At a glance
|1 year (full-time)|
|Mode of study|
Our MSc Management is ranked top 8th in the UK by the Financial Times Masters in Management rankings 2018. It is designed to provide you with the tools, techniques and knowledge to succeed in business. More
Our MSc Management is ranked 5th in the UK by the Financial Times Masters in Management rankings 2019. It is designed to provide you with the tools, techniques and knowledge to succeed in business.
The programme consists of a set of core and elective modules, culminating in a practice-based business project or a research-based dissertation.
Our focused MSc in Management is designed to prepare you for becoming a successful manager. You will cover at an advanced level, the fundamental subjects needed to manage a business within a complex changing environment.
Core and elective modules
- Business Economics and Accounting
- Organisational Behaviour
- Strategic Marketing Management
- Operations and Supply Chain Management
- Research Methods and Dissertation
You’ll then choose three elective modules. The list of modules may vary from year to year, but has typically included, Change Management, Project Management, New Venture Creation, Innovation and Technology Management, Buyer Behaviour and Marketing Communications, Consulting and Employee Relations.
Business Project or Dissertation
During term 3 you will complete a final project under the supervision of a faculty member, either in the UK or abroad through an international partner institution. Designed to develop your business insight and research skills, and help you to present your analysis and ideas in a rigorous, systematic and professional manner, it takes one of two forms:
- business project (sourced by you or the School), you will apply the knowledge and skills you have acquired in terms 1 and 2 to address a real organisational problem, or
- research project, you will apply advanced techniques to analyse a topic of your choice, relevant to your course.
Adding to your experience
Our strong international connections and activities aim at providing you with an inside perspective of global business. During the International Study Tour elective, we take a group of students to a European destination, typically Geneva for a week. This self-funded competitive activity has given our students the opportunity not only to visit a series of prestigious global businesses but also to analyse them using a structured learning approach. As such this activity provides an excellent opportunity to be exposed to the challenges of global business, make new contacts, to stand out in the competitive jobs market, while having fun. Our expanding global network of University and business partners also gives you the opportunity to undertake part or all of your dissertation or business abroad.
As part of your programme, you will be invited to presentations by leading international academics and practitioners within your chosen area of interest. Past speakers have included representatives of major global multinationals and leading scholars combining critical and progressive thinking with practical insights.
Dragons’ Den and Blueprint
You can become your own boss on our programme. The School’s heritage as a centre of expertise in entrepreneurship is reflected in two competitions seeking ideas for new businesses. Students on the Masters programme compete to win the School’s Dragon’s Den-style competition to pitch for investment, as well as the University’s Blueprint competition.
Learning and Teaching
Course Learning and Teaching
The programme is mainly delivered through a mixture of lectures, seminars. Lectures provide key contents of a particular topic. Occasionally lectures might be delivered by guest speakers who are internationally recognised academic experts or practitioners in their field. Students can also attend the Durham Speaker Series, providing the opportunity to network with senior business leaders, staff and alumni.
Seminars provide the opportunity for smaller groups of students to solve problems, discuss and debate issues based on knowledge gained through lectures and independent study.
Students study 6 core modules including a 12,000 word dissertation or business project, and select 3 elective modules which enables them to undertake more in-depth study of particular topics. The dissertation allows students to carry out independent research and develop their skills in analysis and scholarly expression, using an appropriate theoretical framework. The business project usually involves an external organisation and gives students the opportunity to apply knowledge gained in the course to solve a real life problem.
In both cases, students are supported in writing their dissertation or business project through the study of a research methods module, and working with an allocated supervisor.
Throughout the year, students may have the opportunity to participate in extracurricular activities e.g. networking events, interpersonal skills development, etc. They also have the opportunity to attend an International Study Week at an overseas location at the end of Term 2. This self-funded competitive activity gives students the opportunity to visit a series of prestigious organisations but also to analyse them using a structured learning approach.
Outside of timetabled contact hours, students are expected to undertake a significant amount of independent study in preparation for teaching sessions, assignments and other forms of assessment including exams, and general background reading to broaden their subject knowledge. All students have an Academic Adviser who is able to provide general advice on academic matters. Teaching staff are also available to provide additional support on a one-to-one basis via weekly consultation hours.
Students also have access to the facilities available at Mill Hill Lane including dedicated postgraduate working spaces, an onsite library and IT helpdesk.
Subject requirements, level and grade
Please note: The application process will open in September for entry the following academic year. Our application deadline dates for this programme are:
- Applications from individuals resident in Mainland China must be received by 31 December 2019.
- Applications from any other individuals who would be required to hold a visa in order to study in the UK, must be received by 30 April 2020.
There is a high demand for places on these programmes. To maximise your chances of being offered one of these places, we recommend that you submit your application to the University as early as possible.
We aim to have a diverse student body and recognise that we can only offer places to a finite number of applicants. To help achieve our aim, we look to ensure we offer places to applicants from all nationalities and close applications when we receive the allocated numbers.
The University is under no obligation to make any offer of a place on the programme to any applicant, nor is the University obligated to fill all spaces available on the programme.
Masters in Management programmes are intended for graduates in any subject or discipline; no previous study in business or management is necessary. For example, in the past we have had graduates from a diverse range of degrees such as Music, Anthropology, Medicine and Geography. Business and Management undergraduate students may find some content overlaps with their first degree.
What do I need first?
The equivalent of a UK first or upper second class honours degree. Check the full list of equivalent qualifications.
If you are an international student who does not meet the requirements for direct entry to this degree, you may be eligible to take a pre-Masters pathway programme at the Durham University International Study Centre.
NB Chinese Applicants: Applications will be accepted from students who have graduated from a prestigious university in China. Entry requirements may vary depending upon the reputation of the university you have graduated from and the academic programme you have applied for. As a guide, applicants are expected to have achieved an overall average of 85%.
How do I apply?
You will need to complete an online application form.
Please note you can only apply for one Masters Management programme.
To support your online application form, you will need to provide the following documents.
- Official transcript of marks
- Copy of degree certificate (if available)
- Copy of English test results (if available).
You can either upload your supporting documents with your online application or email or fax them to the Postgraduate Admissions Office using the contact details below.
Only files of type .doc, .docx, .gif, .jpg, .pdf, .png, .rtf are permitted to be uploaded.
The maximum file size is 5MB.
Once we receive your online application form, you’ll get an automatic email within 48 hours asking you to pay the £60 application fee* which is required to progress your application.
You’ll need to follow the link in the email to the webpage where you can confirm your details and make the payment using a debit or credit card. This is a secure website operated by Secpay, which will send you an automatic receipt of payment.
Once we receive confirmation that your application fee has been paid, we’ll be able to progress your application. If you do not pay the application fee your application will be automatically withdrawn.
*Please note you will only be able to make a payment for one programme in each suite i.e. one MSc Finance programme, one MSc Management programme, one MSc Marketing programme, one Islamic Finance programme.
If you’re applying for a full-time programme you’ll need to become a member of one of our Colleges as well as being accepted by a department. Here’s more information about how the college system works. Once you accept your programme offer, the College Postgraduate Office will get in touch with you to arrange accommodation. Please note that demand for college accommodation usually exceeds availability, so please try to arrange it as soon as possible.
Here are the steps in the admissions process:
- We will let you know when we’ve received your application.
- Once we’ve received all of your supporting documents, we will email you to let you know our decision.
- If the decision is to make you an offer of a place on the programme we will let you know by email. Please note we do not issue hard copy offer letters as these are not required to obtain a student visa.
- If you have requested university accommodation on your application form, the college will contact you direct. They will send you an accommodation application form, which you should complete and return direct to the college.
- You should confirm acceptance of your offer as soon as possible. In order to secure your place, you are required to pay a deposit within six weeks of the date of your original offer (check your offer documents for details of payment methods).
- International students requiring a student visa will receive a CAS (Certificate of Acceptance of Studies) via email once all offer conditions are met, acceptance and deposit have been received and you are within five months of the start date of your programme.
Please Note: You must let us know your own personal email address when applying. Please do not use a university-linked email which may stop working once you complete your bachelor degree.
English Language requirements
Please check requirements for your subject and level of study.
How to apply
Fees and Funding
Fees and Funding
Full Time Fees
|EU Student||£13,800.00 per year|
|Home Student||£13,800.00 per year|
|Island Student||£13,800.00 per year|
|International non-EU Student||£23,500.00 per year|
The tuition fees shown are for one complete academic year of full time study, are set according to the academic year of entry, and remain the same throughout the duration of the programme for that cohort (unless otherwise stated).
Please also check costs for colleges and accommodation.
Scholarships and funding
Open Days and Visits
- Each of the MSc Management programme routes has its own core and elective modules. Please consult course content for details of which modules are relevant to your chosen programme.
- The modules below apply to the current academic year and may be subject to change in the future. It is provided as an indication only.
Arts, Heritage and Tourism Marketing
- Marketing for tourism
- Destination marketing and events management
- Introduction to arts, culture and heritage marketing
- Visitors’ agenda and experience
- Visitor engagement
- Leisure society and contemporary issues
Business Economics and Accounting
- Markets, information and transaction costs
- Organisations, costs and the profit motive
- Competition and welfare
- Strategic behaviour by firms
- Global business and the macroeconomic environment
- Performance and business decisions
- Corporate financial statements and their interpretation
- The role of management accounting information
Buyer Behaviour and Marketing Communications
- Integrated Marketing Communications (IMC) and the Customer-Oriented Organisation;
- Customer Behaviour Analysis - a historical perspective;
- Marketing communications and the purchasing environment;
- Attitudes, emotional responses, and the buyer's learning history;
- The behavioural perspective model - an integrative framework;
- Promotional activities, information processing and the buying decision;
- Marketing communications and the Stone Age brain - an evolutionary perspective;
- Individual versus organisational buying decisions;
- Managing marketing communications - predicting and controlling buyer behaviour.
- Core concepts: the nature of change; organisational effectiveness and the nature of change management; process models.
- Recognising and diagnosing the need for change: recognising the need for change; diagnostic models.
- Managing the people issues: power, politics and stakeholder management; the role of leadership in change management; communicating change.
- Shaping implementation strategies and managing the change: effective change strategies; maintaining control.
- Interventions: types of interventions.
- Sustaining change: the role of performance measures in the management of change; managing and monitoring the implementation; modes of intervening to sustain the change.
Competitive Strategies and Organisational Fitness
- Selection and adaptation: The foundation of Organisational Ecology
- Forms and populations
- Emergence and demise of organizational forms
- Legitimation and Competition, Density dependence and Density delay
- Age-dependence of organisational Mortality Hazard
- Markets and the Socio-Demographic (Blau) Space; Tastes
- Organisational Niches
- The dynamics of Niche-width
- Resource partitioning
- Organisational status, typecasting, middle status conformity
- Cascading Organisational Change
- The fog of change
- Legitimating change, Leadership
- Changing market position and organisational consequences
- Organisational blueprints and employment relations
- The role of the consultant;
- The client relationship;
- The engagement as a project;
- Exploring the problematic situation;
- Influencing change;
- Evaluating an assignment and the team.
Contemporary Issues in Entrepreneurship
The following list of topics is indicative:
- Corporate entrepreneurship
- Country case studies
- Policy for enterprise
- Entrepreneurial experience and learning
- Ethnicity and entrepreneurship
- Family firms
- Gender and entrepreneurship
- Geography of entrepreneurship
- Habitual entrepreneurs
- International entrepreneurship
- Knowledge and technology-based firms
- Management buy-outs/buy-ins
- Social entrepreneurship
Corporate Finance for Managers
- An Introduction to Corporate Finance and Corporate Governance;
- Cost of Capital;
- Capital Structure;
- Payout Policy;
- Mergers and Acquisitions
- Financial Distress
- Corporate Governance and the Theory of the Firm;
- The Board of Directors;
- The rationale for, and impact of, Best Practice Codes for corporate governance;
- Investors and corporate governance;
- Insider ownership and corporate performance;
- Executive and Board remuneration decisions;
- The market for corporate control: theory and evidence;
- Corporate governance and corporate finance: capital structure and investment decisions;
- International aspects of corporate governance.
Decision Making and Business Modelling
- Data description and information presentation;
- Probability and probability distribution;
- Statistical inference and market research;
- Correlation and regression;
- Inventory control and quality control;
- Risk, uncertainty and decisions;
- Queueing analysis;
- Linear programming.
East Asian Business and Management
- Comparative business systems
- East Asian regional economic and business governance
- East Asia economic miracle, crisis and recovery
- Japanese business and management
- South Korean business and management
- Offshore Chinese business networks
- Mainland China I: economic reform
- Mainland China II: emerging business and management
- East-West organisational and management learning and development
- East-West business champions and pathfinder development
- Theoretical perspectives on the employment relationship
- Key actors in employee relations, including unions, managers, and employer assocation
- Management-workforce relations and negotiations
- The role of collective bargaining and negotiation in the employment relationship
- Participation and involvement at work – engaging employees in workplace and strategic decision-making
- Workplace conflict in all its manifestations, and means of resolving these
- Employee relations in multinationals, and the relationship between national business systems and employee relations
Employee Reward Strategy
- Rewards and motivation; the social, legal and economic context; the importance of equity, fairness, consistency, and transparency
- Reward management philosophies and strategies
- Determining the relative worth of jobs/roles
- Determining the market rate
- Designing and implementing pay structures
- Variable pay for performance: individual, group and company-level
- Paying for skills, competencies, and flexibility
- Employee benefits, pensions and non-financial rewards
- Executive renumeration
- International reward management
- Evaluating reward management
Entrepreneurship and the Entrepreneurial Process
- Entrepreneurship and the economy
- Entrepreneurial process overview
- Economic perspectives
- Entrepreneurial business
- Sociological perspectives and types of entrepreneur
- Personality perspectives
- Cognitive perspectives
- Organisation context: knowledge and technology-based firms; corporate entrepreneurship; family firms; social entrepreneurship
- Outcomes – firm and entrepreneur performance
- The content of this module will focus on the following theme: “Ethical Leadership: Decision Making in Global Business Environments”
- Topics will include:
- Accounts of Corporate Social Responsibility
- Ethical Thought and Business Ethics
- Models of Ethical Decision Making
- The Paradox of Business Ethics (definitions and the relation between morality and law)
- Business Ethics Management - The role of stakeholders
- The relation between Employers and Employees
- Costs for control and short-term decision making
- Budgeting and performance measurement
- Cash flow forecasting and working capital management
- Long-term corporate decision making and managerial incentives
- Investment appraisal and real options
- Corporate debt management
Financial Planning and Control
- Understanding Cost Behaviour.
- Short term Budgeting.
- Resource Allocation and Capacity Costs.
- Activity Based Costing Systems and Activity Based Management.
- Financial Measures of Performance, International Dimensions.
- Balanced Scorecard.
- Incentive Measures and Performance.
Fundamentals of Finance
- An introduction to the financial theory
- The valuation of risky future cash flows
- Stock valuation
- Bond valuation
- Risk & return and portfolio theory
- Asset pricing models
- Market efficiency
- Introduction to options and futures contracts
Further Topics in Organisational Behaviour
- How can we understand individuals' experiences of work and management?
- Identities and identification at work
- Everyday organisational life (e.g. boredom)
- Informality at work (e.g. humour)
- Personal relationships at work
- Internal politics at work
- Management and the body (e.g. non-verbal communication)
- Working lives and home (e.g. telework)
- Dissatisfaction and resistance at work
- Globalisation: forces, drivers, debates: the new competitive environment
- The Global Expansion of the Corporation – challenging traditional market expansion
- International business theories and frameworks
- The BRIC (emerging markets) economies and Bottom of the Pyramid strategies challenging the traditional market entry strategies of multinational corporations and transnational corporations
- Managing in organisations operating across borders: beyond strategy, structure, systems
- Typologies of international organisations – emerging new organisational forms
- Intra-firm collaboration
- Inter-firm collaboration: strategic alliances
- International entrepreneurship and small and medium size enterprises
- Mergers and Acquisitions
- Global marketing in the firm; Initiation of internationalization; Internationalization theories; Development of the firm’s international competitiveness
- The political and economic environment; The social cultural environment; The international market selection process
- Selecting market entry mode; Export, intermediate and hierarchical entry modes; International buyer-seller relationships
- International buyer-seller relationships; Exploring suitable marketing mixes; Seeking marketing effectiveness and resource efficiency (Glocal approaches)
- Organisation and control of the global marketing programme
Global Supply Chain Leadership
- Global Supply Chains and Leadership:
- Drivers for economic globalization (labour costs, resources, regulation, etc.)
- Corporate strategy
- Design of Supply Chains
- Impacts and Alternative Visions for Supply Chains
- Cultural impacts
- Human and environmental health impacts
- Decision Making and Operations:
- Outsourcing and Partnering decision making
- Conflict resolution in partnerships and contracts
- Inventory policy decisions
- Trademark, protection of intellectual property
- Litigation and dispute resolution across borders
Green Supply Chain and Logistics Systems
- Green Supply Chains:
- Overview of Green Supply Chain Management
- Evolution of Green Legislation
- Life-Cycle Approach to Green Supply Chain Management
- Green SCOR Model
- Sustainable Development
- Green Logistics Systems:
- Structure of Green Logistics Systems
- Inbound, Production, Outbound and Reverse Logistics
- Green Logistics Management Strategies
- Green Logistics Service Providers
Human Resource Development
- Introduction: the nature and scope of HRD
- Skills, training and strategic HRD
- HRD policy and practice: organizational, national and international contexts
- Critical: HRD: power and influence within political systems
- Learning theories and models
- Identification of learning, development, and training needs
- Design and delivery of learning interventions
- Evaluating learning interventions
- Leadership and Management Development
Human Resource Management
- The nature of human resource management
- HRM, performance and commitment
- Recruitment and selection
- Performance appraisal
- Diversity and equal opportunities
- Downsizing and HRM
- International HRM
Innovation and Technology Management
- The role of innovation in the evolution of new markets
- Invention and innovation
- The influence of architectural and modular innovation on competitive implications
- The role of alliances and strategic manoeuvring in establishing new markets
- How innovations are communicated
- Assets of the firm and innovation management
- New product development
- Distributed innovation, open innovation, and the implication of diversity on innovation
- Breakthrough innovation
- Technology-led vs Design-led innovation
Mergers and Acquisitions
- Overview of M&As;
- Takeover tactics and takeover defence;
- Leveraged transactions and corporate restructuring;
- Target valuation;
- Empirical tests of M&A performance;
- Value creation through M&As;
- Cross-border acquistions and risk.
Moral and Corporate Trust: Trust and Business Ethics
- Topics will include:
- Moral Trust in Regulation and Compliance
- Contractarian Ethical Theories and Trust Relations
- Loyalty and Trust in Global Business Environment
- Trust in Volatile Contexts
- Trust Repair
- Trust and Impartiality
- Review of the role of Trust in Business
- The International Business Environment
- Currency Risk and Currency Risk Management
- Foreign Direct Investment
- International Capital Budgeting
- Multinational Cost of Capital and Capital Structure
- Country Risk Analysis
New Venture Creation
- Entrepreneurial process and new venture creation
- Opportunity recognition and development
- Environments for entrepreneurship
- Entrepreneurial strategies
- Business plan and resource requirements
- Creating the organisation - role of the entrepreneur and team formation
- Obtaining venture and growth capital
- Managing rapid growth
- Corporate venturing, university spin-offs and social entrepreneurship
Operations and Supply Chain Management
- The nature and scope of operations strategy
- Design of products and services
- Process design
- Management of materials
- Planning and control
- Quality management
- The nature and scope of supply chain management
- Supply network design
- Inter-organisational relations, e.g. partnerships, trust and power
- Introduction to organisational behaviour.
- Individual differences: personal and mental ability.
- Management of attitudes and work motivation.
- Leading others.
- Organisational culture.
- Managing group dynamics and teamwork.
- Decision-making in organisations.
- Trust within organisations.
- An introduction to the management of change.
- Projects and organisational strategy.
- Organisational structure.
- Project definition.
- Project planning techniques.
- Risk management.
- Time compression.
- Project Teams.
- Project review and performance.
- International projects.
Retail Marketing Management
- An introduction to retailing
- Strategic planning in retailing
- Retail institutions characterized by ownership, strategy mix, Web, non-store, and other forms of non-traditional retailing
- Understanding consumer behaviour
- Information systems and marketing research retailing
- Trading-area analysis and site selection
- Retail organization and human resource management; and operations management
- Merchandise management
- Pricing in retailing
- Establishing and maintaining a retail image, and promotional strategy
- Integrating and controlling the retail strategy
- Understanding Service Products, Consumers, and Markets
- Applying the 4Ps of Marketing to Services
- Managing the Customer Interface
- Implementing Profitable Service Strategies
- The module covers four inter-linked areas:-
- Development of Social Marketing: History and origins of modern social marketing; Philanthropy, propaganda and persuasive communications; Philosophical underpinnings
- Disciplinary Approaches to Behavioural Change: Behaviour Analysis and Behaviour Change; Behavioural Economics; Marketing/Management; Psychology
- Social Marketing Process: Situation Analysis; Segmentation, Targeting and Positioning for Social Marketing; Barriers, Benefits and Competition ;The 4 Ps in Social Marketing; Social Marketing Promotion; Evaluating, Planning and Budgeting; Social Marketing Ethics
- Fields of Application: Crime and Anti-Social Behaviour Prevention; Education; Environmental Conservation; Health and Well-being; Not-for-profit and Charities Marketing; Social Problems/Issues
Society and Sustainability
- The content of this module will focus on the following theme: “Society and Sustainability: Well-Being and Risk Assessment”
- The relation between suppliers and competitors (ethical sourcing and fair trade)
- Social Entrepreneurship
- The Role of Governments as Stakeholders
- Risk Assessment and the Impact of Technology
- Ethical decision making in areas of conflict
- Business Ethics and Immigration Policies
Strategic Brand Management
- Part 1: The socio-cultural meaning of brands: A semiotic act of naming a product– from products to brands; Semiotics and the symbolic meaning of brands; Brands as symbolic resources for self and social identities; The principles of cultural branding
- Part 2: Brand equity: Brand equity from financial and consumer perspectives; Stakeholders and brand equity
- Part 3: Managing brands: Brand strategies; Brands and advertising; Global brands
Strategic Marketing Management
- The Nature and Scope of Marketing
- Segmentation, Target Marketing and Positioning Strategies
- Strategic Location Management
- Marketing Research
- The Marketing Mix – Product, Price, Promotion, Place
- Strategic Brand Management
- International Marketing
- Marketing and Innovation
- Marketing in Other Industries
- Strategic Thinking and Scenario Planning
- Concepts of strategy.
- Strategic purpose.
- Environmental and industry analysis.
- Analysing resources and capabilities.
- Sustainable Competitive Advantage - including sources of advantage (cost and differentiation) and sustainability.
- Corporate strategy - including vertical, horizontal and international scope, methods of development and managing synergy.
- Corporate culture and strategy.
- Strategic management processes.
- Managing strategic change.
Strategy Simulation and System Thinking
- System dynamics as a modelling method and feedback thinking
- Causal loop diagrams
- Stocks and flows
- Time delays
- Model structure and nonlinear behaviour
- The modelling process
- Software used to build models
- Building and analyzing models
- Management flight simulator (or microworld)
The Entrepreneur’s Environment
- economic and policy environment, external market environment, internal firm environment
- Drivers and barriers in firm start-up and growth
- Market failures and policy intervention
- Hard and soft support forms of policy intervention
- Financial systems and capital access
- Attitudinal and financial challenges to securing finance
- Market environmental context and managing the external environment
- Social capital and the roles of networks
- International market environment and international strategies for entrepreneurship and innovation
- Personal task environment
- Building and sustaining the innovative and entrepreneurial organization
- Corporate environment: clusters, and large-small firm relationships
The Science of Leadership
- What processes lead to the perception of leadership and facilitate social influence and human performance?
- Major theories which underpin our understanding of leadership which may include:
- Implicit theories of leadership ·
- Understanding alternative views of knowledge and their relation to effectiveness ·
- Social exchange and social justice theories ·
- Social identity theory and leadership ·
- Leadership and change ·
- Effects of ethical versus destructive versus sustainable leadership
Work and Society
- The changing context of work
- Meanings and orientations to work
- Power and management control in organisations
- Organisational culture
- Emotional and aesthetic labour
- Discrimination at work; equality and diversity
- Organisational misbehaviour
- Language, rhetoric, and organisational communication
- Managing time at work
- Service work
"Having the opportunity to engage with classmates from all around the world and leading academics made it a fantastic experience overall."