NOTTINGHAM UNIVERSITY BUSINESS SCHOOL
PROGRAMME SPECIFICATION
FOR
MA IN CORPORATE STRATEGY AND GOVERNANCE
February 2005
Programme Specification
1.
Awarding institution/body
University of Nottingham
2.
Teaching institution
University of Nottingham
3.
Programme accredited by
Not applicable
4.
Final award
MA in Corporate Strategy and Governance
5.
Type of Programme
Single Subject
6.
Course code
N109
7.
Relevant QAA subject benchmarking group(s)
General Business and Management
8a.
Date of last School review
February 2005
8b.
Date of last Programme Committee review
TBC
MA in Corporate Strategy and Governance Programme Specification: Page 2
9.
Educational aims of the programme
The MA in Corporate Strategy and Governance degree aims to provide an advanced
teaching and learning programme in management that facilitates progressive learning
towards the frontiers of knowledge in Corporate Strategy and Governance whilst also
encompassing advanced level study in management studies. The MA is a specialist Masters
programme (type 1 programme, career entry), that builds upon prior knowledge and skills
gained from a relevant first degree (or equivalent) and prior experience (where appropriate).
In line with the draft QAA Benchmarks for Masters Awards in Business Management, the
MA in Corporate Strategy and Governance degree is subsequently intended to enable
students:
 To engage in a study of organisations, their management, and the changing international
external environment in which they operate.
 To prepare for and to develop a career in business and management.
 To enhance lifelong learning skills and personal development to contribute to society at
large.
In addition, the MA in Corporate Strategy and Governance degree aims:
 To examine and assess different aspects of the Corporate Strategy and Governance
environment
 To provide insights into the operation of Corporate Strategy and Governance
 To offer cross-disciplinary insights into Corporate Strategy and Governance
 To provide students with an opportunity to examine at first hand Corporate Strategy and
Governance
 To produce graduates capable of a critical evaluation of the core business disciplines.
 To provide a structured programme that allows students to focus upon advanced
developments in Corporate Strategy and Governance to meet their specific interests and
career aspirations.
10.
Programme learning outcomes
The MA in Corporate Strategy and Governance programme:
 Provides an understanding of the Corporate Strategy and Governance scene
 Develops understanding of the impact of Corporate Strategy and Governance on the global
economy
 Provides conceptual and theoretical insights into Corporate Strategy and Governance
 Provides understanding of how business operates in different countries
 Develops knowledge of the strategy, structure and direction of Corporate Strategy and
Governance
 Offers potential for first hand observation of Corporate Strategy and Governance
 Provides a theoretical and practical grounding in the key disciplines of modern
Corporate Strategy and Governance
 Develops key cognitive, problem solving, qualitative, quantitative, computing,
interpersonal, group working and research skills.
 Prepares students for positions in business and management and equips them with the
MA in Corporate Strategy and Governance Programme Specification: Page 3
capacity for life-long learning in the global business environment.
In line with the draft QAA Benchmarks for Masters Awards in Business and Management,
the MA in Corporate Strategy and Governance degree subsequently develops knowledge,
understanding and skill sets as follows.
a. Knowledge and understanding
Graduates of the Programme will have gained a relevant knowledge and understanding of
organisations, the external environment in which they operate, and how they are managed.
Within the framework of these three main areas, graduates will demonstrate knowledge and
understanding of:








Theories, models, frameworks, tasks and roles of management.
The development and operation of markets for resources, goods and services.
Customer expectations, service and orientation.
The sources, uses and management of finance.
The use of accounting and other information systems for managerial applications.
The management and development of people within organizations.
The management of resources and operations.
The development of appropriate business policies and strategies to meet stakeholder
needs within a changing environment.
 A range of contemporary and pervasive business and management issues including
business innovation, creativity and enterprise, knowledge management, sustainability,
globalisation, business ethics, governance, values and norms.
Teaching, learning and assessment methods used to enable learning outcomes to be
achieved and demonstrated:
 Core knowledge and understanding are gained via lectures, tutorials, computer labs,
examples classes, presentation sessions, group teamwork and a significant proportion of
independent study involving the use of a wide range of hardcopy and online materials.
b. Skills and other attributes
Intellectual skills
Graduates of the programme will have developed:
 The cognitive skills of critical thinking, analysis and synthesis, including the ability to
identify assumptions, evaluate statements in terms of evidence, to detect false logic or
reasoning, to identify implicit values, and to define terms adequately and to generalise
appropriately.
 Effective problem solving and decision-making skills using appropriate qualitative and
quantitative methods that enable them to identify, formulate and solve business
problems.
MA in Corporate Strategy and Governance Programme Specification: Page 4
 The ability to create, evaluate and access a range of options, together with the capacity to
apply ideas and knowledge to a range of business and other situations.
 Understanding of the link between theoretical and empirical work on Corporate Strategy
and Governance
 The ability to research both country and case-study material
 The ability to write extensive and incisive reports on Corporate Strategy and Governance
Teaching, learning and assessment methods used to enable learning outcomes to be
achieved and demonstrated:
 Intellectual skills are developed across the entire spectrum of student-centred learning
activity within the Business School. These are assessed via the preparation and delivery
of essays, group and individual projects, examination scripts, and group and individual
presentations.
Professional practical skills
Graduates of the programme will have developed:
 Numeracy, quantitative and qualitative skills including data analysis, interpretation and
extrapolation and the ability to work with case studies.
 The ability to apply business models to business problems and phenomena.
 The effective use of communication and information technology (CIT) skills for business
applications.
 Self-awareness, openness and sensitivity to diversity in terms of people, cultures,
business and management issues.
 Effective performance within a team environment, including leadership, team building,
influencing and project management skills.
 The ability to conduct research into business and management issues, either individually
or as part of a team, including a familiarity with a range of business data and research
resources and appropriate methodologies.
 The ability to produce research reports on Corporate Strategy and Governance
Teaching, learning and assessment methods used to enable learning outcomes to be
achieved and demonstrated:
 High level professional practical skills are developed across the entire spectrum of
student-centred learning activity within the programme. The dissertation allows high
level, in-depth analysis and problem solving relevant to a Corporate Strategy and
Governance issue.
Transferable (key) skills
In addition to the transferable skills implicit in many of the intellectual and professional
skills as above, graduates of the programme will have more generally developed:
MA in Corporate Strategy and Governance Programme Specification: Page 5
 Effective oral and written communication skills in a range of traditional and electronic
media.
 Effective self-management in terms of time, planning and behaviour, motivation, selfstarting, individual initiative and enterprise.
 Learning to learn and developing an appetite for reflective, adaptive and collaborative
learning.
 The interpersonal skills for effective listening, negotiating, persuasion and presentation.
 The ability to research key issues
 The ability to combine theoretical and empirical analysis
Teaching, learning and assessment methods used to enable learning outcomes to be
achieved and demonstrated:
 Transferable (key) skills are developed rapidly via intensive class discussion and
interaction with peers participating in the programme, and formal groupwork class
activities.
11.
Programme structures, levels, modules, credits
Outline Description of the course
The MA in Corporate Strategy and Governance programme is a full-time degree studied
over a period of calendar year commencing late September. In each case participants take
taught modules and prepare a dissertation.
Classes are in the form of two hour teaching/learning sessions during normal semesters
The structure of the MA in Corporate Strategy and Governance programme is modular,
with individual modules each having weighting of 10 credits, except for the Research
Methods module N1D042 which has a weighting of 30 credits. One credit represents 10
hours of student work, meaning that a 10 credit module represents 100 hours of study
including formal teaching, independent study, revision, and the preparation of assessments.
The MA Corporate Strategy and Governance degree requires the successful completion of
180, 120 of which are taught modules, and 60 credits a Corporate Strategy and Governance
dissertation.
All students undertake core modules relating to Corporate Strategy and Governance. The
remaining modules offer a choice of electives that allow the student to focus upon advanced
management modules that are most closely associated with his/her career aspirations.
Distinguishing Features
The degree provides a full-time course for men and women seeking positions in Corporate
Strategy and Governance. The MA aims to develop knowledge and skills in fundamental
management disciplines, while also including specialist modules in various areas of Corporate
Strategy and Governance. Course members can also use the dissertation to concentrate indepth on a Corporate Strategy and Governance topic according to individual interests and
MA in Corporate Strategy and Governance Programme Specification: Page 6
career requirements.
As Corporate Strategy and Governance is a highly attractive and intellectually robust field,
this Masters programme adds substantially to the Business School’s existing range of
successful postgraduate programmes.
Course Structure
The detailed structure of the MA in Corporate Strategy and Governance programme is as
follows:
TAUGHT MODULES 120 CREDITS
Semester One:
Core Modules
Module code
N1D001
N1D002
N1D003
N1D042
Module name
Capital Market Analysis
Organisational Theory
Managerial Economics
Research Methods
Credits
10
10
10
30
Core Modules
Module code
N1D006
N1D007
Module name
Corporate Strategy
Corporate Governance
Credits
10
10
Electives (four from):
N1D009
N1D011
N1D014
N1D023
N1D024
N1D027
N1D041
N1D059
N1D062
N1D063
N1D066
N1D070
N1DC22
T1D040
T1D041
Risk Management
Product Market Strategies
Strategic Human Resource Management
Theory of Risk and Insurance
Legal and Social Issues in Insurance
Taxation
Corporate Financial Strategy
Industrial Economics
Economic Crime
Social and Environmental Accountability
Strategies for Corporate Social Responsibility
Management Information Systems
Supply Chain Management in Practice
East Asian Business and Society
Managing International Business in China
10
10
10
10
10
10
10
10
10
10
10
10
10
10
10
Semester Two:
Other elective modules may be selected from those offered within the MA programmes of
the Business School or other schools subject to the approval of the Director of Postgraduate
MA in Corporate Strategy and Governance Programme Specification: Page 7
Programmes.
Dissertation (60 credits). Students will prepare an individual dissertation (NID013) on an
approved subject relevant to MA in Corporate Strategy and Governance.
Most modules are assessed by a combination of examination and project work/course work.
12.
Support for students and their learning
The following are provided to support the teaching and learning of students upon the MA in
Corporate Strategy and Governance programme:
 A nominated academic as the Director MA Corporate Strategy and Governance available
for student consultation
 A nominated academic as the Director of Postgraduate Programmes available for student
consultation.
 An administrative Postgraduate Programmes Manager available for student consultation.
 A full-time postgraduate careers advisor in the Business School.
 A Student Support Officer available between 8.30 am – 12.30 pm daily.
 A Disability Liaison Officer.
 A Student Handbook supplied in revised format to all students each year, and containing
information on points of contact, studying in the Business School, University and
Business School student support services, academic practices and procedures, methods
of assessment, time management and study skills.
 A student Intranet containing information and resources (including past examination
papers) on every Business School module.
 Personal tutors for all students.
 Dedicated electronic journal provision for Business School students supplied in addition
to Information Services Directorate provision from the University.
 An enquiry office open for student consultation between 9:30am and 4:00pm daily.
 Well-equipped computer labs, video conferencing, and AV provision, with associated
technical staff support.
 High quality lecture and seminar rooms in modern propose built facilities.
 A Business library.
 A student resource room
The University provides computer resource areas at University Park, the Medical School,
Sutton Bonington and Jubilee Campus. Most are available 24 hours a day and contain a
large number of IBM PC-compatible workstations. The campus network connects
workstations, central services and national networks - providing access to e-mail, file
transfer and the WWW. Students in University study-bedrooms can access the network
from their rooms. Online learning and teaching resources for many courses are provided
through virtual learning environments and accessed via the student portal, a web based one
stop shop for student information.
MA in Corporate Strategy and Governance Programme Specification: Page 8
The University’s Library resources include over a million books and journals, extensive
manuscript collections, and an increasing number of electronic services, ranging from
catalogues and indexes to electronic journals. Based on several sites, each with specialist
staff, all libraries have lending and enquiry services and are open during term time evenings
and weekends.
The University’s Academic Support unit within Student Services provides study support
(academic writing skills, time management, revision and so on) to home and EU students.
In addition to this it also offers specialist support to all students with disabilities including
dyslexia and long-term health conditions. The University’s Centre for English Language
Education offers English language support for international students.
Other support offered to students at the University include:
 A confidential Counselling Service.
 A Financial Support Unit within Student Services offering advice and support on
financial matters.
 A Health Centre on the University Park campus.
 Chaplains and prayer rooms for various faiths.
 Day nursery and playcentre facilities.
 Independent or legal advice from the Student Advice Centre.
 An International Office offering support services to students from overseas.
13.
Criteria for admission
Candidates must normally be:
a) graduates of an approved university or other institution of higher education with at least an
upper second class honours degree or holders of an approved professional qualification
deemed equivalent to an honours degree. The degree must contain substantial components of
management or economics; or
b) registered for a similar programme in an approved university or other institution of higher
education who may be permitted, on the recommendation of the Humanities Academic
Board, to transfer to the programme and obtain dispensations from up to six of the
compulsory or elective modules.
Other honours graduates or holders of an equivalent qualification may be admitted if they
produce evidence which satisfies the Faculty Board of their competence to pursue the
programme. Exceptionally, other persons who are not graduates of any approved university
and do not hold a qualification deemed to be equivalent to a degree, but who can satisfy the
Senate on the recommendation of the Board of the Faculty both as to their general educational
qualifications and as to their competence for the course of study proposed, may be admitted.
Overseas candidates whose first language is not English and who do not hold a degree or
equivalent professional qualification taught in English will be required to produce evidence of
their competence in English.
The normal requirements are either:
(a) an International English Language Testing System (IELTS) of at least overall band 7.0,
with a minimum score of at least 6.0 in each element of the test; or
(b) a Test of English as a Foreign Language (TOEFL) score of at least 600 with a Test of
MA in Corporate Strategy and Governance Programme Specification: Page 9
Written English (TWE) score of at least 5.0, or computerised test equivalent of 250 with a
TWE of 5.0, normally together with a Graduate Management Admission Test (GMAT) of
at least 600 with an Analytical Writing Assessment (AWA) score of at least 5.0.
14.
Methods for evaluating and improving the quality and standards of teaching
and learning
a. Mechanisms for review and evaluation
At the level of the University:
The Humanities Postgraduate Programmes Committee is responsible for the approval of
new courses and appeals from students against progression, termination or awards. In
addition there is an internal system of University Quality Audit. The Audit is undertaken by
a panel of auditors (including academic, administrative and student representatives) who
review the practices and procedures which support the School’s learning and teaching. This
is achieved by a rolling programme of audit visits, by means of a Diagnostic Questionnaire
and through engaging in discussion with the School. Audit reports are received by the
relevant Academic Boards.
At the level of the Faculty:
The Humanities Academic Board is responsible for the recommendation and approval of
new courses and the withdrawal of a course. The Humanities Academic Board reviews
issues related to student progression throughout their course. Some of the responsibilities of
these Boards, including the approval of new and revised modules and the appointment of
External Examiners, are delegated to Vice-Deans.
At the level of the Business School:
The Business School is organized into academic divisions, the Heads of which are
responsible for subject development in each division’s area. These Division Heads feed into
an ongoing programme of course review managed by the Director of Postgraduate
Programmes and the Postgraduate Programmes Manager. Recommendations for course
and/or module changes resulting from Course Review are passed to the Business School’s
Teaching and Learning Committee and Management Group for approval as appropriate.
Inputs to the Course Review process include:
 University SET/SEM (student evaluation of teaching and student evaluation of module)
questionnaire data, plus other ad-hoc questionnaire data as appropriate.
 External Examiners’ reports (both formal and informal)
 Division Head subject recommendations
 The minutes of the Postgraduate Staff-Student Consultative Committee (which meets at
least once a semester).
 Any other feedback received from staff and students within the Business School, and
from external third parties, of relevance to the development and improvement of
Postgraduate Programmes.
MA in Corporate Strategy and Governance Programme Specification: Page 10
b. Committees with responsibility for monitoring & evaluation












Humanities Postgraduate Programmes Committee.
Humanities Academic Board.
Taught Courses Committee.
UQA Steering Group.
Postgraduate Staff-Student Consultative Committee.
Teaching & Learning Committee.
Systems Committee.
Course Review Meetings.
Division Meetings and Away Days.
Internal Examiners’ Meetings.
External Examiners’ Meetings.
School Management Group.
c. Mechanisms for gaining student feedback
 Detailed end-of-module questionnaires, which the Business School requires to be
completed for every module taught in every academic year.
 Periodic questionnaires (normally annually) eliciting comments on the strengths,
weaknesses and suggested improvements for the programme.
 Postgraduate Staff-Student Consultative Committee.
 The Course Director
 A student’s Personal Tutor.
 The Postgraduate Programmes Manager.
 The Student Support Officer.
 The Director of Postgraduate Programmes.
d. Staff development
 Completion of the Postgraduate Certificate in Academic Practice (PDCAP) by members
of staff on probation and active involvement in the scheme by established members of
staff.
 A mentoring policy for new members of staff.
 A bi-annual system of staff appraisal (annual for probationary staff).
 A Staff Development Officer with a budget and responsibility for staff development.
15.
Regulation of assessment
a. Assessment rules
To qualify for an MA degree students must gain 180 credits.
Modules will be assessed at the end of each semester by either examination or coursework or
some combination of the two.
MA in Corporate Strategy and Governance Programme Specification: Page 11
For the award of the MA candidates must normally:



Obtain an overall module average of 50%
Have no individual module mark of less than 40%.
Obtain at least a pass mark of 50% in the dissertation
As long as the overall module average is at least 50%, marks of between 40% and 49% may
be automatically compensated. No compensation is allowed for individual module marks
below 40%.
Candidates who fail to achieve a mark of 40% in any module, or an overall module average of
50%, may be allowed one further opportunity to resit module elements as specified by the
examination board by the end of the following academic year (with or without residence).
The form of reassessment shall be determined by the Humanities Academic Board, or
equivalent Board concerned. Any further opportunity to satisfy the Examiners after the
second attempt shall be at the discretion of the Humanities Academic Board, or equivalent
Board concerned, and shall be accorded only in exceptional circumstances. The maximum
mark that can be gained on re-assessment is 50%.
Candidates shall not normally be reassessed in any modules which they have passed.
b. Degree classification
Candidates who fail to meet the requirements for the award of an MA but who obtain at least
120 credits at an average mark of 40%, with no fail marks of less than 30%, shall normally be
awarded a Postgraduate Diploma in Corporate Strategy and Governance.
Candidates must achieve at least a pass mark of 50% for the dissertation in order to be
awarded the MA degree. Candidates whose dissertation fails to satisfy the Examiners may be
permitted to re-present it on a future occasion on such terms as the Humanities Academic
Board thinks fit. Candidates who either do not re-present it or who again fail to reach the
appropriate standard of 50% for the MA may be considered for the award of Postgraduate
Diploma in Corporate Strategy and Governance.
For the award of MA with Distinction candidates must normally achieve a credit-weighted
average mark of 70% or more in the modules and dissertation. The examination board has the
discretion to award of MA with distinction to exceptional candidates who do not achieve this
level.
c. External examiners
The MA/MSc Programmes in the Business School are served by several external examiners
covering all of the key management-related disciplines. The Examiners perform a range of
functions including:
 Approval of the assessment programme and examination papers.
 Confirmation of standards relative to other institutions.
MA in Corporate Strategy and Governance Programme Specification: Page 12
 Moderation of marks through the double-marking of assessments (examinations and
coursework).
 Moderation of borderline degree awards.
 Approval of degree outcomes and of course terminations.
 Approval of the administration of the examination process.
 Attendance at Examination Boards and approval of their conduct and administration.
 Input to Course Review via their formal and informal reviews and comments.
16.
Indicators of quality and standards
The last QAA Subject Review rated teaching in the Business School as excellent. The
Business School was also awarded a 5b in the last Research Assessment Exercise.
17.
Further information
This programme specification summarises the main features of the programme and the
learning outcomes which a typical student might be expected to achieve and demonstrate if
s/he takes full advantage of the learning opportunities provided. Further information is
available from the following sources:
 The Business School’s Postgraduate Student Handbook.
 The Business School’s student intranet.
 The Business School’s world-wide web pages at www.nottingham.ac.uk/business
18.
School(s) responsible for management of the course
Nottingham University Business School.
MA in Corporate Strategy and Governance Programme Specification: Page 13