Case study - Manchester Metropolitan University
APM Academic Accreditation case study
Manchester Metropolitan University (MMU) was awarded university status in 1992 and is one of the most extensive education centres in Europe, delivering undergraduate and postgraduate education to over 38,000 students.
MMU is currently two-thirds into a 10-year campus rationalisation project to locate the university from seven campuses to two (Manchester and Crewe) by the academic year 2014-15.
Within the university is Manchester Metropolitan University Business School (MMU Business School). It has been supporting industry and commerce since 1889 and today offers undergraduate, postgraduate and higher research degrees in all major sub-disciplines of business and management. Notable growth areas include entrepreneurship and innovation, human resource management, marketing and PR, as well as accounting and finance.
MMU Business School prides itself on being the university for world-class professionals, working closely with local, national and international businesses with the core aim
of being regional in focus and international in outlook.
The £75 million Business School opened in 2012, one of the country’s most environmentally sustainable academic buildings, has seen the university being recognised as Greenest UK University* in 2013.
With some 4,000 undergraduate and 1,000 postgraduate students, including 60 research students and 420 professional accounting students, MMU Business School offers a comprehensive range of courses, from certificates to doctoral degrees, and provides a ladder of opportunities for individuals at different stages of their business and management careers.
The Business School is structured around four academic divisions and six research centres that reflect the full range of business and management studies, as well as the school’s own distinctive strengths and strong commitment to research excellence.
The difference between a project and programme have often been confused, James Lesingham explains this difference with space travel.
Stakeholders who regularly change their minds are not unheard of, Ajinkye Panse shares some tips to keep them engaged.
The autumn newsletter contains; four part webinar series, business planning for the coming year, recent blogs.
The SIG tried its hand at applying Causal Loop Diagrams, a technique in systems thinking, to see if they could better understand this complex COVID -19 pandemic.