Programme overview. The Henley MBA comprises three stages:

Transcription

1 The Henley MBA

2 Programme overview The Henley MBA is a post-graduate qualification programme for experienced and practising managers to prepare them for senior leadership positions. It seeks to develop managers to make the right choices for themselves, their organisations and the society in which their organisation exists. It recognises that character and integrity are as important as capability. Managers deal with dilemmas and choices. When making decisions, managers must employ critical and creative thinking as well as ethical principles to synthesise the apparently divergent aspects of a situation and avoid the undesirable possibilities that may ensue. Managers must make choices that are right for the context in which they find themselves. The Henley MBA recognises that the context of management is changing rapidly. Technological innovation and global connectivity have led to greater organisational complexity and a flattening of organisational hierarchies with fewer lines of management. People are more mobile and have changing expectations for themselves, their colleagues and their organisations. The Henley MBA, through all modes of study, provides a rigorous grounding in the disciplines of management and access to thought leadership and leading edge practice, with opportunities for personal development. It is international in scope and in content and offers an engaging and innovative learning process based on a blend of face to-face and web-based activites that expect participants to learn with and from peers as well as through independent study and expert guidance. The learning and teaching process is intensive and challenging and programme members will be expected to engage with a structured process designed to develop their personal capacity for ongoing autonomous learning. The Henley MBA comprises three stages: The focus of Stage 1 is Managing the Organisation. Participants are provided with a better understanding of the reality of management in the 21 st century and the role of the Manager. Stage 2 focuses on Making Business Choices as the subject matter is more explicitly commercial and strategic. Stage 3 focuses on Making a Difference and has five elements. In addition to two core modules, Leadership and Change and Reputation and Relationships, participants complete an Elective Subject and a module on business research methods leading to the Management Challenge.

3 The program duration is three years. The participants are expected to spend an average of hours per week. Throughout the programme the emphasis is on the practical application of relevant management theory in the workplace. The programme is avowedly international in its perspective and this is reflected in the choice of subject materials, topics and illustrations. Henley Management College Henley is one of the few institutions in the world to have received triple accreditation from the major awarding bodies in the UK (AMBA), the US (AACSB) and Europe (EQUIS). Henley is also rated in the Financial Times rankings for both Executive MBA s and Executive Education courses. Programme Location and Networking Groups An introduction workshop at the beginning of the programme will introduce you to the learning process on the programme, start the process of building an effective learning team and cover the first subject workshop of the programme Dynamics of Management. In addition Henley will provide help and support in developing your presentation skills, enabling you to feel confident in participating in the group activities during the workshops. This workshop will provide an opportunity for you to get to know the whole group and to establish a common identity, as well as getting to know the Henley team. During the introductory workshop, learning groups will be formed with the aim of enabling you to help each other to achieve the common goal of completing the programme, and to facilitate the cross-functional learning and networking that is at the heart of the programme. You will also be provided with information about e-learning and Henley s e-library.. 2

4 Workshops Following the starter workshop there will be a series of workshops to support personal and group learning. As a programme member, you will be expected to have read through the materials and taken notes on key learning points and their practical application within your organisation before attending the workshop. Your workshop tutor will assume some prior learning for the session. Following the subject workshop, you will have a period of time for completion of personal study and preparation of a work-based assignment. Tutors All workshops are thaught in English with experienced tutors from Henley Management College in England. You can see their profiles on under about us. Course Style This course calls for a high level of participation. An important feature will be the analysis and discussion of the assignments and your real life cases. Sessions will be supported with extensive material for subsequent self-study but the priority throughout is on discussion and the exchange of ideas. There will be intensive group analysis of practical problems. The Henley Management College approach to management learning provides a lively and stimulating mix of material, which encourages participants to think and apply as well as to learn. Learning Methods Assessment on the Henley MBA is developmental, designed to promote effective learning: you are required to demonstrate learning through its application to your organisation by means of assignments and group presentations. Henley`s distinctive capability is in the provision of management education to practising, working executives. The programme is structured in such a way as to anchor the learning process centrally to your organisation. Each subject has an assignment like a consultancy project in which programme members have to demonstrate their mastery of the subject by applying what they have learned to their organisation. In so doing, of course, organisations can benefit greatly from fresh insights and latest thinking on management issues. 3

5 The Henley MBA The Henley MBA consists of: (See the detailed description of each subject below) Stage 1 Managing the organisation 600 hours Dynamics of Management 100 hrs Personal Development Managing People & Performance 150 hours Managing Processes, System & Projects 150 hours Managing Financial Resources 200 hours Exam 1 (MPP, MPSP, MFR) Stage 2 Making business choices 600 hours Personal Development The Global Business Environment 100 hrs Exam 2 (GBE, SM) Strategic Marketing 150 hrs Elective 1 50hrs Corporate Finance and Government 150 hrs Exam 3 (CFG, SD) Strategic Direction 150 hrs Stage 3 Making a difference 600 hours Leadership and Change 100 hrs Reputation & Relationships 50 hrs Personal Development Elective 2 50hrs Manager as Investigator 50hrs Management Challenge 350hrs 4

6 By following the programme structure outlined you have the opportunity to develop a variety of skills and expertise, which fall into three major categories: A. Knowledge and understanding You will have a deep and systematic understanding of knowledge relating to organizations, their external context and management. You will be able to work with theoretical, researched-based and relevant knowledge at the forefront of the management discipline. B. Cognitive and Intellectual Skills Proficient use of the mental skills required to interpret knowledge and understanding in different contexts through a soundly reasoned and justifiable approach to action: 1. Critical thinking and creativity 2. Analysis 3. Synthesis 4. Evaluation 5. Application 6. Problem solving and decision-making 7. Managing information and knowledge C. Behavioral Skills The means through which individuals practically apply transferable skills, knowledge and understanding to realize and improve the approach to action they justified through cognitive and intellectual skills: 1. Collaborative and group working 2. Self awareness and evaluation 3. Two-way communication 4. Problem solving 5. Numeracy and business research skills 6. Consultancy skills 7. Personal effectiveness 8. Learning 9. Ethics and value management 10. Leadership and performance management 11. Autonomy 12. Technical expertise

7 The ability to effectively integrate all three aspects of management in order to handle complex issues both systematically and creatively, and to use these skills to improve your own management practice and that of your studies. Programme Aim The Henley MBA programme aims to prepare participants for senior leadership positions by: 1. Developing a strategic, holistic and integrated perspective of business, organisations and management 2. Developing knowledge and understanding of current and pervasive issues in business and management through access to thought leadership and leading edge practice 3. Developing the knowledge, understanding and skills for management and leadership around three core themes: a. Choices: that management and leadership is about making the right choices both personal and organisational b. Values: that character and integrity are as important as capability for managers and leaders c. Critical thinking: that effective management and leadership requires both innovative and critical thinking 4. Providing personal development opportunities to help programme members develop their management capabilities, their capacity for and commitment to continuous learning and their ability to work in and lead teams in different situations 5. Integrating theory and practice through an approach to assessment that combines academic rigour with practitioner relevance through assignments, examinations and a practical research project. Programme Subjects Stage 1: The Postgraduate Certificate The focus of Stage 1 is Managing the Organisation. Participants are provided with a better understanding of the reality of management in the 21st century and the role of the Manager. There is an explicit focus on learning and on the role of the manager. There are four subjects in Stage 1:

8 Dynamics of Management develops principles and concepts that underpin the changing role of the manager and leader. It will help to introduce members into the MBA programme by developing foundational elements on which later modules will build. It will develop an understanding of the key roles of a 21st century manager and the critical areas of management dilemmas. The module will focus on advanced thinking and analytical skills, and build critical and creative approaches for effective practical application in the context of the changing world of work. Key elements: Past, Present and Future work History and nature of the manager and management Changing management and leadership Current environmental and business trends Organisational development and trends Strategic thinking and strategy models for analysis Principles of ethics Complex nature of environmental change Dilemmas and paradox in management Values, character and integrity Developing professional relationships Inter-personal dynamics Principle-based leadership Management style Engagement in relation to 21st century work Effective interaction and working with others Principles for effective decisions and choices in today s and tomorrow s organisational environment Uncertainty, paradox and ambiguity Dialogue Approaches to decision making, analysis, argument, evidence Qualitative and quantitative information Objectivity in analysis Managing People and Performance considers managers and their engagement with individuals, teams and organisations and how this can impact on and drive performance. The module explores issues around the scoping, creating, reviewing and embedding of performance at the individual, organisational and strategic level in a range of contexts including international contexts. The discussion embraces issues such as the impact of context and culture, understanding human behaviour and motivation, leadership,

9 managing elements of performance, coaching, training, development and organisational learning, team-working and talent management all of which are key to managing within contemporary organisations. Key elements: Individual, team and organisational performance: scoping, creating, reviewing and embedding Context and drivers of people management and performance Culture Human behaviour Motivation Commitment and engagement Competences Performance management and appraisal Dealing with poor performance Leadership Team building and team working: including virtual Human resources and staff development Coaching Training Development Organisational learning and knowledge management Reward management and total rewards Talent management Career management Psychological contract and trust Attracting and retaining talent Recruitment and selection Job design and work allocation Working with the HR function Performance measures Managing Processes, Systems and Projects takes a systems approach to the integration of operations management and information systems management. Systems and processes are viewed as the key enablers of business strategy and students gain an understanding of how systems fit together and of the complexity and tension in systems. The focus is on performance, innovation and change processes. Key topics covered include: Business Process Mapping, Value Chains, Make or Buy Decisions, Capacity Management, Quality Processes, Continuous Improvement and Knowledge Management.

10 Key elements: Value creation Business processes and process management Innovation Systems thinking and analysis Systems and process design Value concept Business model Define and development lifecycle 5-I s framework (Intention, Integration, Implementation, Inspiration, and Improvement) Cross-organisational devices Information systems development Stakeholder management Procurement Supply chain management Outsourcing Service delivery Business process fusion Innovation processes Change management Performance management Project management Quality management Six-Sigma Process modelling (4V s/hill s Method) Strategy maps Value stream mapping Outcome analysis Business case analysis and reports CSF s and KPI s Managing Financial Resources integrates the study of accounting, finance and microeconomics. It enables managers to be financially literate and confident in participating in financial decision-making and assessing business performance. It introduces the key concepts in these areas that managers need to understand to be able to function effectively and to understand the business context in which financial decisions are made. Key themes include Financial Statements, Financial Planning and Budgeting, Management Accounting and Decision Making, Financial Analysis and Valuation, Demand and Supply Analysis, Cost Analysis and Market Structure.

11 Key elements: Financial information forms of presentation and purpose Accounting principles Key financial statements internal and external perspective Profit v cash Financial reporting framework Financial analysis and performance metrics Budgets for planning and control Budgeting process Management control systems (NC) and behavioural issues Cost terms and concepts Alternative costing systems absorption, marginal, activity based costing (NC) Use of marginal costing, cost-volume-profit analysis and relevant costs in short term decision making Process of capital budgeting Investment appraisal techniques Factors affecting data in decision making Value creation Techniques for estimating company value Basic concepts of economics and economic terms Analysis of consumer demand Nature of cost and supply decisions Market analysis Competition and regulation Pricing Stage 2: The Postgraduate Diploma Stage 2 has a focus on Making Business Choices as the subject matter is more explicitly commercial and strategic. There are five subjects in Stage 2. The Global Business Environment aims to equip the learner with a sophisticated understanding of the global business environment of the 21st century and an ability to identify the drivers at different levels. It adopts a pluralistic approach to analysing the world from different philosophical standpoints and uses a number of entry gates, including macroeconomics and politics. It addresses key issues and debates such as Business Ethics and Sustainability and the broader social impact of business on society. 10

12 Key elements: Importance of environmental characteristics for companies Framework for globalisation Macroeconomic foundations and goals: the main economic schools and their relevance, performance figures and their development, exchange rates and balance of payment Conceptual foundations of trade The birth and rise of multinational enterprises, FDI decisions and flows Development and shaping factors of competitiveness of nations and regions Role of government policies and politics, including aspects of government involvement, free trade versus protectionism, competition policies, the past and future of emerging trade blocks Importance of technological change Impact of globalisation on society Speed of and limits to convergence Role of and repercussions for cultures Corporate social responsibility and true sustainability: why business as usual is not an option Future scenarios for the global business environment Current dilemmas and future choices Strategic Marketing builds on Stage 1 and deals with the challenge of building and maintaining relationships with the organisation s various stakeholders including customers, suppliers, partners or employees. It goes beyond transactional models of product marketing to focus on marketing in services and knowledge-based industries as well. It takes an international perspective to marketing and deals with the challenges of marketing in business-to-business situations as well as consumer and non-profit contexts. Key themes include Brands, Customer Relationship Management, Reputation, Marketing Communications, Electronic and Mobile Commerce and Consumer Behaviour Key elements: Evolution of marketing Theoretical approaches of the marketing discipline Marketing ethics Market orientation Market drivers Regulation and market development Product vs. services marketing Marketing planning 11

13 Understanding the value Analysis of markets Customers and competitors Buyer behaviour (individual and organisational) Marketing research Marketing information systems Segmentation, targeting and positioning Innovation and new product development Developing a value proposition Branding Effect of corporate reputation Integrated marketing communications, media management Pricing strategies Designing the offer Relationship building Internal marketing Sales management and key account management Multi-channel integration Role of intermediaries Customer service Marketing metrics Return on marketing investment Customer life-time value Retention and churn within markets Cross-selling Corporate Finance and Governance is concerned with financial and strategic decisionmaking to meet the organisation s objective of value creation, and the senior management s governance role for achieving it. This module provides managers with the skills and competences to be able to perform at the highest level in strategic decision-making in their organisations. It introduces the key concepts that management needs to address in fulfilling its financial duties of managing capital to create value while being responsible and practicing good governance. It builds on the other MBA modules, in particular MFR, to provide a framework and uses relevant concepts to examine how corporate finance supports the strategic direction of organisations, its accountability and relationships with its interest groups. Key themes in this module include: financing policy, investor and dividend policy, cost of financing capital, changing ownership structures, value-based management, value incentive plans, primary treasury functions, the development of corporate governance practice and board tasks and codes. 12

14 Key elements: Financial and strategic decision-making Nature of capital and value: forms and structure, theories of value Capital concepts, stewardship, agency theory, strategic value framework Management of capital within the organisation Capital ownership: nature and form in different enterprise environments Value-based management: value creation and managerial incentive programmes, cash, treasury and FOREX management, balanced scorecards, risk management Corporate governance: maintaining responsibility and reputation Board codes, structure, duties and performance, HMC/IOD model, Spirit Model, risk assessment Codes of practice and compliance, Sarbanes-Oxley, board and director duties Owner-managers agency role Strategic value framework 7-Drivers Governance codes Market theories Stakeholder models Strategic Direction has in-depth coverage of the strategy process. It introduces learners to the main schools of thought and theoretical debates in the strategy area. It enables learners to apply strategic tools judiciously. It deals with strategy in different organisational contexts and situations. It addresses the challenge of managing organisations strategically in unpredictable environments. Key themes and concepts include Resources and Capabilities, Competition and Collaboration, Diversification and Focus, Emergent and Deliberate Approaches, Strategy as Narrative, Complexity Theory and Real Options. Key elements: Nature and purpose of strategy: levels of strategy, strategic positioning Strategy and organisational aims, purpose and objectives, vision, mission and goals Resource-based view and core competences Strategy in different contexts: commercial, NFP etc Stakeholder expectations and roles Competitive advantage Organisational effectiveness Link between strategy, structure and policy Industry analysis and lifecycle 13

15 Strategic analysis, option evaluation and decision making: tools, assessment of costs, benefits and risks, implementation, change management, and leadership issues Scenarios Implementing strategies and tactics at department level Value creation: contribution of internal resources, activities and processes Fit between organisations value-creating capabilities, external macroenvironment and key success factors Impact of environmental and competitive dynamics Growth, innovation and enterprise Human capital Diversification Key Models: VMOST, SWOT, PESTEL, Strategy and structure, Force-field analysis, Cost-benefit analysis, Value chain, 5-forces, Lifecycle, Generic strategies, Competitor analysis (A.D. Little), PERFMIX: organisational purpose, environment, resources, fit, moving forward/decision, implementation and the X-factor, Turbulence scales, E-V-R, James Strategic Thinking Model Participants conclude Stage 2 by completing an Elective from a list of approved subjects. These elective subjects focus on topics of current or future importance to organisations, which are either too new to have found their way into the core syllabus or usefully extend the treatment in the core modules to permit greater specialisation The list of topics reflect the research interests of Henley faculty and is subject to continuous revision. Stage 3 The MBA Stage 3 has a focus on Making a Difference and has 5 elements. In addition to two core modules, Leadership and Change and Reputation and Relationships, participants complete an Elective subject and a module on business research methods leading to a consultancy research project. Leadership and Change deals with the challenge of managing strategic change in organisations. It introduces the Henley Business Transformation Model. It looks at different strategies for change bottom up/top down, incremental/ radical- and explores different aspects of the change process including leadership, culture, structure and change architecture. Key themes include Change Architecture, Leadership Models, Power and Politics, Organisational Development and Growth, Learning Organisations, and Knowledge Management. 14

16 Key elements: Change: types (programmatic versus emergent), complexity, historical development of change management, major theories, approaches and models, Context of change: drivers of change (organisational re-design, strategy implementation, mergers and acquisitions, external environment), culture (organisational and national), organisational paradigms (machine, system or organisation) Implementing strategy: challenges and barriers, causes of failure, assessing readiness for change Nature of leadership: historical development and context of leadership theory, major leadership theories, development of thinking and models, changing perceptions of nature and purpose of leadership Relationship between leadership, strategic direction and strategic decisionmaking Development of leadership: are leaders born or made, links to talent management, approaches to assessing leaders and leadership potential, leadership development Individual leadership: development in thinking and models, power and leadership, differences between leadership of and leadership in the organisation Leadership teams: leadership teams and strategic organisation, TMT decisionmaking, significance of values, strategic leadership, effectiveness of leadership teams, the Board as a team Leadership of change: leaders as change agent, leadership behaviours and culture change, specific behaviours associated with effective change, developing effective change leaders, building change capacity Reputation and Relationships addresses the key challenge of developing and managing organisational reputation. Reputation, responsibility and value creation will be linked through a focus on understanding stakeholder relationship and reputation. Reputation, responsibility and value creation will be linked through a focus on understanding stakeholder relationships. 15

17 Key elements: The nature of relationships in an organisational context. Key aspects of relationship theory and its impact upon organisational efficiency and effectiveness: o Intentions/Experiences o Shared Values/Equity o Power/Control & Compliance o Trust/Confidence & Commitment o Reasoned Action/Planned Behaviour o Story Telling/Emotions o Exchange/Transaction & Service Organisational Purpose & Behaviour Organisational legitimacy concept and practice: o Personal/Organisational Ethics o Organisational Responsibility o Organisational Culture o Growth o Reputation o Sustainability How individuals, organisational stakeholders, organisations themselves and the wider society makes sense of organisational purpose and the relationships that comprise it. o Value o Values o Governance o Good Governance appropriate behaviour How organisations operationalise and manage their reputation Systems and processes to embed, evaluate and measure organisational reputation: o Conceptualising, thinking and acting strategically o Stakeholder theory o Network theory o Leadership o Alternate organisational models of purpose and reputation 16

18 An Elective is selected from a list of approved subjects. As with the Elective in Stage 2, these subjects focus on topics of current or future importance to organisations, which are either too new to have found their way into the core syllabus or usefully extend the treatment in the core modules to permit greater specialisation The list of topics reflect the research interests of Henley faculty and is subject to continuous revision. The current list includes, for example: Creative Problem Solving Entrepreneurship Relationship Marketing Innovation Management Dynamics of Branding Corporate Governance and Board Leadership International Business Environment (Study Week) Knowledge Management Competitor Intelligence Customer Relationship Management Systems Managing the Project Based Organisation Project Selection and Definition The Manager as Investigator introduces the participant to the basic requirements for rigorous and relevant research into management. It builds on the work initiated in Stage 1 and Stage 2 and prepares participants for the Management Challenge in Stage 3. Key topics are Research Approaches, Research Design. Literature Reviews, Data Collection and Analysis, Research Writing. The Management Challenge offers students the opportunity to build on and extend elements of their learning from the programme. It is designed to draw explicitly on the work that they have done during the Manager as Investigator module as well as other elements of the MBA. The Management Challenge is a research-based consultancy project that requires students to apply a range of knowledge and skills to a real organisational issue or problem and, through rigorous analysis, generate relevant and practicable solutions or recommendations. In developing the Challenge students are required to use their intellect, self-discipline and organisational skills in a self-managed way to produce a piece of work that demonstrates they can work at Masters level and add value to the organisation for whom they undertake the challenge as well as managing their own learning and development. 17

19 Personal Development Throughout the programme personal development opportunities help you to build your skills and knowledge in order to develop your management capabilities, your capacity for and commitment to continuous learning and your ability to work in and lead teams in different situations. The module aims to enable you to: 1. Take control of your direction 2. have and pursue life and career goals 3. obtain maximum benefit for self and organisation from the learning opportunity 4. reflect upon your own learning, performance and/or achievement and to plan for your personal, educational and career development The module can be summarised as follows: Self-awareness Do you have a clear view of your basic personality and aspirations? Development needs Have you established appropriate study skills, development goals and plans to achieve them? Introduction & Overview A lifelong approach to continuing professional development Building Competence Are you developing effective behaviors that drive outcomes? Building career Are you integrating the learning process with workplace practice to maximise progression in role and career development? 18

20 Introduction the personal development process and planning learning contracts the learning cycle and learning styles study skills, learning groups and learning support feedback and assessment work-life balance Self-awareness personality: 16pf, MBTI, EIQ. team roles: Belbin team building and group dynamics Development needs dealing with dilemmas and choices: motives and values reconciling personality and aspirations competences: occupational and personal gap analysis, goal setting and action planning managing individual and group goals Building career managing talent: meeting individual & organisational needs delivering performance: progression in role and career development boundary-less careers and employability career management toolkit: Career Anchors, job search, CV, networking and interview Building competence effective behaviours that drive outcomes Inter-personal, influencing & persuasion skills, e.g.: drawing on MBTI, FiroB, NLP, LDQ Assessment You will be assessed summatively throughout the programme by means of assignments or projects, examinations and a research project, each of which has its own assessment purpose. 19

21 Assignments The assignments assess the development of subject knowledge and understanding, the application of that learning in relevant management context (typically your own organization) and where possible the integration of that learning across management disciplines. Assignments will comprise approximately 55% of the total marks for the Programme. Examinations Examinations assess subject knowledge and understanding under timed conditions where the particular questions asked are not known in advance. The examination will comprise approximately 25% of the total marks for the Programme 40% of both Stage 1 and Stage 2. Management Challenge (research-based consultancy project) The Management Challenge assesses knowledge and understanding relating to the research topic and to the chosen research methodology. It will also assess your ability to undertake relevant business research. The Management Challenge will comprise approximately 20% of the total marks for the MBA programme. Formative feedback will be provided on assignments and the Management Challenge, but not on examinations. The Henley MBA programme will include three examinations, one in Stage 1 and two in Stage 2, and a research project (The Management Challenge) in Stage 3. Personal Development Assessment The assessment of personal development will be formative in nature but will be a required aspect of assessment. You will have to complete a personal developmental plan and a review and reflection on your learning at the end of each stage. Learning and Development Advisors will provide developmental assistance and feedback to programme members. The Personal Development Plan is to be submitted by each programme member in written form. There will be written, formative feedback in each case and a mark. There will also be a group review and a presentation in plenary. 20

22 Programme Management The Henley MBA programme requires a significant level of commitment from you as a Programme Member, typically involving up to 12 hours study per week. Study time will, of course, depend on your experience, expertise and individual learning style. Admission Procedures All applicants must submit our application form, relevant certified copies of degree certificates and one satisfactory reference. Successful applicants will be sent an offer letter. Admission Criteria To join the Henley MBA programme you require the following: Three years relevant managerial experience* A degree or equivalent qualification Relevant academic or business references Evidence of fluency in English (if it is not your first language)) To be in employment or to have access to company data for assignment purposes. Proof of this must be supplied in the form of a signed company letter. English Language Requirements The requirement is that you speak and write English without too many problems and most applicants make use of the form Certification of English Proficiency at Work. Otherwise you will be required to take an English test, if English is not your native language. Applicant Profile The applicant profile of the program is executive and managers in primarily large Danish companies. Our programmes are designed for experienced practising managers. Most already have 10 years post graduate work experience. Sharing your experience with fellow students enriches your learning. 21

23 Below you can see the distribution of positions, managerial experience, educational background and age at admission: Educational Background Age at Admission 10% 17% 15% 30% 16% 12% 17% 32% 36% 15% Other HD Over 40 Between 30 and 35 Universitetsgrad Ingeniør Between 35 and 40 Under 30 HA/Bachelor Cand. Merc Positions at Admission Managerial Experience 1% 5% 5% 7% 27% 27% 13% 46% 17% 25% 27% Other Purchasing Production IT Finance and Accounting Consulting General Management Sales and Marketing More than 10 years 7 to 10 years 3 to 7 years 22

24 Price Prices and terms per 1 May 2007 Part Duration Price Payment Postgraduate Certificate (Stage 1 of the MBA) Postgraduate Diploma (Stage 2 of the MBA) Master in Business Administration (Stage 3 of the MBA) Total 1 year 65,000 DKK 30 days before the start of Stage 1 1 year 68,000 DKK Before the start of Stage 2 1 year 66,500 DKK Before the start of Stage 3 199,500 DKK The price includes: Optional i.e. not included in the price All workshops in Greenland incl. food and accommodation Two workshops at HMC in UK excl. flight and accommodation Books and materials for the programme Marking of assignments and exams Access to e-learning and e-library Personal Development Plan Support from Henley International Consulting Assignment (½ elective) in for example places like: Cape Town, Kuala Lumpur, China, Boston etc. estimated to around dkk VAT Price changes at 3-5% pr annum may occur. 23

25 Start Dates and Application Deadline The Greenland Executive Henley MBA programme commences once a year and the application deadline is approx. two months before start. Workshop Schedule Stage 1 of the Greenland Executive Henley MBA February 2008 Activity Date(s) Venue Introduction/teambuilding PD Introduction and Self awareness February 2008 Henley Management College, U.K. Dynamics of Management 1st March 2008 Henley Management College, U.K. Deadline Dynamics of Management 21 April 2008 Electronically to Henley U.K. Managing People and Performance June 2008 Nuuk Managing Processes, Systems and Projects August 2008 Nuuk Deadline Integrated Assignment in MPP & MPS 8 October 2008 Electronically to Henley U.K. Managing Financial Resources October 2008 Nuuk PD Development needs and Personality 30 October 2008 Nuuk Deadline Managing Financial Resources Assignment 5 January 2009 Electronically to Henley U.K. PD Deadline Review & Plan 1 5 January 2009 Electronically to Henley U.K. Stage 1 Exam preparation 4-5 February 2009 Nuuk Stage 1 Exam 4 March 2009 Nuuk 24

26 Contact Us For more information on the Greenland Executive Henley MBA please phone Stig Rømer Winther on or send an to Henley Management College Krystalgade 7, 3 sal 1172 København K t f Greenland Tourism & Business Council Hans Egedesvej 29 DK Nuuk t f