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Executive MBA

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  • Objectives
    To attract dynamic and progressive
    individuals from a wide range of academic
    backgrounds with diverse business and/or
    professional experience who are keen to
    acquire additional knowledge, skills and
    competencies, to enhance their potential
    and their contribution to their employing
  • Entry requirements
    Entrance Requirements
    Academic Entry Requirement
    • Normally a first or second class honours
    degree in any discipline from an approved
    • Where candidates have a third class
    honours degree or a pass degree, we will
    consider previous employment experience
    alongside academic qualifications;
    • In lieu of a primary degree, professional
    qualifications will be considered, on a case
    by case basis;
    • Candidates who do not have a primary
    degree or equivalent professional
    qualification but who can demonstrate
    extensive managerial experience at an
    appropriate level, will be required to attend
    an interview and must submit a good
    Graduate Management Admissions Test
    (GMAT) score (normally a minimum of 600)
    prior to entry to the programme. Early
    contact should be made with the Course
    Director to ascertain whether this will be
    necessary in your individual case. The test
    assesses verbal, numeric and reasoning
    abilities. GMAT is an independent aptitude
    Required Work Experience
    • All candidates must have a minimum of 3
    years’ employment experience, preferably
    in a management capacity.
    Additional Requirements for all Candidates
    • Candidates must normally be sponsored by
    their employer;
    • Candidates may be required to attend for
    interview prior to entry to the programme.
    Additional Entry Requirements for
    International Students
    International applicants should also have one
    of the following:-
    • An IELTS score of 6.5 with not less than 5.5
    in each of the four component elements of
    listening, reading, speaking and writing
    taken within the last 2 years; or
    • A TOEFL score of 232+ (computer based)
    or 575+ (paper based) or 90+ (internet
    based), taken within the last year; or
    • A valid Certificate of Proficiency in English
    grade A or B; or
    • A valid Certificate of Advanced English
    grade A; or
    • A first or good second class honours
    degree from a university based in the UK,
    Republic of Ireland or other suitably quality
    assured location where the medium of
    instruction is English; or
    • A language assessment conducted by
    Queen’s University Belfast or approved
  • Academic Title
    Executive MBA
  • Course description
    Course Information

    Year 1, Semester 1

    Corporate Finance
    The overall aim is to promote a good
    appreciation of financial investment and
    decision-making in an organisational context.
    In addition to gaining insights into the
    concepts and practical applications of
    corporate finance, a review will be undertaken
    of financial economic techniques and their use
    in asset pricing and portfolio management

    Economics for Managers
    The aim of this course is to introduce students
    to the application of economics to managerial
    decision making, giving them an
    understanding of the application of both micro
    and macroeconomics to management

    Management Information Systems
    Managers of today should combine both
    business skills and IT skills to manage
    organisations effectively. Using information
    systems is no longer a choice but an
    essential part of working in organisations. It
    is important for managers to have a good
    understanding of the potential of
    Information Systems (IS) and how it could
    be harnessed to survive and thrive in a
    competitive and dynamic global
    environment. The purpose of this course
    essentially is to provide students with a
    broad understanding of the role and use of
    Information Systems in managing modern

    Marketing Management
    The focus in this course is on the theory
    and practice of marketing management in
    the context of organisations. On completion
    of the course students will have gained
    understanding of the tasks, decisions and
    issues that face marketing managers in
    developing marketing plans in a complex
    and changing environment, as well as the
    concepts that can be used to inform

    Year 1, Semester 2

    This course focuses on the use of
    accounting information for analysis and
    decision making by parties both internal
    and external to the organisation. Initially
    the main financial statements are explained
    and examined together with the underlying
    concepts upon which they are based.
    Subsequently the needs of internal users
    are addressed by providing an introduction
    to cost accounting and management control
    systems. Whilst addressing the theory
    underlying the preparation of accounting
    information, the course also attempts to
    examine its impact upon the behaviour of
    users in real world scenarios.

    E-Business Strategies
    This course builds upon IT foundations laid
    in MIS, and it is designed to be a foundation
    for further studies in Electronic Business.
    The course provides an introduction to the
    planning, analysis, development,
    implementation and monitoring of E
    Business technologies. On completion of
    this course, students will be able to:
    appreciate the variety of technologies that
    importance of critical E Business
    technologies; understand how these
    technologies fit together to enable E
    Business applications and; evaluate
    different E Business Technologies.

    International Business
    The course aims to advance student
    understanding of the increasingly complex
    global business environment, the
    challenges and dilemmas this presents for
    managers and organisations, and the
    variety of organisational forms and
    corporate strategies employed in
    contemporary international business.
    Organisational Behaviour and

    Against the backdrop of accelerating
    environmental change and uncertainty, the
    main aims of the course are to provide
    students with an opportunity to explore why
    and how organisations change and the
    impact of change on the behaviours of
    people working in them.

    Year 2, Semester 1

    New Venture Creation and
    Entrepreneurial Management
    The sustained interest in entrepreneurship
    is more than just a fad and is an accurate
    reflection of an emerging economic
    environment created by a number of
    factors. These include changes in the
    corporate world, new technology and
    emerging world markets, the increased
    importance of small and medium sized
    enterprises (SMEs), the collapse of
    bureaucratic organisational structures and
    the emergence of new flexible forms of
    organisation. This has placed renewed
    attention on entrepreneurship as a key
    process of new venture creation and
    entrepreneurial management. This course
    will develop the intellectual and practical
    skills of the learner in the understanding,
    analysis and critical evaluation of the
    current issues relevant to the
    entrepreneurial process, and its role in
    value creation and organisational renewal.

    Operations Management
    The aim of operations management is to
    deliver either a product or a service, to
    consumers at the time they need it, to an
    appropriate quality standard and at a price
    that they are prepared to pay. This course
    will examine the link between strategy and
    operations for both manufacturing and
    service organisations. It will cover broad
    issues such as strategy, quality, inventory
    systems, capacity and demand
    management. The course will also consider
    some of the latest concepts in operations
    practice such as Supply Chain
    Management, World Class Manufacturing,
    Lean and Agile operations etc. The course
    will be taught in an interactive style and will
    use a combination of lectures, case studies
    and team-based activities to support the
    learning experience. A textbook will be
    recommended to augment the teaching.
    The course aims to give the students a
    practical as well as theoretical appreciation
    for this topic area.

    Research Methods
    Research methods have a key role to play in
    many aspects of managerial life, from
    analysing business reports to engaging
    consultants and establishing the validity of
    their work. This course focuses on two
    aspects of research: philosophical and
    practical. Students will learn concepts such as
    critical thinking, logical argument development
    and brain storming techniques as well as
    some of the more practical tools such as
    interviewing, survey design and analysis. On
    completion of this course students will have
    gained a comprehensive understanding of
    epistemology (The Theory of Knowledge) as
    well as a range of practical skills which can be
    applied to both their daily managerial life as
    well as the completion of the MBA project.

    Strategic Management Business Ethics and Corporate Social Responsibility

    This course aims to develop the main strands
    of strategy as they apply in the management
    domain. While the study of strategy has many
    practical applications, it is rather less obvious
    that the conceptualisation of strategy and
    theories of strategy generally assist - not only
    in the practice of management - but in the
    practice of strategic management. Thus, this
    course aims to provide insights into strategic
    challenges facing management in devising
    innovative ways to compete, organise
    resources, and plan in an environment of

    Year 2, Semester 2

    Business Ethics and Corporate Social Responsibility
    This course on Business Ethics and Corporate
    Social Responsibility discusses and evaluates
    the ethical responsibilities of managers and
    organisations. It will explore current issues
    from a multi-disciplinary and managerial
    perspective and analyse difficult conflicts and
    dilemmas via case studies.

    Contemporary Issues in management
    The main aim of this course is to provide
    practising managers with an opportunity to
    analyse and critique contemporary and
    pervasive issues such as climate change,
    sustainability and issues involved in managing
    a diverse workforce that is geographically
    dispersed. The content of this course will
    change in line with changes in the external

    Human Resource Management
    A variety of social and economic
    transformations are disrupting established
    methods and procedures for the management
    of people at work. Collective bargaining is on
    the decline, trade unions on the defensive and
    old style personnel management is regarded
    as in decline. New policies and practices are
    being invented to manage the employment
    relationship in the new economy. But tricky
    matters of design and ethics surround some of
    the modern techniques to manage human
    resources. The course explores some of the
    new thinking and practices, as well dilemmas
    and tensions, associated with managing the
    employment relationship.

    ‘We manage things, but we lead people.’ This
    three-day course aims to enhance
    participants’ understanding of the concept and
    process of leadership and to provide a basis
    for them to increase their personal
    effectiveness as leaders. It will draw on
    current theory, best practice and a new model
    of leadership in pursuing these aims. The
    course will also examine leadership issues in
    business, public service and other contexts of
    interest to participants.

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