MSc Engineering Management
01 Sep 2023 - 31 Aug 2029
| Course Leader | Paul Byard |
|---|---|
| Course Team | Marilia Angove, Artem Kliuchnikov |
| Awarding Body | University of South Wales |
| Teaching Institutions | University of South Wales |
| Modes of Study | Part Time, Full Time |
Document Version
| Version | 6 |
|---|---|
| Valid From | 01 Sep 2023 |
| Valid To | 31 Aug 2029 |
QAA Benchmarks
Educational Aim
The course aims to:
1. Facilitate the advanced study of organisations in the field of Engineering, their management and the changing external context in which they operate 'organisations' should be interpreted to include a wide range of different types including, for example, public, private and not-for-profit, together with a comprehensive range of sizes and structures of organisations.
2. Develop management and business skills – especially as related to Engineering organisations and projects - at management level, or as preparation for research or further study in the area 'preparation or development' should be interpreted as the development of a range of business knowledge and skills, together with the self-awareness and personal development appropriate to graduate/management careers in business. This includes the development of positive and critical attitudes towards leadership, change and enterprise, so as to reflect the dynamism and vibrancy of the business and management environment.
3. Develop the ability to apply knowledge and understanding of business and management to complex issues, both systematically and creatively, to improve business and management practice 'application of knowledge and understanding' should be interpreted as the ability to convert theory into practice from a critical and informed perspective so as to advance the effectiveness and competitiveness of employing organisations. Further to develop the knowledge and skills necessary for successful strategic leadership performance, within the context of dynamic local, national and global challenges
4. Enhance lifelong learning skills and personal development so that learners are able to work with self-direction and originality and to contribute to business and society at large. 'lifelong learning skills' should be understood to include the development andenhancement of a range of general transferable intellectual and study skills, which, while being highly appropriate to a career in business, are not restricted to this. Also, to engender a spirit of critical enquiry and environment that fosters lifelong learning andcontinuous personal and professional development
Learning Outcomes
| A1 | A1 Demonstrate an in-depth understanding ofthe development and operation of markets for resources, goods andservices in engineering |
| A2 | A2 Have a deep understanding of the finances, sources,uses and management of finance; the use of accounting and other informationsystems for managerial applications, especially for engineering projects |
| A3 | A3 Have a thorough understanding of the ways to manageand develop people within organisations |
| A4 | A4 Have a deep appreciation of the approaches andtechniques used inthe management of resources and operations;information systems; the development, management and exploitation ofinformation systems and their impact upon engineering related organisations |
| A5 | A5 Have an in-depth knowledge of business policies andstrategies, the development of appropriate policies and strategies within achanging environment, to meet stakeholder interests |
| A6 | A6 Have a critical awareness of thepervasive issues - including sustainability, globalisation, corporatesocial responsibility, diversity, business innovation, creativity, enterprisedevelopment, knowledge management and risk management |
| B1 | the ability to think critically and be creative |
| B2 | managing the creative processes in self andothers |
| B3 | The ability to organise thoughts, analyse,synthesise and critically appraise |
| B4 | the capability to identify assumptions, evaluatestatements in terms of evidence, detect false logic or reasoning, identifyimplicit values, define terms adequately and generalise appropriately |
| C1 | the ability to solve complex problems and makedecisions: establish criteria, using appropriate decision-making techniquesincluding identifying, formulating and solving engineering and businessproblems; and the ability to create, identify and evaluate options; the abilityto implement and review decisions |
| C2 | the ability to conduct research into businessand engineering management issues either individually or as part of a teamthrough research design, data collection, analysis, synthesis and reporting |
| C3 | using information and knowledge effectively:scanning and organising data, synthesising and analysing in order to abstractmeaning from information and to share knowledge |
| C4 | leadership and performance management: selectingappropriate leadership style for different situations; setting targets,motivating, monitoring performance, coaching and mentoring |
| C5 | the ability to recognise and address ethicaldilemmas and corporate social responsibility issues, applying ethical andorganisational values to situations and choices |
Course Structure
Level 7 Modules
| Module Code | Module Id | Module Title | Module Status | Credit Value | Module Type |
|---|---|---|---|---|---|
| BS4S101 | MOD013399 | Strategic Operations Management and Operational Research | Running | 20 | specified |
| PS4S62 | MOD013316 | Project Management for Engineers | Running | 20 | specified |
| PS4S30 | MOD003291 | Sustainable Supply Chain Management | Running | 20 | specified |
| PS4S45 | MOD011813 | Operations and Project Management | Running | 20 | specified |
| PS4S63 | MOD013317 | Globally Responsible Engineering Challenge | Running | 20 | specified |
| PS4T64 | MOD013318 | Engineering Management Dissertation | Running | 60 | specified |
| BS4S102 | MOD013400 | Leadership and Management Theories and Practices | Running | 20 | specified |
| PS4S16 | MOD011694 | Managing Projects and Programmes | Running | 20 | specified |
| BS4S41 | MOD013613 | Research Methods | Running | 20 | specified |
Teaching and Assessment
Learning and Teaching Methods
The balance of student-centred and tutor-centred activities will be appropriate for a Level 7 award, with an emphasis on developing students’ learning skills and
confidence. Emphasis will be placed upon the development of action learning/experiential based pedagogies that would enhance the learner experience and create a student centred and independent learner approach. Thomas (2007) highlights the need for blended learning in management education. It is proposed that the MSc Engineering Management programme will provide students with a variety of learning environments.
A range of teaching and learning strategies are employed through the MSc Engineering Management programme. For example, module lectures, workshop
activities, action learning sets, case studies, and personal one-to-one support at the dissertation/business research project stage. Case studies will be frequently employed as learning opportunities.
The MSc Engineering Management themes of Entrepreneurship and New Venture Creation and Leadership and Management of Change provide learning opportunities and environments to facilitate work-based learning, team working and independent learning. The learning opportunities and environments created for students in
both themes expose students to work-based activities and functions. Namely, students are expected to work in teams solving problems, making decisions, and
presenting project outcomes to senior managers (representatives from the local business community and MSc Engineering Management module leaders).
Employer Engagement
Employer engagement is considered to be fundamental to the successful delivery of the course. There are two key activities which ensure students are exposed to contemporary industry practices. This is achieved via the two MSc Engineering Management themes:1Entrepreneurship and new venture creation. The theme is to be delivered via a team event. The theme culminates in end of semester (full-time)/ end of year (part-time) team event. Student teams will produce a Business Plan. To support this activity there will external business consultants/mentors available. The business plan will be formatively assessed. Leadership and management of change. The theme is to be delivered via a student team event. The core module content and delivery contribute to theme. The theme culminates in end of semester (full-time)/ end of year (part-time) team event. Student teams will engage in a Boardroom Challenge. To support this activity there will external business consultants/mentors available. The Boardroom Challenge will be summatively assessed in the Innovation Management module.
Means of Assessment
The purpose of assessment is to provide a measure of the extent to which the aims and learning outcomes of the course and individual modules have been achieved, and provide a basis for the determination of the award.
The principles guiding the assessment strategy are that the assessment: should provide a summative measure of student achievement in relation to the aims and learning outcomes specified
for the MSc Engineering Management course and the aims and learning outcomes of individual modules; provide formative and summative feedback; clearly relate to
the learning experience of students, reflecting learning activities used in the course; be cast within the framework of the University regulations.
The assessment programme has been designed to provide greater opportunity for feed-forward to occur. Thus, leading to improvement in both student progression and success rates. The assessment programme is designed to harmonise the content of tutor feedback. Overall, the assessment methods should aim to assess achievement, both formatively and summatively, Assessment strategy
The range of assessment methods will typically include:
Assignments;
Projects;
Skills-based
exercises;
Presentations;
Written
examinations (including case study material distributed prior to the
examination, and tasks requiring completion within a set number of hours or
days);
Case
study analysis;
Analysis
of work-based problems.
Essays
The range of assessment methods will be consistent with the teaching and learning methods utilised and appropriate to the learning outcomes being assessed. The
specific nature of assessments may differ from module to module, depending on the learning outcomes, the teaching and learning strategies, and the \\\"style\\\"
of the module. Examinations, for example, are used as a test of knowledge and understanding, and as a test of\\\"mechanical\\\" skills and/or application skills, where this is
achievable within a time-constrained situation. Such examinations may be \\\"seen\\\" or \\\"unseen\\\" as suits
the situation. Continuous assessment, such as case-study, work-based, or group-based assignments, are used as a test
of application and personal skills where this requires longer periods of time for data collection or analysis and/or access to certain types data. The MSc
Engineering Management assessment criteria has been devised to support the development of key qualities, considered to be prerequisite in an MSc Engineering Management graduate.
Learning Support
Learning support is primarily provided by:The Student Handbook and Module Guides; Student Services specialist advice for welfare, health or financial advice, and specific needs support; Designated Course Leader available to address problems related to aspects of the course and drop-in tutorial support.; Cohort representatives and Student Voice representatives; Use of ICT facilities, i.e. Blackboard; Specific needs co-ordinator within the Faculty with access to specialist resources; Student drop-in centre based in the LRC.
Course Exit Points
| Award | Criteria | Final |
|---|---|---|
| Master of Science | 180 credits of which at least 150 must be at Level 7 and no more than 30 at Level 6 | Final |
| Postgraduate Diploma in Higher Education | 120 credits of which at least 90 must be at Level 7 and no more than 30 at Level 6 | Exit |
| Postgraduate Certificate in Higher Education | 60 credits with at least 40 at Level 7 and no more than 20 at Level 6 | Exit |
Progression Route
Doctor of Philosophy (PhD)
Entry Requirements
Admission to the course is typically through the following qualifications:
To be admitted for the MSc Engineering Management course, candidates will normally be required to have a minimum UK 2nd class honours degree or recognised international equivalent qualification in an engineering related subject. Relevant work experience can also be taken into account and all applicants would be considered on an individual basis. In all cases, the University will satisfy itself that a candidate is of the required academic standard to complete the programme of study proposed and is able to meet University’s English Language requirements. English language requirements for international students are a minimum IELTS score of 6.5 overall or equivalent TOEFL score, or other evidence of English language abilities at this level. International qualifications will be checked for appropriate matriculation to UK Higher Education postgraduate programmes. Admissions criteria will be in line with the University’s postgraduate requirements.
Inclusive Curriculum Statement
The University of South Wales operates a policy of inclusive learning, teaching and assessment to ensure that all students have an equal opportunity to fulfil their educational potential. Course teams will have considered ways of designing out any potentially disadvantageous element of courses during the course design process. However some specific needs may remain, details about how to apply to have your needs assessed can be found at: http://unilife.southwales.ac.uk/pages/3040-disability-and-dyslexia-service/
Addendum for Delivery at a Partner Institution
N/A
Methods Of Quality Standards
N/A
Quality Of Standards Indicators
N/A