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Standard time for completion: 24 months

The full programme comprises 8 modules, 4 broad-MBA focused, and 4 subject-specific modules. 

Year 1:

 Year 2: 

Standard time for completion: 18 months

Students will study 4* (15 credit) modules and 3 (30 credit) modules. 

*An exemption may be given for Managing Resources (15 Credit), providing that the candidate can demonstrate previous study of Research Methods and Managerial Economics at postgraduate level.

Year 1:

Year 2: 

Standard time for completion: 24 months

Students will study 4 (30 credit) modules. 

Year 1:

Year 2:

Standard time for completion: 12 or 18 months

Students will study 3 (30 credit) modules.

Module Overview

The module provides an introduction to the wider programme and provides an education base for considering anti-money laundering. This includes an introduction to issues of money laundering and regulation, and the need for critical thinking and reflection in financial investigations. The module also reviews the fundamentals and standards necessary to produce information in a concise manner both written and oral to produce informative reports on financial intelligence for different stakeholders with an interest in scrutinising ‘compliance’.

Key Text

The three course handbooks used on this module are accessed through the ManchesterCF platform. ManchesterCF is a specialist training provider in financial crime, and continually update their materials in response to changes in regulation. The materials will explore the theoretical concepts and practical aspects of fundamentals of anti-money laundering, critical thinking and information presentation to introduce a wide range of real-world cases.

Unit 1 - FIU Connect Critical Thinking
Unit 2 - FIU Connect Fundamental AML
Unit 3 - FIU Connect Report Writing

FIU Connect Financial Investigations unit will also be provided as an overarching reader across the programme, and will be introduced during the Introduction to Financial Crime and Compliance module.

Means of Assessment

The module is assessed by 2 components:

1. A report addressing the topic set about ‘Fundamentals of Anti-Money Laundering’, including reflection on the process of research and report preparation (4000 words).
2. Preparation and recording of a presentation related to the fundamentals of AML component of the report (10 minutes duration).

Module Overview 

This module critically analyses aspects of terrorist and proliferation financing – specifically how crypto assets can be part of the terrorist resourcing model by facilitating money laundering between stakeholders (terrorists and insurgents, transnational organised criminals, corrupt officials, and rogue states) in a proliferation network. Information about network components provides opportunities for detection as resources pass along proliferation pathways. Opensource intelligence searches combined with traditional approaches offer detection possibilities to counter these threats to national security – this requires consideration of information relevance and reliability.

Key Text

The three course handbooks used on this module are accessed through the ManchesterCF platform. ManchesterCF is a specialist training provider in financial crime, and continually update their materials in response to changes in regulation. The materials will explore the theoretical concepts and practical aspects of Cryptoassets, Opensource Intelligence, Proliferation Financing and Terrorist Financing to introduce a wide range of real-world cases.

Unit 1 - FIU Connect Cryptoassets 
Unit 2 - FIU Connect Opensource Intelligence
Unit 3 - FIU Connect Proliferation Financing
Unit 4 – FIU Connect Terrorist Financing

Means of Assessment

The mini-project assessment for Institutional Perspectives of Global Financial Crime comprises two parts:

1. Research that requires the student to identify the ‘current state-of-play’ for the National Security Aspects of Financial Crime in their product and geographic areas of operation for each of the topics in the module and assess how these compare to developments in the industry globally (5500 words and carries 75% module weighting).
2. A critical evaluation of ‘best practice for risk mitigation’ for National Security Aspects of Financial Crime as indicated in the study materials and supplementary readings, across the three topics in the module (1500 words and carries 25% module weighting).
    

Module Overview

The legislation and wider legal and regulatory environment for defining, identifying and countering criminal behaviours is discussed in the context of human trafficking, corruption, and crypto assets. The module also considers techniques and methods of detection of these crimes and appropriate approaches to monitoring and reporting of these behaviours – from individual suspicious transactions to comprehensive law enforcement investigations.

Module Aims and Objectives

The module considers human behaviour in three contemporary and growing areas of financial crime – corruption, human trafficking and crypto assets. For each of these fields of financial crime, the module will outline how such crime develops, can thrive, can be detected and how such crime may be countered and combated. The module discusses appropriate responses for organisations and managers when confronted by such behaviour.

Key Text

The three course handbooks used on this module are accessed through the ManchesterCF platform. ManchesterCF is a specialist training provider in financial crime, and continually update their materials in response to changes in regulation. The materials will explore the theoretical concepts and practical aspects of corruption, human trafficking and crypto assets to introduce a wide range of real-world cases.

Unit 1 - FIU Connect Corruption
Unit 2 - FIU Connect Human Trafficking
Unit 3 - FIU Connect Cryptoassets

Means of Assessment

The mini-project assessment for Human Aspects of Global Financial Crime comprises two parts:

1. Research that requires the student to identify the ‘current state-of-play’ for the Human Aspects of Global Financial Crime in their product and geographic areas of operation for each of the three topics in the module and assess how these compare to developments in the industry globally (5500 words and carries 75% module weighting).
2. A critical evaluation of ‘best practice for risk mitigation’ in Human Aspects of Global Financial Crime as indicated in the study materials and supplementary readings, across the three topics in the module (1500 words and carries 25% module weighting).
    

Module Overview

The module considers the legislative and regulatory environment that defines and seeks to control financial crime associated with inappropriate exploitation of the physical environment, and money-laundering based on trade. The resulting economic sanctions that are often introduced to encourage compliance are assessed. The motivations for initial development and persistence of each crime are outlined and how they may be detected. Appropriate policy responses are introduced to counter and combat such crimes.

Module Aims and Objectives

The module considers the broader institutional context of societies around the world that are increasingly emphasising their concern about damage to the physical environment - both for current and future generations of citizens. Environmental crime ranges from pollution in-situ to the trade of environmental resources between nations. Sovereign governments often introduce economic sanctions on other nations or individual organisations (including banks) to restrict such trade. Providers of financial services require an appreciation of these forms of crimes in order to effectively engage with the sustainability agenda.

Key Text

The three course handbooks used on this module are accessed through the ManchesterCF platform. ManchesterCF is a specialist training provider in financial crime, and continually update their materials in response to changes in regulation. The materials will explore the theoretical concepts and practical aspects of trade-based, environmental crime and economic sanctions to introduce a wide range of real-world cases.

Unit 1 - FIU Connect Economic Sanctions
Unit 2 - FIU Connect Trade-Based Money Laundering
Unit 3 - FIU Connect Environmental Crime

Means of Assessment

The mini-project assessment for Institutional Perspectives of Global Financial Crime comprises two parts:

1. Research that requires the student to identify the ‘current state-of-play’ for the Institutional Perspectives of Global Financial Crime in their product and geographic areas of operation for each of the three topics in the module and assess how these compare to developments in the industry globally (5500 words and carries 75% module weighting).
2. A critical evaluation of ‘best practice for risk mitigation’ for Institutional Perspectives of Global Financial Crime as indicated in the study materials and supplementary readings, across the three topics in the module (1500 words and carries 25% module weighting).
    

Module Overview

This module considers the theory and the practice of strategy formulation and implementation. There are many patterns and actions and business approaches which define an organisation’s strategy and you will be afforded opportunities to identify those which are pertinent for financial services firms. The financial services sector is one of the most regulated industry sectors and the implications of this along with the characteristics of the service products will be noted throughout the module. The theory and principles underpinning business operations and activities will be explored and insights applied to financial services firms. In completing the units for the module, reference is made to services management and operations; the unique characteristics of services which may be a challenge or provide an opportunity in devising and implementing a unique and successful corporate strategy. As aspiring business leaders and future decision makers, it is essential that you can ascertain the essence of business operations and the factors which contribute to a firm’s competitive advantage.

Module Aims and Objectives

On completing this Corporate Strategy module, you will be expected to be able to:

• Critically appraise the theoretical contributions in the area of strategic management.
• Analyse the role and influence of the environment (internal and external) on a firm’s strategic decisions.
• Explain the essence of competitive advantage and the factors which contribute to a firm gaining and sustaining a competitive advantage.
• Adjudicate on the extent to which stakeholders influence the design and implementation of a firm’s strategy.
• Outline and explain what constitutes effective managerial leadership in achieving superior strategy execution and operating excellence.

Key Text

Exploring Strategy – Text & Cases (9th Edition) Johnson, G. Whittingtong, R. Scholes, K. & Angwin, D.

Means of Assessment

This module is assessed by means of an individual assignment (40%) and examination (60%).

Unit 1 - Strategy, Concepts & the Strategic Position
Unit 2 - Strategic Choices
Unit 3 - Strategy in Action
 

Module Overview

Responding to disruptive changes in the external environment this module critically evaluates the contributions of various schools of thought in marketing. It will examine the relevant analytical models and management practices, with emphasis on the strategic importance of marketing to all organisations. Through relevant case studies and discussions, the module investigates the essential elements of effective marketing campaigns and equips students with the skills necessary to critically evaluate the various theories and apply those most relevant within their organisations.

Module Aims and Objectives

On completing this module students will:

• Understand the key theories and concepts of marketing strategy and its applicability to the banking and financial industries.
• Understand how market research and information can be used to assist companies in reaching and expanding their customer base.
• Analyse the marketing techniques and strategies used by their own and competitor companies and critically evaluate the success / appropriateness of these strategies.
• Be able to critically evaluate the various marketing strategies and decide upon the most appropriate for use within their company.
• Understand the role of marketing strategy in all companies and its contribution to the overall success of the company.

Key Text:

Principles and Practice of Marketing (8th Edition) Jobber, D. and Ellis Chadwick, F. - McGraw Hill

Means of Assessment:

This module is assessed by means of an individual assignment (40%) and examination (60%).

Unit One:

The Unit examines how organisations can operate this philosophy by analysing their customers and how decisions are made about purchases.
On completion of this unit, you should appreciate:

• How the philosophy of marketing has developed over time.
• The benefits of planning marketing.
• How individual consumers behave.
• How organisations buy.
• The forces operating in the marketing environment.
• How marketing research and information systems can assist in understanding environmental change.
• Why and how markets should be segmented.
• The unique characteristics of the marketing of services.

Unit Two:

Unit Two starts from a recap of an organisation’s orientation towards marketing & how this relates to a range of stakeholders in the marketing environment. It then examines how competing solutions can be analysed.

On completion of this unit, you should appreciate:

• How to analyse competitors.
• The sources of competitive advantage.
• The management of existing products with a particular emphasis on the role of branding & re-branding.
• The process of developing new products.
• The pricing of products.
• The issues of creating service offerings.

Unit Three:

In this unit a broad outlook on “communicating” is presented:

• An awareness of the need to market not only to external customers, but also to internal customers to behave ethically in communicating with all stakeholders the benefits & challenges of a particular form of direct communication – the Internet.
• The need for an Integrated Marketing Communications strategy.
• The role of communication in the marketing of service activities.
   

Module Overview

This module focuses on the use of scarce resources to guide decision making in uncertain environments. Firms that better manage their scarce resources (including capital, people, and data) will be better positioned to thrive in an increasingly competitive - and global - marketplace. To be successful firms need to leverage every advantage they can and be guided by evidence.

Module Aims and Objectives

The broad aim is to give students a set of practical skills and an understanding of the concepts that underpin good managerial practice.

The first part of the module focuses on economics of ‘managing operations’. This includes aspects related to the economics of the consumer; the economics of the firm (including economies of scale and scope); the economics of competition; and transaction cost economics. Attention is then turned to economics of ‘managing people’, with relevant topics covered including incentives and Nudge Economics; information asymmetry, moral hazard and adverse selection; the principal-agent problem (agency problems); human capital and signalling and Tournament Theory.

The third and fourth units go on to explore topics relating to ‘managing data’ and ‘managing knowledge’, respectively. Managing data involves a framework of related concepts – e.g., what is meant by data, and how firms use data to better manage operations and people – and analytical tools relevant to applied research, including study design and sampling. Managing knowledge expands to consider themes including: what is knowledge? thinking in bets – using probability to guide decision making; validity, reliability and generalisability; and thinking fast and slow – cognitive (and other forms) of bias.

Learning Outcomes

• Comprehend, evaluate, appreciate and assimilate the scope and constraints imposed by law and regulation.
• Critically analyse data from primary and secondary sources and understand their use in guiding decision making.
• Critically analyse the importance of managerial economics in a contemporary organisation.
• Critically comprehend the implications of different strategic decisions for the organisation and the evidence used to guide them.
• Critically evaluate the subject specific roles, features and relationships within and between firms.
• Demonstrate the ability to make informed management and leadership judgements and decisions based on theoretical and empirical evidence.
• Understand, identify and judge the efficacy of different managerial policies and theories.

Means of Assessment:

This module is assessed by means of an individual assignment (40%) and examination (60%).
 

Module Overview

This module looks at the key issues arising from contemporary research into human resource management (HR) and organisational behaviour (OB). It provides an integrated analysis of management, organisations and people and develops the conceptual, strategic and practical skills necessary for managers.

Module Aims and Objectives

On completing this People and Organisational Behaviour module, you will be expected to be able to:

• Be able to critically evaluate management & organisational theory and practice.
• Be able to relate management theory to personal experience of a working environment.
• Distinguish between types of organisational structure, culture and job design.
• Appreciate the human resourcing aspects of managing and leading people.
• Be able to critically assess the management processes involved in managing in an increasingly complex environment.

Key Text

Organisational Behaviour: Improving Performance and Commitment in the Workplace (6th Edition) Colquitt, J. Lepine, J. and Wesson, M. - McGraw Hill

Means of Assessment

This module is assessed by means of an individual assignment (40%) and examination (60%)

Unit 1 - Individuals and People

This unit aims to introduce you to the whole area of organisation and management. Unlike other MBA disciplines, this cannot be described as a precise area of study with a clear and absolute list of contents. Instead, just like the groups of people you lead, it is a collection of disparate areas that collectively provide us with some insight into how we address this important area of management. At no point will we be talking about ‘right answers’ to people management problems. Instead, we will be looking at some of the cumulative knowledge that has been acquired over time, discussing alternative views and assessing potentials for successful application into the future.

For your ease of study, this unit is divided into seven parts, each section first identifying its learning objectives, the part of the textbook to be read, before providing you with additional knowledge and discussion if needed. Throughout the unit it is important for you to reflect what you are reading and learning back upon yourself and your own experiences.

Unit 2 - Managing Organisations and People

The second unit introduces you to the area of Human Resource Management; how it came to be recognised as such an important area of organisational study and application; its link to the wider issue of strategy; its relationship with organisational structures and finally to begin our review of the key processes, concepts and practices that make up people management.

After the first section of this unit (which involves a discussion of what is commonly regarded as the historical development from what was originally known as ‘personnel management’ into today’s more commonly accepted ‘human resource management’), we will explore all relevant personnel-related issues, policies, systems and procedures.

Unit 3 - Employee performance, development and relations

The aim of the third of unit is to provide you with an overview of the key issues, systems and processes involved in managing human resource performance, employee reward, development and involvement.

Some of the key concepts you will come across whilst studying this unit include:

• Performance Plans - linking of organisational objectives with an individual employee’s responsibilities to produce a measurable list of the competencies and behaviours expected in performing a role.
• Performance Appraisal
• Employee Benefits - i.e. any tangible or intangible benefit an employee enjoys by being employed by an organisation
• Training - employee learning directed towards defined role-based activities and employee competence in their completion - most often skill or knowledge based.
• Development - the process to maximise the capabilities of the organisation in line with its evolving strategy through maximising the long-term learning of employees. This learning may be skill, knowledge, philosophical or behavioural based.