Vancouver Island University:
Vancouver Island University (VIU), Canada, is pleased to deliver the MBA Progams in partnership with the University of Hertfordshire, located in London, England. Students will complete their degree requirements in Canada; the degree will be awarded by the University of Hertfordshire, which has been rated the top new university business school university business school.Vancouver Island University is a public degree-granting institution in Nanaimo, on beautiful Vancouver Island, in British Columbia, that has been a leader in international education since the early 1980s and has established formal ties with sister colleges, government, trade and industry in the Asia Pacific region, Mexico, South America, Europe and the United States. VIU features small classes taught by experienced and highly-qualified faculty, affordable tuition fees and living expenses, student support and activity programs, as well as a beautiful campus.
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Master of Business Administration (MBA)
The MBA program is designed for students who hold an undergraduate degree in any discipline other than Business. MBA program students are required to complete four Management Foundation courses, as a general introduction to the field of business.
The MBA courses
The Financial Management of the Organization
This course seeks to enable students to thoroughly understand the theory and practice of Corporate Finance from the perspective of non-financial managers.
Human Resource Management
This course provides a contemporary, applied approach to the study of Human Resource Management within organizations. It provides the learner with the opportunity to understand and critically analyze the different approaches to HRM at international, national and organizational levels in order to improve decision-making on the subject.
Experiential Management Development
This course is divided into two parts with each part taking place over one weekend in the fall semester and one weekend in the spring semester. For the two weekends in the fall, half of the MBA students and half of the IMBA students are mixed together and participate in weekend 1. Then the other half of the students participate in weekend two. The same occurs in the spring.
Part I - The Effective Manager aims to give an understanding of the complex nature of the manager's job. Students will take part in a range of exercises designed to promote competency in some of the skills managers require for the effective management of people. This is an experiential module run over one weekend with briefing and de-briefing sessions held during the weeks before and after.
Part II - Group Behaviour offers students an overview of key group behaviour theories. The purpose of the course is to provide students with the opportunity to experience the dynamics of competitive cooperation typical of inter and intra group interaction during planned events occurring over one.
Strategic Management Perspectives
This course seeks to provide the students with a variety of perspectives on strategic management and issues surrounding the formulation and implementation of strategy. The course further examines the dynamics of environmental and firm-specific factors which are necessary for the development of complex, comprehensive and future-directed strategic decisions. The environment, industry, firm and its competitors are assessed using a number of frameworks and analytic techniques. Competitive and cooperative strategic options are considered at both the corporate and business levels, as are the implications for implementation at the operational level. Updated cases and websites are used extensively as the basis for analysis and discussion.
The Management of Markets
This course seeks to enable students to develop their understanding of marketing theory and practice, its nature, and significance. This will enable students to apply marketing theories and frameworks in the identification of problems and generation of options to address such problems.
Operations Management
This course seeks to enable students to understand the core concepts of Operations Management that will aide the student in understanding operational issues in the workplace, provide a basis from which students can develop further knowledge in specific areas if desired and to develop analytical 
skills in solving operational problems.
Developing Information Systems
This course seeks to provide students with an overall understanding of the information systems development process in various forms and to be familiar with and be able to apply a range of systems analysis techniques. Indicative topics include the nature of information systems and their interaction with other systems; managing and modifying the System Development Life Cycle; interview and fact finding; Data Flow Diagrams; decision tables, structured English and logic flowcharts; Entity Relationship Diagrams and Normalization (to 3NF); Data Dictionaries; prototyping; Rapid Application Development; Object Oriented Systems Development.
Corporate Governance and Leadership
This course seeks to enable students to be aware of the issues facing corporate decision makers today. To identify the wide-ranging responsibility these executives bear towards stakeholders inside and outsi
de the organization. To understand the relationship between board responsibilities, ethical behaviour and governance structures. To develop understanding of the use and abuse of power in leadership and governance and to question popular notions of leadership, power and control and to understand how these may be extended.
one of the following electives:
Marketing Research
The purpose of this course is to ensure that the process of marketing research is understood, and to provide students with an understanding of the potential that marketing research can offer to an organization. The course will provide students with the skills and understanding necessary to appreciate both the academic concepts underpinning the industry and the practical applications of marketing research practices within the business and consumer setting.
Marketing Communications Strategy
The aims of this course are to enable students to understand the various aspects of marketing communications from initial analysis of the market through to the development of strategies incorporating an expanding range of promotional techniques. The subjects covered are communications theory, account planning, management of the marketing communications mix, promotional planning, implementation and evaluation.
Human Resource Strategy
This course provides a contemporary, applied and critical approach to the study of complex issues in human resource strategy and the strategic environment, to identify, evaluate and propose human resource strategies and to critically assess the role of human resource strategies in managing employment in organizations. This course is appropriate for managers of people, personnel and HR practitioners, other professionals working in the area of employment, and students of employment issues.
Managing in Complexity
This course seeks to allow students to focus on the decision-making and control processes that are used by people to develop their organization in an innovative and creative way. It will focus on the conditions that make it possible for managers to rely on self-organizing processes that produce emergent new strategic direction.
Managing Knowledge in Organizations
The course covers a wide and diverse range of up-to-date material, which is deliberately spread both in terms of their theoretical origin and geography. It includes debates on organizational learning, learning organization and knowledge management. The important parts of knowledge management strategies: HR, IT, culture, trust, organizational design and structure are also included.
The Thesis
The thesis is a 12-month project with the final semester devoted entirely to the thesis. During the final, third semester of the MBA programs you will not have any formal classes; instead, you will be expected to use this time to complete a 12,000 - 15,000 word thesis under the guidance of an approved supervisor.
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