Edinburgh Business School
MBA programme of Edinburgh Business School, Heriot-Watt University, widely chosen around the world.
49,000 alumni across 158 countries.
Edinburgh Business School МВА courses developed by international professionals to equip tomorrow’s leaders with business management knowledge and skills.
About the Programme
MBA programmes are equipping managers around the world with comprehensive structured business management knowledge, facilitating personal and professional growth.
Student of Edinburgh Business School MBA programme enrolls as a student of Heriot-Watt University, UK, and upon successful completion receives British MBA diploma.
Study with Central & Eastern Europe learning partner and get reinforced course materials with local and international applications of knowledge.
Classes are through trimesters every two weeks, usually on Saturday or Sunday. Online in groups.
You can start with any selected course.
Whether you require specific knowledge and do not intend to get an MBA degree, then you can choose and pay only for the courses that interest you.
All tutors are approved by Edinburgh Business School, UK. Teaching methods reflect the current business environment and will equip you with practical knowledge you can put into practice as soon as you graduate.
Ask us a question about the programme!
Courses for MBA degree
To obtain an MBA degree it is necessary to successfully pass examinations in 9 courses. Some professional certifications and Bachelor’s degrees allow for exemptions from the respective courses.
Edinburgh Business School keeps its finger on the pulse and ensures that all courses are informed by the latest ideas from industry and the real world.
The aim of the Economics for Business course is to develop in students a systematic approach to decision-making and the ability to recognise, use and interpret economic information from both within the organisation and the wider environment.
The course provides managers with an overview of relevant economic issues in a business context. The course starts by outlining fundamental economic concepts and examining the workings of the market system. Different market structures and their impact on organisations are reviewed and the role of government in the economy is examined. Relevant aspects of the macroeconomy are introduced with a focus on business impact and decision-making. This is followed by an exposition of international economic issues. The course ends with a research activity that will pull all the strands of the course together, and prepare students fully for the assessment.
The Financial Decision Making course aims to provide students with a set of accounting and financial tools that enables them to interpret and critique financial information from a variety of sources and to make informed and effective financial decisions that directly
impact company operations.
The course provides a practical approach to the crucial accounting and finance issues that affect organisations in today’s business environment. First, to contextualise, the course describes ‘the financial landscape’. The course then examines the application of financial and management accounting ‘tools’ relevant to critical financial decisions, including key performance indicators, breakeven analysis, working capital management techniques and the budgeting process. This is followed by a consideration of financial management and the decisions faced by organisations on investment (what projects), finance (what type of finance) and dividend (pay or retain) and how an organisation analyses and takes action on each of those decisions. The course concludes with an introduction to exchange rate and interest rate risk management.
The aim of the People, Work and Organisations course is for students to develop a detailed appreciation of factors influencing how people behave at work and how these link to performance. The course focuses on understanding individual differences, how these differences affect group dynamics and how organisational factors affect individual behaviour. At its core, the course aims to equip students with the skills and knowledge to positively impact on individual, team and organisational performance in a variety of dynamic organisational contexts.
The course examines a range of ideas that provide insights into how people behave at work and provide managers with the opportunity to apply theoretical principles to real life organisational issues.
These include understanding why people behave the way they do, what motivates people at work, how to develop and manage effective teams in diverse settings, how to design an effective structure and create a stimulating organisational culture, how to drive organisational change and leverage social networks, among others.
The course is divided into eight modules which introduce the key schools of thought in organisational behaviour (OB) before exploring how human behaviour at work is affected by individual, team and organisational factors. The course concludes with a detailed case study that allows students to draw on their knowledge of organisational behaviour and recommend interventions to improve performance. Throughout the course, students are encouraged to think critically about their role as managers and to reflect on their practice in light of relevant theory.
The Strategic Marketing course aims to provide students with the necessary tools and frameworks to enable them to make proactive marketing decisions that take the best
advantage of the conditions in which the firm finds itself.
Strategic marketing can be defined as “Obtaining, marshaling, deploying, controlling and assessing the effectiveness of organisational marketing resources in order to deliver the organisational mission, vision, values and objectives in its chosen product/markets’’.
So, the philosophy underlying this course is that marketing-oriented companies put customers first, are geared for long-term success and that this orientation must be championed by top management and infused throughout the whole organisation. In addition to this overall culture, strategic marketing requires knowledge, skills and competencies in a range of techniques such as strategic analysis and planning, and implementation, via a number of integrated and synergistic marketing functions and activities and marketing control, aided by an array of marketing metrics and digital developments.
This course aims to provide students with a strong grasp of both the strategic elements of establishing a long-term customer orientation and the operational techniques that are required of marketing managers to implement a strategic marketing orientation successfully.
The aim of Delivering Successful Projects course is to equip students with the necessary skills to conceive of, plan, control and deliver projects, for enabling successful realisation of business objectives, through the use of the practical framework of project management.
The Delivering Successful Projects (DSP) course reflects on the modern strategic positioning of the project management discipline within the business environment. It aims to instil in the student (manager) a more holistic mind-set to develop their business intelligence, by taking them in a journey from project conceptualisation, carrying-out and beyond its direct termination, using multi-dimensional academic and practical concepts, tools and techniques. The course’s start and end points are organisational strategy, where strategic objective are transformed to project success criteria and then ‘looped-back’ to the strategic level, examining strategic intended benefits through the project change process.
Therefore, it is more than just a ‘refreshed’ version current Project Management course. DSP
offers a whole different setting that builds a managerial rather than a technical skill set that today and tomorrow’s managers require.
On top of the detailed qualitative and quantitative planning and control processes of time, cost, performance and risk, additional ideas that have changed the project management profession are included, such as the project management office (PMO), programme and portfolio management, benefits realisation, sustainability, ethics and agile project management. The course content is informed by professional bodies and up-to-date standards, such as PMI, APM, IPMA and ISO.
Throughout the course, a longitudinal case study is provided, integrating the modules and concepts. The students practice the challenges of a project manager, supported by a range of thought exercises, discussions, self-reflections, instructional videos and real-life project managers’ ‘practitioner perspectives’.
Our mission at Edinburgh Business School is to help experienced executives and managers across the world transform their careers by studying our graduate level business programmes whenever, wherever and however best suits their needs.
It is widely accepted that strategic planning is extremely difficult to teach effectively.
This is because, at the MBA level, it is not sufficient to know about the subject – it
is necessary to be able to apply ideas in order to carry out strategic analysis of real
problems. While there are many strategy models on which analyses can be based,
the strategic approach also requires the application of a great many ideas and models
drawn from the core business disciplines; this is what gives substance to strategic
analysis and this integrative element is why strategic planning is typically regarded as
the capstone course in MBA programmes.
The approach adopted in this course is based on cases. There are review exercises, short questions and a simulation which are intended to reinforce your comprehension of specific topics, and the overall objective of the course is to enable you to apply strategic analysis to real life issues.
Strategic Planning is the final course of the MBA programme.
The Edinburgh Business School Centre for Strategy Development and Implementation
sees strategic risk management as a key tool for assisting in the management of change and associated risks because of its proven usefulness in a vast range of change situations. This is equally true whether designing and erecting a new building (changing a collection of
materials, labour and other resources into a finished building), designing and implementing
new organisational systems such as the human resource management function, or designing and implementing a new strategy for a whole organisation.
No matter what business an organisation is engaged in, it is exposed to risks. Risk and
reward go hand in hand, and the significance of risk to the success or failure of a business is
now even greater as technology allows actions and changes to be executed faster than ever
before. In the modern world uncertainty has increased, but so have the opportunities for
success. To succeed in this environment, managers must be able to manage risks in order
that they can achieve their objectives for success. Human nature focuses upon the upside,
and expects that the decisions, strategies, projects and operations will go well. No one would
suggest that organisations should all become pessimists, but it is becoming increasingly clear that an organisation is much more likely to achieve a successful outcome if it plans and actively manages the risks across the enterprise. This course on strategic risk management is intended to equip modern managers with the knowledge and skills they need to manage risk at all levels of the organisation. It will show how risk management is a fundamental part of the strategic planning and implementation process, and how vital strategic risk management is in projects and operations.
The course is concerned with risk as a collective or integrated concept. Most approaches
to risk and risk management concern themselves with one particular risk aspect or application. This limitation is acceptable provided the interest of the risk manager is restricted to the aspect or application concerned. Many organisations, however, operate under conditions of complex risk where it is not practical or desirable to consider specific risk areas in isolation.
The course is in the process of adoption and will be introduced later – check for updates on the site or request info from manager.
The Leadership Theory and Practice course aims to develop in students a critical appreciation of leadership theory and the role of leadership in practice in a range of organisational, social and cultural contexts.
The course critically examines the concept of leadership in organisations, explores major theoretical developments in how leadership is understood and provides opportunities for managers to reflect on real-life leadership issues.
The course is divided into eight modules. Having explored what we mean by ‘leadership’ in the first module, the course then considers key developments in leadership theories and how they apply to modernorganisations. Leadership is enacted differently depending on the context, and the course hones in on some example settings for practice, including creative industries and projects, to explore alternative approaches to leading. The role of leadership in setting and shaping organisational strategy is also explored, and contemporary issues of gender, culture and ethics are discussed. The course ends by considering how leaders and leadership can be developed and provides insights into current trends and future directions.
On average students of Edinburgh Business School study towards the MBA for 2,5 – 3 years.
Nevertheless, there is no deadline for the programme. Courses are updated on regular basis.
Each course offers 40 to 50 hours of in-class support, up to 150 hours of self-study, and ends with the exam.
Upon each successful exam, students receive a British certificate for the course.