Day in the life of an MBM student

We aim that your time at Stirling will be a dynamic and vibrant experience where you will be able to engage with a wide range of business leaders and experts, in and out of the classroom, as they share their secrets of success.

AMBA accredited

Business and Management (MSc)

2015-16

BUSP007 Personal & Professional Development

Students from both the MBA and MBM participated in a full day of PPD activities on the 21st April which began with an interactive workshop focusing on developing students negotiation and influencing skills. Negotiation is used every day, both in the workplace and at home, and specific approaches to using these skills can be learned and then applied across a wide range of activities which can be of great benefit in resolving any differences that arise between two or more parties.  During this workshop, students had the opportunity to practice both an individual and collective approach to negotiation through a series of engaging activities.

In the afternoon, both groups of students visited the Deanston Distillery in nearby Doune.  During the visit, students were taken on a tour of the distillery where they discovered what lies behind the process of making the award-winning Deaston single malt Scotch whisky.  They then rounded off the visit with a ‘wee dram’ of Deanston 12-year old whisky.

Interestingly, although the company has a long history, it is not in whisky making. Before 1970s, it was manufacturing cotton textiles. Globalization meant that industries had moved to Asia where products costs were considerably lower. After evaluating its strategic options, the company recognised the potential of its resources. It had two of the most important resources needed to make whisky- it was situated near a river and had abundant supplies of barley from local farms. It was an interesting case of how when a company is faced with severe threat in its traditional market, can seek strategic redirection if it recognizes the potential of its resources. Students also got to understand the company’s pricing and marketing strategy. The water from the river is not only used to make the whisky but also to generate enough power to support its operations and feed back to the national grid- a lesson in developing a sustainable solution. These lessons had direct link with topics covered in modules such as Strategy for Sustainable Success, Marketing, Operations Management and Managing in Emerging Economies. ​

BUSP014 Managing in Emerging Economies

This highly interactive elective module offered to the MBA and MBM students takes a comprehensive look at emerging markets, especially (but not only) the BRIC countries (Brazil, Russia, India, China), as they integrate with the global economy.

Students examined major challenges facing these economies in the current economic climate. For example, what is China’s ‘new normal’? What are the challenges of India's new ‘Make in India’ policy? How do you build a country’s global reputation? What options do Brazil, Russia and South Africa have to diversify away from resource dependent sectors? Can these countries develop capabilities to challenge in the knowledge and technological future? Students also looked at geopolitical implications of BRICs and projects like China’s new Silk Road.

Considerable attention was given to examine the recent trends in offshore outsourcing. These discussions covered the strategic decision making process (from the perspective of companies in developed economies) involved in outsourcing and compliance related issues that has to be considered. Importantly, what are the socio-political implications of offshoring? Students then discussed challenges faced by western companies such as Uber, Google, Yahoo and Tesco when they enter into emerging markets.

As part of the module the class also learnt about growing presence of multinationals from emerging markets on global stage. Using the case of multinational firms from China (Haier), Brazil (Embraer) and India (Tata), students analyzed their strategies of successful international expansion.  There was also discussion on the implication (both public policy and business strategy) for the developed economies with the rise of emerging economies and identified factors that could shape the global economy in the 21st century. 

A guest lecture by Laura McEwan (HR Director) from DOGFI.SH Mobilebrought to life experiences of a small but fast growing Scottish mobile applications development company’s experiences of operating in emerging markets. Such experiences included understanding legal requirements and, more importantly, cultural sensitivities. 

As part of final project, students evaluated the mobile applications development industry in various emerging markets and made recommendations to the company on markets they should enter next as part of their international growth strategy. This approach highlighted importance of international acquisition, building global brands, following diaspora and building a culture of innovation.

After all their hard work the students enjoyed a lunch with the tutor.


BUSP010 Strategic Management

It’s now April, and it’s time for the ‘capstone’ module strategic management which is designed to integrate all of the earlier modules on the MBM degree. The module is designed around developing strategy for local Scottish businesses – the ‘clients’. We organised ourselves into groups, had a pre-meeting to learn more about the clients and then choose which one of the businesses we would study. The class were split into five groups and studied three different businesses.

The clients were diverse – ‘Brightwork’ a leading Scottish recruitment consultancy business with offices in Glasgow and Edinburgh, recruiting across a wide range of industries and sectors; ‘The Edinburgh Clinic’, which is a subsidiary of the Aspen Health group, a private day-case hospital that offers fast access to appointments for out-patient consultation, on-site diagnostic imaging, and day-case surgical treatment; and, ‘The Quay’ a hotel, spa and leisure complex situated outside Edinburgh with a unique beach location. The students visited these businesses at the outset of the module to meet key members of the management teams and familiarize themselves with the business. We met the CEO, executive and senior managers of these businesses as they outlined their concerns and the issues that they wished us to analyse as part of our module. An exciting and challenging opportunity!!

 

The Strategic Management module is designed to provide students with the theories, tools and techniques to conduct strategic analysis, covering the business idea, competition and external scenarios to generate and evaluate strategic options. These are key skills for both managers and consultants.

The module was designed around a day-by-day process of short lectures, guided reading, student group-work, student presentations and academic feedback to enhance the immediacy of learning. Each day brought a new task covering the businesses purpose, value creation process, resources, competencies, distinctive competencies and the over-arching business idea; markets and customers; the nature and structure of competition and the ongoing nature of competition as well as the search for competitive advantage; scenarios to help us understand the future which is characterised by volatility, uncertainty, complexity and ambiguity; the identification of factors impacting on the clients concerns and then developing strategic options to capture opportunities and minimise threats. In addition, we used materials and ideas from their previous modules of Marketing, Operations Management, Economics, Finance and People Management.

Each day helped students analyse their chosen case study in detail. From each step in the analytical process the students began to reveal the hidden challenges and possibilities facing their case organisation. These were synthesised and we presented our proposals on the last day of the module, which would also be communicated to the CEO in a consultant-style business report.   

The students with the CEO of ‘Brightwork’.  The students analysed the need to differentiate the business from its competitors by developing a knowledge management system that would enable the business to be more proactive with customer relationship management, highlighting high demand customer needs, as well as identify trends in recruitment to develop new products and services, which would be supported by real time performance management system.   

The first of the three groups analysing ‘The Quay’ made their presentation which proposed the transformation of the swimming pool and spa into a number of bedrooms and upgrade of functions rooms to support weddings and other ceremonies throughout the year. The students with the owner of ‘The Quay’.  

The second group analysing ‘The Quay’ proposed to transform the spa and gym into two function rooms and the function rooms would be transformed into 30 bedrooms. There would be 4 luxury bedrooms and the remainder would be high quality standard rooms. All of the rooms would have unique design features.

The third group of students analysing ‘The Quay’ proposed a compeltely different recommendation. The recommendation was based on transforming the ‘The Quay’ and its current facilities into a four-star hotel, with 60 bedrooms including 5 luxurious penthouse suites. The demand for hotel rooms in Edinburgh was growing and the unique location would be a major attraction for business and holiday visitors.

The final group presented their proposals to the Business Development and Marketing Manager of The Edinburgh Clinic. The proposal explored the implications of building a purpose built facility to provide overnight stay to help the medical parctitioners monitor patients recovery from their medical procedure. Such a facility would extend patient provision and provide an enhanced service.

A number of ‘client’ consultancy projects have been identified by the clients; students will undertake these projects over the summer. A wonderful way to extend ‘real-word’ experience through education.

               

BUSP011 Business Analytics

The accelerated technological pace of change taking place in many business sectors is leading to new ways of strategically managing and using data and information. The increase in data analytics to assess and process information allows companies to understand customer patterns, trends and needs to tailor products and services, monitor availabilities and control product and service qualities as well as processes. Hence, a large amount of nearly real-time data leads to far-reaching changes in organisational decision-making, customer retention initiatives and data and information process planning.

This intensive module was taught through a combination of lectures, group workshops, Excel Labs, Simul8 computer labs, discussion forums and case study analyses. Real-world business issues were reflected and the use of various analytical and decision-making methods on the case studies. Moreover, the Business Analytics module covered additional topics regarding sales forecasting, formulation of quantitative problems and obtaining as well as assessing business solutions. Furthermore, statistical analyses were applied to examine correlations between various factors such as production time and quality at a small car manufacturer. Additionally, manufacturing process related issues as well as suggested solutions needed to be analysed, assessed and simulated by means of MS Excel and SIMUL8. The knowledge and skills gained are highly practical and relevant for the challenge of contemporary organisations. 

The assessment of the course was based on a group report and an individual reflection on the respective group report. Throughout the assignment, awareness of uncertainties in data and methods of coping with these uncertainties were developed. The group report reflected on such limitations, enabling suggestions for further research and the final strategic recommendation for a redesign of the production process critically reflected.  

BUSP016 Innovation Management

The aim of Innovation Management was to equip students with knowledge and understanding of the theory and practice for managing innovation initiatives and developing cultures of innovation. The module started by discussing the theory of disruptive innovation and then moved to exploring a range of contemporary issues including service, social, open and sustainability innovation. Using a case study based approach students analysed the dimensions that drive the innovation capability within organisations.

The students worked in teams to come up with an innovative idea and develop a business proposition around it. Using the Business Model and Value Proposition Canvas as guiding frameworks they created business models that included products and services such as an umbrella vent for the construction sector, a wireless multi-purpose charger, a device to support people with alcohol related issues and a more secure and educational social media platform for teenagers. Ann Davidson and Jonathan Tait (Scottish Institute for Enterprise) facilitated a very interactive workshop supporting students through the stages of developing a business model. The students pitched their ideas in a ‘Dragon’s Den’ style presentation – shame the Dragon’s left their money at the bank.

This module included some excellent external speakers and industrial visits. Alan Moore (Managing Director of ThinkWhere) provided great insights from his vast experience in using the power of data analytics to develop innovative products and services using geographical data. Victoria Hamilton (Director and Founder of VH Innovation) shared the journey that took her from working on her final year undergraduate project developing an innovative kneepad system (http://recoilkneepads.com/) to taking this idea to market. Victoria had just received her first batch of products ready for market when she joined us so fingers crossed this is a great success for her!

Royal Strathclyde Blindcraft Industries (part of CityBuilding http://www.citybuildingglasgow.co.uk/) is one of the largest social enterprises in Europe and provided a unique opportunity to have a first-hand experience of an organisation that has embraced social innovation at the core of its vision. Tom Doyle (Product Development Management) and Audrey McJimpsey (Learning Centre Manager) shared an inspiring story of successfully balancing the social needs of the community and workforce with the economic priorities of the organisation.

 

CMS Windows has sustainability ingrained in its DNA and it is this passion for sustainability and innovation that has led this award winning organisation through a period of rapid growth. Sarah Wilson (Marketing Manager) and Anna West (HR and Training Manager) hosted the visit in the Company’s eco-built innovation hub and shared the 10-year journey of the company. The students had the opportunity to see the manufacturing operations, including the in-house built recycling facility.

BUSP007 – Personal & Professional Development 

MBM students were able to implement what they had learned during the careers skills workshops as they were put through their paces with a practice interview.  Ahead of this, they were tasked with sourcing a suitable graduate job vacancy that they were interested in which would act as the focus of their interview.  The interviews offered an opportunity for peer feedback and immediate reflection on each student’s individual performance.

‌MBM students were joined by colleagues from the MBA for a half-day workshop on ‘Designing the Organisation of the Future’ led by Dr Mike Bell from Simple Improvement.  Mike Bell is a trainer, coach and facilitator in all aspects of continuous improvement, working with clients including call centres, universities, care homes and government departments.  This interactive workshop took students on a journey through three key topics – Evolution of the Organisation, Theory X & Y and Designing the Future Organisation, where they worked in groups to discuss and report back on their respective findings.  The session provided a platform for students to think about the design of future organisations i.e. What will change during their working lives?  What types of jobs might they do throughout their career? Will those jobs be fulfilling and exciting or dull and boring? It challenged them, as a senior leader of the future, to consider what they need to do to get this right, both for themselves, and for others working with/for them in their chosen organisation.

‌MBM students were invited to attend a guest lecture by award-winning entrepreneur Ann-Maree Morrison from Labels4Kids (an online retailer providing personalised name labels to help solve the lost property dilemma for parents worldwide).  Ann-Maree began life as an accountant, working for Grant Thornton, Disney Stores, Kodak and Coopers and Lybrand.   Labels4Kids has won Online Retailer of the Year for four years, and a number of other prestigious awards including Nectar Small Business of the Year from Karen Brady of The Apprentice.  During her guest lecture, Ann-Maree provided an overview of her career journey before taking students through the highs and lows of running your own business, providing students with some invaluable hints and tips along the way.

BUSP009 People Management

‌This month, students were given a comprehensive overview of the main people management functions in organisations.  We examined key HR practices, including HR Planning, Recruitment and Selection, Training and Development, Performance Management, Reward Management and Diversity Management.  Students were introduced to debates concerning the strategic importance of the HR function and the daily dilemmas involved with managing people in organisations.

‌During the module, students took part in daily group workshops.  The workshops were based around case study examples and helped students to generate insight into the practical aspects concerning each HR practice.  Students worked in small groups and used the case studies to explore themes discussed in the lectures in greater depth.  During sessions, each small group discussed their ideas with the tutor before sharing perspectives in the class discussion at the end.

‌Students were also engaged in a group project exercise, where they had to devise a people management strategy for a company case study.  Each group had a different case study, ranging from a luxury department store, a grocery supermarket, a large printing company, a car hire firm and a home improvements store.  The groups developed their strategies during the module and presented these on the final day to the class.  The group project allowed the students to really get to grips with the themes covered on the module.

BUSP007 – Personal & Professional Development

‌The new semester began with a workshop where MBM students were joined by fellow MBA’s for a full-day Introduction to Consultancy Skills workshop led by Dr Simon Haslam from FDR Research Ltd.  This session focused on helping students understand and develop their consulting skills which are valuable in a range of executive roles, as well as essential for those people seeking to develop their career either as an internal consultant in an organisation or as a commercial management consultant.

A series of career skills interactive sessions followed which led students through the career planning cycle, including:

Future Career Options – helping students explore suitable career options based on their assessment of their individual preferences and values.

‌Articulating Your Skills – an opportunity to understand and analyse job advertisements i.e. what is both implicit and explicit, and why it is so important for students to effectively match their own skills and experiences as part of the recruitment process.

Global Job Search Strategies – exploring the various ways in which jobs are advertised and introducing students to the range of resources available to them.

Developing a Stand-Out CV – CVs differ from country to country.  This session explores both the similarities and differences that exist, and what it takes to create that ‘killer CV’ that will get students noticed by graduate employers. 

Effective Interview Techniques – introducing students to what to expect at an interview including preparation, professional behaviour during an interview and potential questions that may be asked.

BUAP095 Research Methods

The MBA and MBM groups were brought together at the beginning of the second week of the Spring semester to undertake the first block on Research Methods. This module is aimed at preparing students for their summer dissertation or consultancy project.  The style of teaching of this block was ‘learning by doing’. So, after introducing the concepts, students were asked to do a practical exercise that would teach them ‘how to’. 

On the first day the students were introduced to the nature, process and challenges of management research. Discussion also focused on their responsibility as a research student and tips on ‘managing supervisors’ to get the most out of them. Some examples of past dissertations were shared with the class. The first task was to familiarize students with the nature of a dissertation and give a soft critique of the dissertations based on the criteria provided in the lecture. Sub-groups were formed to facilitate meaningful discussion. The goal: to understand what a good dissertation should be. 

Next, the students were introduced to the techniques of conducting a critical review of academic papers- the foundation of any good literature review, and dissertation. They were given the task of reviewing papers on three topics: strategy, innovation and PDP. Next day the three sub-groups met separately to review the papers. 

The focus of day four was to understand the nuances of writing a literature review: how many words, what content should it have? How do I search academic papers? Where can I find them? How many academic papers should I review? Students were then asked to build a table of content of on their given topic and discuss the following day. In practice this was also an excellent opportunity to talk to students about formatting and layout. 

It was now time to get an overview of various methodological issues involved and options available. An important aspect was to make the connection between the nature of research question and selection of method. The type of method to be selected should be appropriate to answer the research question. With an understanding of basic methodological issues, the students were asked to again look at the academic papers provided to them, but now the focus was to review the methods employed in the empirical studies.

Having covered the basics of management research in the first block, students are now encouraged   to start thinking about their research topic. While a few had clear idea of what they wanted to study, for many this was a welcome opportunity to start thinking early. The group meets again in April to cover in detail the research design process and various methodologies for dissertation and consulting project.   

BUSP001 – Personal & Professional Development

‌Dr Mike Walsh delivered a full-day session on Facilitation Skills which focused on how facilitation is used in business today.  During this session, students gained an insight into the skills required for effective facilitation and then had the opportunity to put these new found skills into practice through several role play exercises.

BUSP006 - Responsible Business in Society

Friday the 4th of December was a vibrant day for the MBM class characterised by lively discussion and debates on the role of business in society. It combined a morning session of group presentations. Students discussed the role that the extractive companies play in the life of communities close to the mines and the preservation of the natural environment. The presenters highlighted that the dilemmas the extraction process of minerals and fuels pose are often insurmountable as business, governments, and communities try to balance the economic benefits with the environmental and social challenges of the process. Students noted that while the conduct of some corporations proves detrimental at the social and environmental sphere, other companies successfully strive to mitigate the negative consequences on key stakeholders through successful ethics management. In the afternoon session students were exposed to theories of moral philosophy with the Kantian view on moral reasoning surprising and challenging the most. Being exposed to intriguing moral dilemmas managers, employees, or individuals face at work and everyday life, students initially had the chance to reflect on their own value system and soon engaged in a passionate debate about what is ‘the right thing to do’.  Discussion included questions ranging from whether torture can ever be justified to the moral worth ‌of ‘enlightened self-interest’ as a motive of corporate social responsibility activities. A highlight of the module was the visit of John Scott who has many years’ experience as a HR director with various companies.  He presented an illuminating talk around his time as the HR director of PWC for the Middle East during the Arab Spring, highlighting both operational and strategic issues.

BUSP001 – Personal & Professional Development

Dr Carol Marshall delivered a dedicated Excel workshop for MBM students which followed on from the Understanding Business Metrics session which was delivered during the Flying Start Leadership Programme.  Students also participated in a revision session on reflective writing to further develop their skills in this aspect ahead of submitting their first written reflective essay.

BUSP004 Operations Management

This module intended to provide students with an appreciation of the importance of operations management in production and service industries. It is also aimed that students should be able to understand the methods used for planning and management of operations, and to be able to analyse operations using these methods.

‌After introducing core functions of operations management, students were taught the core principles and techniques of process mapping. Since the MBM programme focuses strongly on work-based and cross-cultural experiences, students needed to create collaboratively a process map of the international airport in Belgium. This exercise demanded not only creativity as well as team work skills, but also a deep understanding of highly complex processes and the ability to illustrate it.

‌Further studies in product design challenged the students to assess the core values of competitor’s products and services. Also, students needed to develop their counter products to compete with existing substitutes in a highly competitive market. Therefore, a pronounced understanding of customer’s wants and needs were required to strategically respond to changes within the market.

‌In other cases, students developed innovative water boilers for a strongly customer-centric company that wants to succeed in an ever-changing environment. Products, services and further details about the product were developed and presented to the class. Students were encouraged to think “out-of-the-box” and to implement recently learned design tools.

Additionally, the operations management module communicated case study related knowledge about and links to other important aspects of business and management including:

  • Strategic Planning
  • Process Design and Evaluation
  • Network Design
  • Planning & Control of Operations and
  • ERP

‌The operations management module ended with a field trip to Highland Spring Ltd in Blackford. Highland Spring Ltd is a global brand, and the company is UK’s largest producer of bottled organic water, while protecting our organic land to ensure purity and originality.

‌Students had the opportunity to get to know Highland Spring’s daily operations and real-world challenges of operations managers. The production process of water bottles was investigated in detail while having a tour through the plant. These insights supported the overall understanding of operations management and provided real-life examples of learnt tools and techniques.

BUSP008 Entrepreneurship, Theory & Practice

‌Moving on from Economics, the MBM students started Entrepreneurship Theory and Practice, a module which looks at the growing empirical work exploring entrepreneurs and new ventures and how our evolving knowledge base applies in practice. During this module students had the opportunity to critically engage with current debates on entrepreneurship and whilst looking at a number of practical cases of successful and unsuccessful entrepreneurs and start-ups.

The module started with lively discussions on the nature of entrepreneurs, including their characteristics and attributes, as well as a debate based on current evidence as to whether entrepreneurs are born or made. We then looked in detail at the diversity of entrepreneurs and the businesses that they start.

‌Students then broke into small groups to explore a young entrepreneurial company of their choosing and to determine, based on current theory, how this firm would continue to grow and develop.

Presentations to the class by each group presented a number of interesting observations and suggestions for improvement covering issues from competition to web presence to customer relationships. 

‌We also had a visit from Frank Dunne from our local Business Gateway, the enterprise and growth support agency in Stirling and responsible for providing advice and help to businesses in the local area, to talk about his own observations of how theory meets practice based on years spent working with a wide variety of entrepreneurs and start-up businesses (including many University of Stirling alumni start-ups).

Frank also helped to deliver a case study exercise, which gave students another opportunity to apply theory to practice by looking at a different type of entrepreneurial venture from their own previously chosen case study to open up more perspectives to understand entrepreneurship.

BUSP003 Economics

Next up was BUSP003 Economics module, as economics underpins many aspects of business and management. In the Economics module the students applied a wide range of economic theory to help understand decision-making in business.  For example, theories covered included (i) how firms grow; (ii) firms' profit maximising decision (iii) measuring the responsiveness of demand to price changes; (iv) game theory and the economics of firm cooperation, and (v) how to incentivise employees.

The students considered the economics of the decision-making in a wide range of companies (not necessarily formal case studies, just relating economic theory to firms' strategies).For example, the class discussed how the theory of price elasticity can explain Amazon's algorithmic pricing strategy; how behavioural economics can explain why Virgin's unlimited holiday policy for staff actually causes staff to take fewer holidays, and what monopoly theory can tell us about Walmart's failure to expand in European markets.

The class also used economic reasoning to make sense of surprising and confusing everyday business events.  They considered the case of Turing Pharmaceuticals, who recently acquired the rights to produce the drug Daraprim – used in the treatment of HIV – and promptly increased the price of the drug by 5000% to $750, for a drug that costs only $0.66 to produce. 

‌The students had a lively discussion about the ethics of the pricing, but when we considered the economics of the firm’s decision-making, we understood that there can actually be a good economic rationale for such pricing.  Pharmaceutical industries face high, risky and up-front costs for developing and producing drugs and the future return on investment in drug development can be uncertain.  Whilst some students disagreed with the size of the price mark-up, all understood
‌that the potential to earn “excess” profits on drug manufacturing was a necessary requirement to incentivise firms to invest in drug research and development, which is a pay-off that society can hugely benefit from in the future. Such an approach on the MBM highlights the competing tensions and dilemmas that managers face in decision-making.

BUSP001 – Personal & Professional Development

‌Students were joined by Kate Donne from K&S Donne Ltd as they explored they key professional themes of Assertiveness & Conflict Resolution.  The half-day session involved a range of situational group discussions as well as role play.  Assertiveness in business is an essential skill for managers to develop in order to ensure that they can confidently stand up for their own or other people's rights in a calm and positive way, without being aggressive.  Conflict management builds upon the team working sessions which students participated in during the Flying Start Leadership Programme, ensuring that students have the skills to be able to handle potentially challenging group dynamics throughout their careers.

 

Monday 14th and its Welcome to Stirling Management School and Induction Day – a chance for the new students to meet each other for the first time, as well as get to know the teaching and administrative team.  The cohort of students represent a wide range of countries including Scotland, England, Germany, Italy, China, Sweden, Taiwan and Thailand. This is an incredible level of diversity and opportunity for each student to explore and understand different cultures and how culture influences business during their MBM. Many of these students do not have a background in business and management and the programme is designed to give sound theoretical knowledge with many opportunities to understand how these apply to the world of business and management.

‌Students were provided with a detailed introduction to the MBM by the Programme Director, Professor George Burt.  Induction was part of the innovative Flying Start Leadership Programme (FSLP) which was introduced last year to help MBM students, as well as all of the Stirling Management School’s postgraduate students, make the transition to studying at the University. It provides a wide array of events and activities to help students identify and achieve their ambitions and goals for the year. It also is designed to help students identify skills and capabilities that they want to develop during the MBM, as these are highly sought after by future employers. 

FSLP, run over the first 2 weeks of the new semester, covered a wide range of issues including: cultural awareness, communication, the complexity and ethics involved in decision-making, time management, fundamentals of financial management, team work and team building, as well as academic writing and study skills. 

As the FSLP moved into week 2 the “Solutions for Business” event was held on three evenings. This event is designed to allow MBM students and all of the other University postgraduate business and management programmes to meet and mix to facilitate networking. 

‌Students, in small groups, were asked to address one of five current business challenges and were allocated a mentor to help them discuss and explore their issue. These issues were designed to highlight the complexity of business as well as provide a context in which to place the various degree programmes to help individual student’s focus on the year ahead. The mentor was either an alumnus of Stirling Management School or a senior executive working within the local business community. Mentors were drawn from industry and commerce from organisations such as HSBC, Scottish Widows, BskyB, Enterprise Rent-A-Car, Virgin Money, Diageo plc, Labels4Kids, Wood group plc, the Institute of Directors as well as public sector organisations such as Royal College of Midwives, Destination Stirling, Scottish Environmental Protection Agency, and Scottish Development International.

‌For MBM students elements of FSLP are integrated into the Personal & Professional Development (PPD) modules. PPD is an integral element of the Stirling MBM and runs throughout semester 1 and semester 2 so that students can constantly monitor and evaluate their personal development.  PPD aims to help students develop greater self-awareness, awareness of others, critical thinking, leadership skills and team-working competences that are vital to becoming an effective and resilient manager. PPD is designed to support life-long learning. 

Students were also welcomed to the University of Stirling Business Club (SUBC). SUBC is designed and run by Stirling students. It meets on a Tuesday evening and offers a variety of different events, ranging from guest lectures, workshops to further develop and enhance skills, and networking evenings with visits to many local businesses, as well as social events and excursions.

Business and Management (MSc)

© University of Stirling FK9 4LA Scotland UK • Telephone +44 1786 473171 • Scottish Charity No SC011159
Portal Logon