Masters Degrees of the University

Overview
Revans University Masters programs are aimed at executives, managers, trainers and developers in industry, the professions and commerce, who wish to develop and maximize their skills and experience while working towards an accredited higher-level degree. They are often undertaken as in-company initiatives, with groups of individuals from the same organization participating simultaneously.

These programs provide direct learning opportunities in areas most significant for the Associate - their work place. Key issues of strategic significance are addressed, that provide results that are relevant, applicable, and beneficial to their organization and career. Programs normally run for 24-27 months and all projects must meet the combined academic and corporate initiatives.

The specific degrees available are Master of Business Administration ( MBA ), Master of Science ( MS ), Master of Management ( MMgt ) and Master of Philosophy ( MPhil ). The latter three Masters degrees are awarded with an action learning designation approved by the Common Multinational Professional and Academic Board that reflects the major portion of the successful candidate's learning, e.g. Tourism, Hospitality, Information Systems, Logistics, Human Resource Management Training and Development, etc.

Minimum Grade Requirements
To achieve the Masters degree of the University applicants must gain 40 graduate credits with a minimum of 60 per cent for each course completed and an average grade of at least 70 per cent for all courses taken.

Admission Requirements for all Masters Programs

  • Bachelor degree from an institution accredited by a nationally recognized accrediting agency or its demonstrated global equivalent.
     
  • At least four years' of postgraduate management experience.
     
  • Two satisfactory academic and professional references.

 

Master of Business Administration ( MBA )

Overview
The MBA program is designed for professionals already working in management. Associates must make contributions of significance to their organization while addressing real strategic issues. This degree can be achieved on a face-to-face basis, with members attending regular workshops, or over the Internet through distance learning.

Additional Entry Requirement
Applicants must produce a written account of not less than 3,000 words on the role and purpose of their organization describing their current job, its significance and its relationship to their personal career development. It shall be done as soon as possible after their acceptance but before their program begins.

Program of Study

Credits

Total

40

Organizational Analysis and Career Development Review 3
Financial Management 3
Operations Management 3
Marketing Management 3
Human Resource Management 3
Analysis of Interface Relationships 3
International Business 3
Knowledge Management 3
Strategic Management 3
Literature Review 3
Masters Thesis 10
Assessment and Evaluation of Management Learning -

Course Descriptions

Organizational Analysis and Career Development Review: This assignment is intended to develop a deep understanding of the Associate's own organization, their role within it, and the nature and significance of their work. Additionally, the Associate will consider what are the most significant issues for their organization in the future, the factors influencing the organization's structure and culture, the predominant management style in the organization, and methods of quantitative information analysis used by the Associate within his/her managerial role

Financial Management: This core course provides the Associate with a broad understanding of financial management and investigates the basic language and method of accounting as applied to the Associates own organization. Associates will learn to interpret basic accounting information and understand the information they are required to supply for accounting purposes so that they will be able to contribute on an informed basis to the process of improving the quality of accounting information provided

Operations Management: The focus of this course is on the interrelationships between systems, service and technical factors, product quality, capacity and productivity. The Associate will learn to develop an organizational view of operational systems and procedures and the ability to audit all aspects of the service product and service processes which are planned, implemented and controlled by operations managers

Marketing Management: The aim of this core course is to improve the Associates' understanding of key marketing concepts and help prepare them to respond to current and future demands of customers and their organizations. Upon completion of this course, Associates will be able to understand strategic marketing concepts and how to apply these within their organizational culture; and assess how the needs of current and future customers are being met

Human Resource Management: Upon completion of this course, Associates will be able to identify the issues and appropriate measures relating to effective managerial performance and the implications for self-development. From this they will be able to contribute effectively to the development of organizational units

Business Communications : Successful managers are communication-oriented. They are able to communicate effectively in any contxt. Associates will practise and acquire communication skills and apply in their workplace

International Business: The Associate will develop an understanding of how environmental factors and management instruments are brought together through internal systems in a successfully run international business. Associates learn how to undertake research into the business operating environment in a country other than their own; identify, analyze and evaluate opportunities for the development of their business in a country other than their own, prepare a business implementation plan for developing the capability for either producing or marketing in a country or countries other than their own; and provide appropriate advice on the implications of the plan for the development of the business as a whole

Knowledge Management: This course will consider the implications for businesses, managers and employees in the 'Knowledge Economy', and in particular, how they relate to their own organizations. Associates will evaluate the value of organizational knowledge to their business; manage knowledge resources more effectively; use a range of knowledge management tools and techniques; and relate the knowledge creation process to their personal career development paths

Strategic Management: The aim of this core course is to develop an orientation towards strategic thinking and give Associates appropriate techniques and tools. Upon completion of this course, Associates will be able to: understand the nature of strategic thinking; identify a range of tools and techniques to use in strategic thinking, planning and management; and apply the techniques as appropriate to their own organizations

Thesis: Seeks to demonstrate the Associates own ability to apply concepts, techniques and skills gained from the course and draw from their own experience and the experience and expertise of others. The aim is to draw out the options, recommendations and action lines from the data gathered. The project must be actionable and conclude with a discussion of the implications and outcomes, with particular reference to personal learning and client requirements.

Literature Review: This is a prime feature of the Thesis and provides the theoretical basis for the body of work.

Assessment and Evaluation of Management Learning: Gives expression to the effective combination and integration of experience and learning from experience. The aims are to provide a disciplined structure for the review of learning achieved during the period of the program, and to provide a helpful process through which learning during the program is made more conscious and evident.

Master of Management ( MMgt ), Master of Philosophy ( MPhil ), and Master of Science ( MS )

Overview
Associates choose a concentration in one particular field of graduate management studies; this concentration must be original and positioned in an international context. Guidance on selecting topics is given in conjunction with your Set Advisor and personal subject-area Supervisor. An expanded research proposal must be developed within six months of beginning the program. After approval by the Dean of the University, this proposal then leads to further rigorous study resulting in a final thesis that either embodies action or leads to action. Associates should therefore select topics, which have relevance to their jobs or their organizations and have a sufficiently tight focus to enable a meaningful project to be completed.

All candidates must complete fully the regular application and thesis proposal forms and receive approval for their proposed thesis topic before beginning the program.

The choice between the degree designation Master of Science ( MS ), Master of Philosophy ( MPhil ) and Master of Management ( MMgt ) is determined by the balance of professional, academic, management sciences and experiential action research the Associate follows.

Program of Study

Credits

Master of Science (MS)

Total

40

 
Research Proposal
Advanced concentration study
Required publishable Literature Review I 6
 
Two Case Studies in Areas Other than Major Concentration:
Detailed Analysis of Case I 4
Detailed Analysis of Case II 4
 
Written Analysis to Include:
 
Analytical Framework and Models, 6
Application of Current Theories within the Organization
 
Applied Research
Literature Review II 15
Masters Thesis 5
Required Publishable Executive Monograph

Program of Study

Credits

Master of Management (MMgt)/
Master of Philosophy(MPhil)

Total

40

  
Research Proposal
 
Detailed Written Analysis to Include:
In-Depth Comparison of Standardized Models
Critical Analysis of Common Models
Application of Current Theories within the Organization 8
 
Applied Research and Methodology
Presentation of Research Findings
Justification of Content Data
Underlying Conceptual Issues
Literature Review I 24
Masters Thesis
 
Required Publishable Literature Review II 4
Required Publishable Executive Monograph 4

Course Descriptions

Research Processes: It has been the experience of a good number of those working towards a higher degree, which involves a major research element that little or no guidance is given on the research process itself. Frequently it seems to be expected that knowledge of research is something to be ''picked up'' as one progresses through the activity. While this is no doubt an important part of the learning process that takes place it is an approach, which can lead to frustrations and unnecessary failures along the way.

A number of different methods can be employed in establishing the validity or otherwise of a hypothesis, or helping solve a problem, and in some cases these can be used to complement each other. Each has its advantages and drawbacks, knowledge of which can help to assess the feasibility of achieving your objectives. This course gives an introduction to the research process and describes the main methods and techniques to be used.

Action Learning: This course looks at the significance of learning and fostering personal and organizational learning. In order to learn by taking action, it is necessary to reflect on what happened, to seek to understand why it happened and what key learning comes out of it, before taking further action. In this way Associates can now use that new understanding, which can be reflected on in its own right. Thus, a cycle of action, reflection and understanding takes place, leading to insights and a consolidation (or rejection) of those insights. The best opportunities for learning take place in the jobs people do and in the company of others taking part in a similar experience.

Research and Learning Facilitation: This course explores work preferences and job performance, team types and team building for the Associate. To facilitate effective learning the process and academic role of the Tutors is addressed; styles of the supervisor are examined and guidance given on how to manage the relationship.

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