EMBA
• • •
nationally? There is a Central London factor that obtains for schools The next Chapter
like Imperial, which are in a different market; student communities at
these schools look very different to ours. However, if one looks at Brad- moving forward, what can new and existing students expect from
ford, Warwick and Leeds, there is hardly any difference. It is also worth nuBS over the next 12-18 months, in terms of programme innova-
noting that published fees for the higher paying schools often hide a tion? I expect that we will have a substantial and lively course next year.
discount, resulting from quite widespread bursary usage. My recruitment notes indicate we will have a good mixture of students,
around 20 nationalities.
Here at Nottingham, this is not our way. ‘The fee we charge is the fee
you pay.’ There are relatively few scholarships and they are competitive. The big happening for us next year is the first formal teaching of the
integrative module; we shall put a lot of time and effort into ensuring
Our fee levels are also constrained by those we set internationally. Students its success.
who visit from our Malaysian or China campuses pay a top up fee when
they come here. They enroll on the programme at one of our overseas I expect that the macro economic environment in which we are teaching
campuses, and if they spend the second semester at Nottingham, their fee will change and I would hope that our teaching keeps up with that.
will be higher. Obviously, if our fees were dramatically out of line it would
deter students from coming here. So, on balance, we are very comfortable We have looked at a lot of the commentary that has come out of the
with where we are, given that our value for money score is good. We pres- current economic crisis and this phrase ’failure of leadership,’ particu-
ently stand at 34th in the world in the FT for value for money. larly with respect to the banks, is being widely used. So we have set up
a group to try and see what we can do to sensibly define a module that
A factor, which enhances our value, stems from the fact that we don’t rely deals with leadership issues. Watch this space!
on the MBA to fund the MBA. We are part of a Business School with
a substantial undergraduate population and large masters programmes. We want to take the integration of the finance modules one step further
The MBA doesn’t necessarily have to make a profit, although it does. and make sure that we’re up to date and that our syllabuses match.
The primary objective is to produce a quality programme and, as a result,
the University gets a surplus. But say that in a particular year we want For all our programmes and modules there are regular discussions and
to invest heavily in the MBA then other programmes will support it. regular meetings to ensure there is no stagnation and that the MBA is
Conversely, if the MBA is doing well and we want to support another ahead of, or at least in step with what is going on in the world our stu-
programme, the MBA will reciprocate. dents will graduate into. ■
We draw on faculty who are in the school, are active researchers and who
may teach a range of programmes. The investment required to maintain
Biography
quality comes from the University. There are sometimes restrictions, but
Dr Robert Berry is the Director of MBA Programmes and the Co-Director
the university knows we can’t compromise on the quality of the academ- of the Singapore MBA at Nottingham University Business School.
ics who work in the School. That isn’t an issue.
CEO | 47
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