of business development, manufacturing, quality assurance, human resources or customer service in a wide variety of manufacturing or service organisations, particularly where technology plays a significant part in business success.

Contact Us Admissions Office, [email protected], +44 (0)24 7657 2955

"There was always support there when I needed it. The teaching staff were excellent and brought each subject I studied to life. Also, I enjoyed the way the course focused on the practical rather than just theoretical. Everything made sense as I could see how subjects related to real world business

Financial Analysis and Control Systems Introduction This core module is the first of two finance modules. It provides an understanding of the main accounting statements together with an awareness of basic accounting principles, terminology and techniques, so that participants can interpret financial reports and interpret financial information. An introduction to management accounting practices as an aid to effective operational financial planning and control is also included.

Objectives: On completion, the participant will be capable of: 1. Building and interpreting a financial model for a business. 2. Differentiating between profit and cash and the impact on business and operational activities. 3. Planning and evaluating capital and revenue expenditure. 4. Reading and interpreting financial reports, including published accounts. 5. Applying and interpreting financial ratios to internal and external accounting information. 6. Understanding the principles and management implications of alternative costing methodologies. 7. Planning, budgetary control, accountability and responsibility for financial performance.

Contents: 1. Control of Business Resources. 2. Financial Reports. • The Balance Sheet. • Assessment and Reporting of Profit. • Cash Flow Statements. 3. Structured Approach to Ratio Analysis. 4. Cash Flow - Its Control and Implications to the Business. 5. Profit/Volume Relationships and the Calculation and Interpretation of Performance Indicators. 6. Costing and Techniques to Ascertain, Recover and Control Costs. 7. Activity Based Costing. 8. Budgetary Control Systems and Techniques. 9. Capital Expenditure Evaluation and Financial Evaluation of Projects. 10. Annual Report and Accounts.

Mode of delivery: Please note that depending on Programme the mode of delivery may vary.

Organisations, People and Performance INTRODUCTION This module is intended to provide a knowledge and understanding of the importance of strategic management of the people resource in organisations and how this relates to the wider organisational context and business strategy. It is based on the premise that people are the key and most important resource in the organisation and translate other resources into added value. It explores all elements of successful and effective people management practice. It is a generic module and therefore is applicable across a range of courses. Relevance is achieved through case studies, relevant examples and reading material. Organisations achieve their objectives through people. The strategic and operational management of people is a crucial concern therefore for any organisation and its leaders and managers who are keen to succeed as more complex business models and organisation structures emerge. Understanding how to gain the motivation and commitment of an organisations most important resource is crucial for modern leaders and managers as they shape and reshape organisations to meet business need. Technical and analytical expertise are no longer enough and this module reinforces the message that people management is a strategic issue. At a practical level it equips students with knowledge and appreciation of a broad range of core concepts, theories and models as a toolkit of understanding and analysis to aid them in facing the challenge and complexity of leadership in modern rapidly changing organisations.

OBJECTIVES On completion of this module, successful participants will be able to: Apply the principles of Strategic human resource management contingently within a business context and critically evaluate a range of HR strategic approaches Utilise a knowledge of principles and philosophies that underlie an integrated and holistic approach to people management practice as it relates to the achievement of effective performance at both organisational and individual level Understand organisational culture and structure and analyse and evaluate its importance in determining employee behaviour Compare and contrast and apply theories of organisational behaviour and psychological theories in order to evaluate their potential contribution to people management practice Recognise the importance of their future contribution and role as leaders as they manage themselves and others to reach their full potential

CONTENTS The external environment and its implications for business strategy and HR strategy Global changes in the world of work and the employment relationship The culture and structures of organisations and work organisation and job design Understanding individuals: motivation, commitment and the psychological contract

Interaction in organisations; power, conflict, team and group working Managing performance: recruitment and selection, learning, training and development, Performance measurement and feedback, reward and recognition Diversity management HR strategy and policy deployment Future perspectives and issues in people management

DURATION 5 days

METHOD OF ASSESSMENT In-class activities and Post module assignment

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Page contact: John Waller

Last revised: Thu 31 May 2012

Strategic Marketing INTRODUCTION Uncertainty and competition have increased significantly and effective marketing is essential for survival and prosperity. Everyone in the organisation contributes to marketing and this course module introduces the marketing concept as a philosophy of business management and considers the techniques and strategies available to the marketing practitioner.

OBJECTIVES On completion, participants will be capable of: Understanding the fundamentals of marketing. Recognising the special characteristics of Consumer, Industrial, Governmental and International marketing and selling. Understanding the interplay of marketing mix variables. Appreciating how information technology can enhance marketing plans. Applying the concepts to develop strategic marketing plans. Examine developments in marketing with regard to e-business

CONTENTS The concept and importance of marketing. The marketing system. The marketing environment. Segmentation - Targeting and Positioning Market types - Consumer, Industrial, Service & Public Sector, International & Export. Marketing research and analysis. Secondary & primary data. Managing the marketing mix Product - Product policy and innovation. Product life cycle. Price - Price decisions, price strategies. Place - Channel choices & network. Push and pull. Physical distribution systems. Promotion - Corporate image, advertising, market communication, and selling. Impact of Information Technology and e-business on marketing. Strategic market planning Basis - Analysing market opportunities and assessing company capabilities. Competitor analysis and co-operation. Methods - Portfolio analysis. Market attractiveness and business position assessment. Management - The planning cycle and the marketing management process. International Marketing - strategy and globalisation The marketing game - Integration of most of the above topics via a simulation of a competitive business environment.

DURATION 5 Days

Logistics and Operations Management Introduction In today's global environment there is a growing realisation that everyone, everywhere has access to the same underlying elements, including hardware, software and technology. It is the management of these underlying elements which offers the greatest potential for developing a competitive advantage. Consequently logistics and operations management is critical to the success of an engineering company and is often referred to today as the supply chain management process which encompasses all operations from the extraction of raw material, through manufacture to the recycling of products at the end of their life. Logistics is recognised as a key function in meeting market requirements quickly, flexibly and without incurring punitive inventory costs. This must involve the management of external companies supplying materials or services to the company as well as the management of operations within the company.

Objectives On completion, participants will be capable of: Specifying the role and goal of the Logistics function within a company. Using the basic tools and techniques to plan and improve all aspects of the supply chain. Describing the control systems that can be used for operations management in a wide variety of environments.

Contents Relationship of Logistics and Operations Management strategy with: Overall business strategy Manufacturing strategy Make/buy policy Manufacturing environment (make to order/ make to stock, job/batch/line/flow production) Theory & principles of supply chain management Basic planning & control techniques: Forecasting demand Essentials of Industrial Engineering Capacity management Scheduling and sequencing Inventory management Planning & control systems and methodologies (Material Requirements Planning, Manufacturing Resource Planning, Optimised Production Technology, Just In Time) Measuring performance in Logistics and Operations Management

Operations Strategy for Industry Introduction The existence of a properly formulated and explicit strategy is essential to ensure the development and success of the business. In industrial companies, the operations strategy is a key element. Every company is in a unique and dynamic situation offering products and services with different order winning criteria. Consequently the philosophy of this module is to present a variety of frameworks, methods and examples of how operations strategy can be formulated and implemented in manufacturing and related industries.

Objectives On completion, the participant will be: Define Operations Strategy and its importance in an industrial business. Explain how Operations Strategy integrates, aligns and interacts with other company strategies. Describe the impact of Operations Strategy at different levels within the organisation. Recognise the need to measure the performance of the operations strategy and identify suitable areas for measurement. Discuss and give examples of how Operations Strategy can be formulated. Appraise and question different companies’ operations strategies and draw conclusions from the information. Select appropriate practices for implementing Operations Strategy in different environments. Apply some of the tools and techniques learnt to case study material.

Contents Evolution of manufacturing and the journey to World Class. Integration of operations strategy with business strategy. Operations strategy formulation processes. Tools & techniques for operations strategy decisions. Outsourcing strategy. International manufacturing/operations. Designing business processes. Performance measurement in an operations environment. Implementation issues. Practical examples of strategy formulation. Academic and company case studies.

Duration 5 Days

Product Design and Development Management INTRODUCTION Innovation and introduction of new products to the market is one of the fundamental processes in industry. Design and development and introduction of new products is hence the key to renewal and regeneration of industry and the long term competitiveness and survival of manufacturing companies. Intensification of competition, rapidly changing technologies and shorter product life cycles, require an integrated approach to management of product development in order to create better quality products with enhanced capabilities, at attractive prices with compressed time to market cycles. Today customers often buy products without making a conscious distinction between tangible product, service or brand. This module concentrates on the management of the processes of product design, development, and introduction as an integrated whole from ideas and concept stage to customer, and in service.

OBJECTIVES Upon completion participants will be capable of: Identifying and defining the role of product design and development process in manufacturing industry. Defining the components of product design and development processes and their relationships from concept to customer. Defining the design management process and how innovation can be successfully brought to the market place to satisfy customers in an effective manner. Undertaking a methodical approach to the management of product development. Differentiating between the important methods, technologies, latest trends, tools and techniques of product design and development and how they can be effectively utilised.

CONTENTS Product development process Effective Design Management Lean New Product Introduction The relationship of tangible product and brand Management of creativity Concurrent Engineering Organisation for effective product design and development Design protection and intellectual property rights Case study Tools, Techniques, and Technologies including; Concept generation and Selection

Design for Assembly/Manufacture Life Cycle Costing and Design to Cost Design Validation Industrial Experiences User / Customer View Innovative Products

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Page contact: Mairi MacIntyre

Last revised: Thu 31 May 2012

Project Planning, Management and Control INTRODUCTION This course module establishes the fundamental principles and techniques of Project Management. It treats the management of “projects” in the widest context of a business activity with specific limited objectives and timescale. It provides an appreciation of the issues and current techniques for successful project planning and control, including the selection and motivation of project teams.

OBJECTIVES On completion, participants will be capable of: Understanding the requirements for managing and contributing to projects effectively. Understand the scope and application of appropriate techniques. Contributing to the formulation and management of project teams from start to finish.

CONTENTS Understanding Project Teams. Projects within the Company Organisation. Project Planning Techniques. Cost Planning and Cost Control. Project Risk Management Project Management Exercise Project Case Material

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Page contact: Kevin Fielding

Last revised: Thu 31 May 2012

Quality, Reliability and Maintenance Introduction This course module treats quality, reliability and maintenance as integral parts of manufacturing, showing how philosophies, systems, employee involvement, techniques and technology should all contribute to improving quality and reducing costs.

Objectives On completion of the module, participants will be capable of: Discussing the implications and philosophies of Quality and Continuous improvement. Identifying appropriate applications for and use of quality tools and techniques. Understanding the importance of and approaches to managing quality throughout the product life cycle. Understanding the concepts of reliability and reliability tools and techniques. overview of maintenance philosophies.

Contents Quality Philosophies Quality Management Reliability Engineering six sigma and design for six sigma Quality Systems Statistical Process Control Quality Tools and Techniques Maintenance philosophies

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Page contact: Jane Marshall

Last revised: Thu 31 May 2012