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- Master of Business Administration
MBA — 2024 entry Master of Business Administration
The Surrey MBA programmes will do more than enhance your career prospects: it will change the way you think. We achieve this through the interplay of theory and practice, with learning supported by up-to-date management theory and engagement with industry practitioners.
Why choose
this course?
- Our MBA programmes offer a transformational learning experience for professionals looking to build on their existing knowledge and skills.
- The Surrey MBA covers all key areas of management but offers students particular strengths in the areas of innovation, the digital economy, analytics and leadership.
- To reflect best practice in the business world, our course is integrative and interdisciplinary. Our modules are intricately linked, enabling you to integrate and apply content from various aspects of the broader MBA curriculum. Having studied the latest in management theory and worked closely with a range of practitioners, you’ll leave prepared to lead the way in a rapidly changing business world.
- Our full-time MBA and part-time Executive MBA courses are highly relevant for anyone looking to develop their career and leadership capability with their current employer, or to broaden their skills and connections with a view to making a transition or starting something new.
See the timetable for details on how we run the full-time and part-time courses.
Find out more about why you should choose Surrey for your MBA, explore our student success stories and book onto a taster event.
Statistics
Fantastic graduate prospects
94% of our Surrey Business School postgraduate students go on to employment or further study (Graduate Outcomes 2024, HESA)
Accredited business school
Surrey Business School is accredited by the Association of MBAs (AMBA) and by the Association to Advance Collegiate Schools of Business (AACSB)
Top 10
Surrey is ranked 9th in the UK for overall satisfaction (Postgraduate Taught Experience Survey 2023)
Accreditation
![AMBA logo](/sites/default/files/styles/medium/public/2018-02/amba-logo.jpg?itok=wRUctrV6)
![AACSB logo](/sites/default/files/styles/medium/public/2018-02/aacsb-logo_0.jpg?itok=Zvycphx7)
What you will study
We believe that truly successful careers are fuelled by visionary leadership, a profound sense of responsibility, and the ability to create and develop innovative and sustainable opportunities. These principles are fundamental to the Surrey MBA experience, which provides a careful balance between theory and practice, in preparation for the realities of the modern business landscape.
Professional recognition
MBA - Association of MBAs (AMBA)
Accredited by the Association of MBAs (AMBA).
MBA - Association to Advance Collegiate Schools of Business (AACSB)
Accredited by the Association to Advance Collegiate Schools of Business (AACSB).
Business engagement
You will have frequent contact with business practitioners throughout your time on the Surrey MBA. Most modules feature guest speakers to support module content, and students also have direct access to practitioner-focused events, such as business breakfasts, lunchtime webinars and company visits.
Alumni engagement
You will also enjoy access to a superb global alumni ecosystem. Surrey MBA alumni are regular contributors to the programme, as ambassadors, mentors, and guest speakers. Current students can connect with alumni in real-time using the SurreyConnects app.
Workshops
In addition to your course content, we offer a range of workshops designed to help you flourish both personally and professionally. With subjects ranging from strategic leadership to negotiation skills, you can expect to increase your self-confidence, discover new strengths and develop personal resilience. These workshops will give you the opportunity to create professional connections – gathered from fellow students, mentors, guest speakers and visiting professors – giving you a wealth of useful contacts.
The structure of our programmes follows clear educational aims that are tailored to each programme. These are all outlined in the programme specifications which include further details such as the learning outcomes:
Modules
Modules listed are indicative, reflecting the information available at the time of publication. Modules are subject to teaching availability, student demand and/or class size caps.
The University operates a credit framework for all taught programmes based on a 15-credit tariff, meaning all modules are comprised of multiples of 15 credits, up to a maximum of 120 credits.
Course options
Year 1
Semester 1
Compulsory
To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions
View full module detailsThis module explores the use of financial information in strategic decision-making. Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders. In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value. Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability.
View full module detailsStrategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.
View full module detailsThis module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme’s aim of changing the way managers and leaders think ‘through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioral science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organizations in a dynamic and rapidly changing business world in ways that create value for stakeholders.
View full module detailsThis module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.
View full module detailsThis module looks at manager decision-making and the creation of organisational value using concepts from the area of Business Intelligence and Analytics. Data science and big data technologies using a decision-making perspective give MBA's an overview of how disruptive technologies are changing industries. We focus on how digital technologies are changing business, government and society. A main objective of the module is to help MBA's to understand how to use these technologies to help their own firms and their own careers. Machine Learning and Artificial Intelligence promises to become a fundamental source for competitive advantage and a driver for the creation of value in the business organisation, through the support to manager decision-making, automation of multiple business functions and the promise for emergent products, services and markets.This module looks at how managers can use new digital data technologies in their firms - such as Business Intelligence tools and data science. The emphasis of the module is to present the benefits and pitfalls of Business Intelligence and Business Analytics related technologies to managers as they strive to create competitive advantage and value for their organisations.
View full module detailsSemester 2
Compulsory
In this module you will learn to formulate and implement business strategy in hi-tech industries featuring platforms and related ecosystems. Such hi-tech industries present specific challenges and opportunities to managers and strategists across a range of sectors. The module should be of particular interest to participants interested in managing a business in hi-tech, or a business in which technology matters, and to those interested in consulting or venture capital.
View full module detailsWhat does it mean to be creative and, more importantly, how can creativity be translated into something tangible that offers both uniqueness and value? Creativity is a key driver of innovation, and business success is increasingly tied to the organisation’s ability to solve problems creatively, and also find unoccupied space for new products and services. With problem solving and ideation at its core, this module will introduce students to the value of creativity for organisations and its leaders. Students will be immersed in a team based simulated entrepreneurial environment, where theory from the module can be effectively put to practise. During this intense entrepreneurial journey, students will work from problem to solution, developing a sense of their own creativity along the way. Students will learn to work effectively in diverse teams; define problems effectively; generate a large number of creative ideas to solve their chosen problem; identify opportunities for genuine value creation; synthesise and select the ideal solution to their chosen problem; develop this solution into a viable business opportunity; pitch this business opportunity to a panel of investors. At the conclusion of this experience, students will have developed and refined a key set of transferable entrepreneurial skills, which will enhance performance, decision making and leadership in any type of organisation.
View full module detailsCore
The Integrative Applied Project (IAP) is a 30 credit capstone project, requiring students to demonstrate their ability to integrate the knowledge and skills acquired during the entire programme to practice in a holistic way. Students choose one of the three options below: Business Plan – Students may want to start their own business and this project can be the first step on that journey. The business plan will have to be detailed and actionable and will be judged on how compelling a case it makes for viability and / or investment. Consultancy Project – Students may prefer to work on a live business problem with a real company. The consultancy outcomes must be actionable by the client and will be judged on the added value that the customer receives from the project. The client can be corporate, public or third sector; Management Research Project – Students may choose to focus on a wider practical or theoretical issue in a specific industry, investigating the research problem via the examination and application of theoretical frameworks and concepts.
View full module detailsOptional
The environmental problems that morphed over time into the sustainability challenge teaches us an equally self-evident but hard-to-accept lesson - that living way beyond ones’ means may work for some time, but the accumulated costs of doing so may soon turn unacceptable. The buzzwords that are in front of this simple statement include the credit crunch, peak oil, water stress, climate change, biodiversity loss etc which can be summarised to suggest that the status quo is not viable as a successful strategy in the long run. Businesses must become substantially more efficient, responsive and profitable and the past cannot be a guide for the future. However, sustainability is, in most cases, not successfully managed by means of a ready-made solution or an implemented technology. For example, notwithstanding the relative merits, the environmental impact of individual transport has not been comprehensively addressed by introducing the catalytic converter and unleaded petrol for cars. Businesses have continuously sought (and many have found) innovative ways to address such problems in a way that aids competitiveness, profitability and organisational sustainability. This in in a way is the original managerial challenge in business: the integration of diverse social and political interests for the attainment of a common goal is what managers are (supposed to be) best at, so that, with hindsight, sustainability management becomes a new agenda in an old (managerial) setting.
View full module detailsStrategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organizations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.
View full module detailsThis module is designed to provide a substantial course in a synthetic form of Corporate Finance, financial resources management, risk management, and financial markets at a level appropriate to MBA and also to serve as a springboard to advanced specialist finance studies.
View full module detailsOne of the fundamental drivers of change in today’s world is digital transformation. This change extends beyond the digitalisation of current process. Across global industries, organisations are embracing latest technology and digital transformations for delivering value and continuous improvement. Understanding how to manage and successfully implement these transformations in the digital era has become a fundamental challenge for managers. Managing digital transformation programmes and projects requires new set of skills to operate effectively with stakeholders either through digital platforms or through other distinct forms of communication and social engagement initiatives such as co-creation, collaboration and co-designing. This module approaches management of transformation programmes from a triple perspective: First, by critically reviewing past and current project management methodologies, approach to planning and its socio-technical dimensions and practices. Second, by deconstructing conceptually the meaning of digital transformations to help us understand it. We will also analyse issues of current business models, new forms of power and influence, and its systemic connections. Thirdly, we promote forward thinking and problem solving through experimentation of the challenges and opportunities in a digital era. The rationale of this module is to provide master-level students with the tools, framework and techniques essential for developing the practical skill set and theoretical understanding for delivering successful digital transformation projects for public and private sector organisations, and Small-to-Medium sized enterprises(SME).
View full module detailsInnovation Management is about fostering strategies of growth in large organisations. In this module, we examine the forces of Innovation and how they can be harnessed through a sound understanding of theory and the application to a range of case studies to see how theory works in practice. In turn, students are expected to develop a critical understanding for key concepts, tools and models and how they can be applied for decision-making in a real world context. For assessment, students work in groups to develop presentations about a range of Key Innovation Topics. Building on this learning, students then develop individual Innovation Reports where they evaluate the Innovation Management for a designated company and make recommendations about how they can improve to support strategies of growth
View full module detailsOptional modules for Year 1 (full-time) - FHEQ Levels 6 and 7
Choose 2 optional modules
Year 1
Semester 1
Compulsory
To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions
View full module detailsStrategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.
View full module detailsSemester 2
Compulsory
This module explores the use of financial information in strategic decision-making. Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders. In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value. Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability.
View full module detailsThis module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.
View full module detailsThis module looks at manager decision-making and the creation of organisational value using concepts from the area of Business Intelligence and Analytics. Data science and big data technologies using a decision-making perspective give MBA's an overview of how disruptive technologies are changing industries. We focus on how digital technologies are changing business, government and society. A main objective of the module is to help MBA's to understand how to use these technologies to help their own firms and their own careers. Machine Learning and Artificial Intelligence promises to become a fundamental source for competitive advantage and a driver for the creation of value in the business organisation, through the support to manager decision-making, automation of multiple business functions and the promise for emergent products, services and markets.This module looks at how managers can use new digital data technologies in their firms - such as Business Intelligence tools and data science. The emphasis of the module is to present the benefits and pitfalls of Business Intelligence and Business Analytics related technologies to managers as they strive to create competitive advantage and value for their organisations.
View full module detailsYear 2
Semester 1
Compulsory
In this module you will learn to formulate and implement business strategy in hi-tech industries featuring platforms and related ecosystems. Such hi-tech industries present specific challenges and opportunities to managers and strategists across a range of sectors. The module should be of particular interest to participants interested in managing a business in hi-tech, or a business in which technology matters, and to those interested in consulting or venture capital.
View full module detailsWhat does it mean to be creative and, more importantly, how can creativity be translated into something tangible that offers both uniqueness and value? Creativity is a key driver of innovation, and business success is increasingly tied to the organisation’s ability to solve problems creatively, and also find unoccupied space for new products and services. With problem solving and ideation at its core, this module will introduce students to the value of creativity for organisations and its leaders. Students will be immersed in a team based simulated entrepreneurial environment, where theory from the module can be effectively put to practise. During this intense entrepreneurial journey, students will work from problem to solution, developing a sense of their own creativity along the way. Students will learn to work effectively in diverse teams; define problems effectively; generate a large number of creative ideas to solve their chosen problem; identify opportunities for genuine value creation; synthesise and select the ideal solution to their chosen problem; develop this solution into a viable business opportunity; pitch this business opportunity to a panel of investors. At the conclusion of this experience, students will have developed and refined a key set of transferable entrepreneurial skills, which will enhance performance, decision making and leadership in any type of organisation.
View full module detailsSemester 2
Compulsory
This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme’s aim of changing the way managers and leaders think ‘through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioral science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organizations in a dynamic and rapidly changing business world in ways that create value for stakeholders.
View full module detailsCore
The Integrative Applied Project (IAP) is a 30 credit capstone project, requiring students to demonstrate their ability to integrate the knowledge and skills acquired during the entire programme to practice in a holistic way. Students choose one of the three options below: Business Plan – Students may want to start their own business and this project can be the first step on that journey. The business plan will have to be detailed and actionable and will be judged on how compelling a case it makes for viability and / or investment. Consultancy Project – Students may prefer to work on a live business problem with a real company. The consultancy outcomes must be actionable by the client and will be judged on the added value that the customer receives from the project. The client can be corporate, public or third sector; Management Research Project – Students may choose to focus on a wider practical or theoretical issue in a specific industry, investigating the research problem via the examination and application of theoretical frameworks and concepts.
View full module detailsOptional
Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organizations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.
View full module detailsThe environmental problems that morphed over time into the sustainability challenge teaches us an equally self-evident but hard-to-accept lesson - that living way beyond ones’ means may work for some time, but the accumulated costs of doing so may soon turn unacceptable. The buzzwords that are in front of this simple statement include the credit crunch, peak oil, water stress, climate change, biodiversity loss etc which can be summarised to suggest that the status quo is not viable as a successful strategy in the long run. Businesses must become substantially more efficient, responsive and profitable and the past cannot be a guide for the future. However, sustainability is, in most cases, not successfully managed by means of a ready-made solution or an implemented technology. For example, notwithstanding the relative merits, the environmental impact of individual transport has not been comprehensively addressed by introducing the catalytic converter and unleaded petrol for cars. Businesses have continuously sought (and many have found) innovative ways to address such problems in a way that aids competitiveness, profitability and organisational sustainability. This in in a way is the original managerial challenge in business: the integration of diverse social and political interests for the attainment of a common goal is what managers are (supposed to be) best at, so that, with hindsight, sustainability management becomes a new agenda in an old (managerial) setting.
View full module detailsThis module is designed to provide a substantial course in a synthetic form of Corporate Finance, financial resources management, risk management, and financial markets at a level appropriate to MBA and also to serve as a springboard to advanced specialist finance studies.
View full module detailsOne of the fundamental drivers of change in today’s world is digital transformation. This change extends beyond the digitalisation of current process. Across global industries, organisations are embracing latest technology and digital transformations for delivering value and continuous improvement. Understanding how to manage and successfully implement these transformations in the digital era has become a fundamental challenge for managers. Managing digital transformation programmes and projects requires new set of skills to operate effectively with stakeholders either through digital platforms or through other distinct forms of communication and social engagement initiatives such as co-creation, collaboration and co-designing. This module approaches management of transformation programmes from a triple perspective: First, by critically reviewing past and current project management methodologies, approach to planning and its socio-technical dimensions and practices. Second, by deconstructing conceptually the meaning of digital transformations to help us understand it. We will also analyse issues of current business models, new forms of power and influence, and its systemic connections. Thirdly, we promote forward thinking and problem solving through experimentation of the challenges and opportunities in a digital era. The rationale of this module is to provide master-level students with the tools, framework and techniques essential for developing the practical skill set and theoretical understanding for delivering successful digital transformation projects for public and private sector organisations, and Small-to-Medium sized enterprises(SME).
View full module detailsInnovation Management is about fostering strategies of growth in large organisations. In this module, we examine the forces of Innovation and how they can be harnessed through a sound understanding of theory and the application to a range of case studies to see how theory works in practice. In turn, students are expected to develop a critical understanding for key concepts, tools and models and how they can be applied for decision-making in a real world context. For assessment, students work in groups to develop presentations about a range of Key Innovation Topics. Building on this learning, students then develop individual Innovation Reports where they evaluate the Innovation Management for a designated company and make recommendations about how they can improve to support strategies of growth
View full module detailsOptional modules for Year 2 (part-time) - FHEQ Levels 6 and 7
Choose 2 optional modules
General course information
Contact hours
Contact hours can vary across our modules. Full details of the contact hours for each module are available from the University of Surrey's module catalogue. See the modules section for more information.
Timetable
- Our 12-month full-time MBA course runs to a standard timetable, with classes and other extracurricular activities scheduled on weekdays during term time
- Our 24-month part-time Executive MBA course takes place across 17 weekends each year, based at Horsley Towers within the De Vere Horsley Estate, in Surrey. Please note, this is a non-residential course.
Your timetable will become available to you prior to the start of each academic year. View our code of practice for the scheduling of teaching and assessment (PDF).
Location
Stag Hill is the University's main campus and where the majority of our courses are taught.
The part-time Executive MBA will be based at Horsley Towers within the De Vere Horsley Estate, in Surrey.
For all enquiries, contact us:
- mba@surrey.ac.uk
- +44 (0)1483 689186.
We offer careers information, advice and guidance to all students whilst studying with us, which is extended to our alumni for three years after leaving the University.
Personal careers adviser
As part of this course, you will have access to professional coaching and careers experts to provide you with support that is tailored to your individual requirements. From the moment you start with us, you will be connected with a careers adviser who will provide direction in a number of areas, such as:
- Professional positioning training, including advice on the MBA job market, developing a positioning strategy, CV building and online networking
- Professional positioning in person including interview preparation, group dynamics and assessment, pitching yourself and presentations
- Professional positioning on paper
- Mock interviews
- Mock assessments
- One-to-one coaching throughout the MBA.
Mentoring scheme
As part of the MBA programme, we will pair you with a mentor relevant to your sector, profession and personality. Our mentors are experienced executives, CEOs and leaders from technology, engineering, marketing, business and the third sector industries, among others. As your relationship grows, so will your understanding and confidence in discussing and applying real examples from the business world.
Alumni support
As an MBA graduate you will benefit from ongoing careers support both from the University of Surrey and the Association of MBAs (AMBA). Our strong networks and programme of social events and continuing professional development opportunities will help you to develop your career well into the future.
Alumni benefits
- Membership to the Association of MBAs (AMBA) with benefits including a jobs portal, knowledge updates and continuing professional development (CPD) events, including an accelerated route into the CIMA professional qualification
- Membership to the Surrey MBA alumni network, including a regular schedule of networking events and lectures, access to our LinkedIn group and alumni updates through our Forever Surrey MBA newsletters
- Membership to the local branch of Institute of Directors and access to Surrey Chambers of Commerce events
- A range of volunteering opportunities, including becoming an international or UK MBA ambassador, being a guest speaker, attending MBA fairs and events and becoming a Surrey Connect mentor to support other students.
![Izumi Tirado profile image](/sites/default/files/styles/500x500/public/2020-11/Izumi%20Tirado.jpg?itok=jrOR4T2E)
![Izumi Tirado profile image](/sites/default/files/styles/600x800/public/2020-11/Izumi%20Tirado.jpg?itok=T27dvtf6)
Izumi Tirado
Student - Master of Business Administration MBA
"It’s a great experience that will allow anyone that takes the course to grow professionally and personally."
![Nifan Ma profile image](/sites/default/files/styles/500x500/public/2020-11/Nifan%20Ma.jpg?itok=gciDEg3J)
![Nifan Ma profile image](/sites/default/files/styles/600x800/public/2020-11/Nifan%20Ma.jpg?itok=5ydGALH5)
Nifan Ma
Student - Master of Business Administration MBA
"I felt by pursuing an MBA, it could add some specific business skills to my toolkit, such as leadership and strategic thinking."
UK qualifications
Full-time MBA
A minimum of a 2:2 UK honours degree, or a recognised equivalent international qualification.
You must also have at least three years postgraduate work experience at the point of application, this should include some managerial experience. Candidates without a degree or less than 2:2 will be referred to the MBA Programme Director, as they may be accepted under exceptional circumstances where work experience is deemed to make up for the lack of academic qualification.
Executive (part-time) MBA
A minimum of a 2:2 UK honours degree, or a recognised equivalent international qualification.
You must also have at least five years postgraduate work experience at the point of application, this should include some managerial experience. Candidates without a degree or less than 2:2 will be referred to the MBA Programme Director, as they may be accepted under exceptional circumstances where work experience is deemed to make up for the lack of academic qualification.
English language requirements
IELTS Academic: 6.5 overall with 6.0 in each element.
These are the English language qualifications and levels that we can accept.
If you do not currently meet the level required for your programme, we offer intensive pre-sessional English language courses, designed to take you to the level of English ability and skill required for your studies here.
Selection process
Once you have made an application, you will receive an acknowledgement that this has been received by the MBA Office.
Interview
We will aim to contact all eligible applicants (those that meet minimum entry requirements) within ten days of receiving an application, to arrange an interview (face-to-face, Skype or telephone) with the MBA Director or MBA Development Officer.
This is an opportunity for applicants to talk about why they want to do an MBA and ask any questions they may have.
We will also assess eligibility for a scholarship during the same interview, if this was included in the application.
Offer and confirmation
If you are successful at interview, you will receive an offer to study with us along with confirmation as to whether we are granting you a scholarship. This offer will be sent by email and in the application portal. We ask that you confirm and accept your place electronically within 28 days of an offer.
Recognition of prior learning
We recognise that many students enter their course with valuable knowledge and skills developed through a range of ways.
If this applies to you, the recognition of prior learning process may mean you can join a course without the formal entry requirements, or at a point appropriate to your previous learning and experience.
There are restrictions for some courses and fees may be payable for certain claims. Please contact the Admissions team with any queries.
Study and work abroad
International study immersions
As a Surrey MBA student you will enjoy unique opportunities to learn first-hand about international business via our international study immersions. You will travel to a selected international destination, take part in company visits, and be lectured by top international academics at partner universities. In addition to learning, you will also have the opportunity to explore your destination's top attractions and landmarks.
Previous international study immersions have taken place in Beijing, China, North Carolina, USA, and Prague, Czech Republic.
Previous company visits have included:
- Baidu
- Intel
- Microsoft
- Shell
- AstraZeneca
- Koh-I-Noor Hardmudth.
Fees per year
Explore UKCISA’s website for more information if you are unsure whether you are a UK or overseas student. View the list of fees for all postgraduate courses.
September 2024 - Full-time - 1 year
- UK
- £29,000 per year
- Overseas
- £29,000 per year
September 2024 - Part-time - 2 years
- UK
- £14,500 per year
- Overseas
- £14,500 per year
- If you are on the two-year part-time masters programme, the annual fee is payable in Year 1 and Year 2 of the programme
- These fees apply to students commencing study in the academic year 2024-25 only. Fees for new starters are reviewed annually.
Payment schedule
- Students with Tuition Fee Loan: the Student Loans Company pay fees in line with their schedule (students on an unstructured self-paced part-time course are not eligible for a Tuition Fee Loan).
- Students without a Tuition Fee Loan: pay their fees either in full at the beginning of the programme or in two instalments as follows:
- 50% payable 10 days after the invoice date (expected to be October/November of each academic year)
- 50% in January of the same academic year.
- Students on part-time programmes where fees are paid on a modular basis: cannot pay fees by instalment.
- Sponsored students: must provide us with valid sponsorship information that covers the period of study.
The exact date(s) will be on invoices.
Additional costs
There are no required associated costs with this course.
Optional expenses
- Optional international study tour – approx. £2,500
- Optional textbook purchases – costs vary.
Funding
You may be able to borrow money to help pay your tuition fees and support you with your living costs. Find out more about postgraduate student finance.
Sponsorship
Many employers are willing to sponsor their staff to undertake an MBA. The benefits for employers can be substantial and it’s worth discussing sponsorship with your organisation. Sponsors may be able to support paying all your tuition fees or just a percentage - we are happy to receive fee payments from more than one source.
You may be able to borrow money to help pay your tuition fees and support you with your living costs. Find out more about postgraduate student finance.
Scholarships and bursaries
Discover what scholarships and bursaries are available to support your studies.
How to apply
You can apply for our full-time and executive (part-time) courses through our application portal (see the 'apply online' section below).
View our application checklist (PDF) for full details of the documents you will need to supply to complete your application and our CV writing guidelines (PDF).
If any of your supporting documents are under 2MB, you can upload them along with your application form. If they are larger than this, please email them to us at admissions@surrey.ac.uk or post them to us at the following address:
Admissions Team
Floor 5
Duke of Kent Building
University of Surrey
Guildford
Surrey
GU2 7XH.
Please also indicate in your application whether you wish to be considered for a scholarship.
Apply online
To apply online first select the course you'd like to apply for then log in.
Select your course
Choose the course option you wish to apply for.
Sign in
Create an account and sign into our application portal.
Admissions information
Once you apply, you can expect to hear back from us within 14 days. This might be with a decision on your application or with a request for further information.
Our code of practice for postgraduate admissions policy explains how the Admissions team considers applications and admits students. Read our postgraduate applicant guidance for more information on applying.
About the University of Surrey
Need more information?
Contact our Admissions team or talk to a current University of Surrey student online.
Terms and conditions
When you accept an offer to study at the University of Surrey, you are agreeing to follow our policies and procedures, student regulations, and terms and conditions.
We provide these terms and conditions in two stages:
- First when we make an offer.
- Second when students accept their offer and register to study with us (registration terms and conditions will vary depending on your course and academic year).
View our generic registration terms and conditions (PDF) for the 2023/24 academic year, as a guide on what to expect.
Disclaimer
This online prospectus has been published in advance of the academic year to which it applies.
Whilst we have done everything possible to ensure this information is accurate, some changes may happen between publishing and the start of the course.
It is important to check this website for any updates before you apply for a course with us. Read our full disclaimer.