Degree Programs - Masters Degrees of the University

Overview
Revans University Masters programs are aimed at executives, managers, trainers and developers in industry, the professions and commerce, who wish to develop and maximize their skills and experience while working towards an accredited higher-level degree. They are often undertaken as in-company initiatives, with groups of individuals from the same organization participating simultaneously.

These programs provide direct learning opportunities in areas most significant for the Associate - their work place. Key issues of strategic significance are addressed, that provide results that are relevant, applicable, and beneficial to their organization and career. Programs normally run for twenty-four months and all projects must meet the combined academic and corporate initiatives.

The specific degrees available are Master of Business Administration ( MBA ), Master of Health Care Administration ( MHA ), Master of Science ( MS ), Master of Management ( MMgt ) and Master of Philosophy ( MPhil ). The latter three Masters degrees are awarded with an action learning designation approved by the Common Multinational Professional and Academic Board that reflects the major portion of the successful candidate's learning, e.g. Tourism, Hospitality, Information Systems, Logistics.

Degree Credits
Credits are awarded on the basis of workload, depth of study and outputs required. For this reason, not all courses carry the same credit weights.

Minimum Grade Requirements
To achieve the Masters degree of the University applicants must gain 40 graduate credits with a minimum of 60 per cent for each course completed and an average grade of at least 80 per cent for all courses taken.

Admission Requirements for all Masters Programs

• Bachelor degree from an institution accredited by a nationally recognized accrediting agency or its demonstrated global equivalent.
   
• Where recognized Bachelor degree equivalence is necessarily demonstrated, the University's "Global Centre for Credit Mapping and Accreditation of Prior Experience & Learning (GLOCCEM)" provides guidelines and facilitation. A comprehensive range of professional membership qualifications achieved by examination are recognized for such equivalence.
   
• A maximum of one half of the credits required for the Masters degree may be earned by transfer or a combination of transfer and validated experiential credits. No more than 25 per cent of the required credits may be for documented workplace experience. This document must be formally presented for its learning outcomes and evaluated for credit by the University.
   
• All prior learning and experience is presented and evaluated before entry
   
• At least four years' of postgraduate management experience
   
• Two satisfactory academic and professional references

Master of Business Administration ( MBA )

Overview
The MBA program is designed for professionals already working in management and is a customer-focused program with fourteen achievement routes currently available. Associates must make contributions of significance to their organization while addressing real strategic issues. This degree can be achieved on a face-to-face basis, with members attending regular workshops, or over the Internet through distance learning.

Additional Entry Requirement
Applicants must produce a written account of not less than 3,000 words on the role and purpose of their organization describing their current job, its significance and its relationship to their personal career development. It shall be done as soon as possible after their acceptance but before their program begins.

Credits are awarded on the basis of workload, depth of study and outputs required. For this reason, not all courses carry the same credit weights.

Course Descriptions

Organizational Analysis and Career Development Review: This assignment is intended to develop a deep understanding of the Associate's own organization, their role within it, and the nature and significance of their work. Additionally, the Associate will consider what are the most significant issues for their organization in the future, the factors influencing the organization's structure and culture, the predominant management style in the organization, and methods of quantitative information analysis used by the Associate within his/her managerial role

Financial Management: This core course provides the Associate with a broad understanding of financial management and investigates the basic language and method of accounting as applied to the Associates own organization. Associates will learn to interpret basic accounting information and understand the information they are required to supply for accounting purposes so that they will be able to contribute on an informed basis to the process of improving the quality of accounting information provided

Operations Management: The focus of this course is on the interrelationships between systems, service and technical factors, product quality, capacity and productivity. The Associate will learn to develop an organizational view of operational systems and procedures and the ability to audit all aspects of the service product and service processes which are planned, implemented and controlled by operations managers

Marketing Management: The aim of this core course is to improve the Associates' understanding of key marketing concepts and help prepare them to respond to current and future demands of customers and their organizations. Upon completion of this course, Associates will be able to understand strategic marketing concepts and how to apply these within their organizational culture; and assess how the needs of current and future customers are being met

Human Resource Management: Upon completion of this course, Associates will be able to identify the issues and appropriate measures relating to effective managerial performance and the implications for self-development. From this they will be able to contribute effectively to the development of organizational units

Analysis of Interface Relationships: Usually the Associate will hold managerial responsibility in a particular function and this assignment should take the form of an analysis of the way in which other areas interface with the Associate's own function. The Associate will draw upon concepts and theories of human resource management in order to investigate the dynamics of internal communication between different functions and areas. (Prerequisite: Human Resource Management)

International Business: The Associate will develop an understanding of how environmental factors and management instruments are brought together through internal systems in a successfully run international business. Associates learn how to undertake research into the business operating environment in a country other than their own; identify, analyze and evaluate opportunities for the development of their business in a country other than their own, prepare a business implementation plan for developing the capability for either producing or marketing in a country or countries other than their own; and provide appropriate advice on the implications of the plan for the development of the business as a whole. (Prerequisites: Human Resource Management, Financial Management, Operations Management, Marketing Management.)

Knowledge Management: This course will consider the implications for businesses, managers and employees in the 'Knowledge Economy', and in particular, how they relate to their own organizations. Associates will evaluate the value of organizational knowledge to their business; manage knowledge resources more effectively; use a range of knowledge management tools and technique; and relate the knowledge creation process to their personal career development paths. (Prerequisites: Human Resource Management, Financial Management, Operations Management.)

Strategic Management: The aim of this core course is to develop an orientation towards strategic thinking and give Associates appropriate techniques and tools. Upon completion of this course, Associates will be able to: understand the nature of strategic thinking; identify a range of tools and techniques to use in strategic thinking, planning and management; and apply the techniques as appropriate to their own organizations (Prerequisites: Human Resource Management, Financial Management, Operations Management, Marketing Management, Knowledge Management, International Business.)

Thesis: Seeks to demonstrate the Associates own ability to apply concepts, techniques and skills gained from the course and draw from their own experience and the experience and expertise of others. The aim is to draw out the options, recommendations and action lines from the data gathered. The project must be actionable and conclude with a discussion of the implications and outcomes, with particular reference to personal learning and client requirements.

Literature Review: This is a prime feature of the Thesis and provides the theoretical basis for the body of work.

Assessment and Evaluation of Management Learning: Gives expression to the effective combination and integration of experience and learning from experience. The aims are to provide a disciplined structure for the review of learning achieved during the period of the program, and to provide a helpful process through which learning during the program is made more conscious and evident.

Master in Health Services Administration ( MHA )

Overview
The MHA program provides a well-rounded curriculum that addresses various aspects of business and health administration. It is designed to prepare professionals to confront and resolve challenges in the health related industries. Graduates of the MHA program are well versed in managerial, legal, financial, and ethical aspects of health services administration and will possess the decision-making and interpersonal skills essential for leadership in health services.

Additional Entry Requirement
All applicants must have a good understanding of Health Care Economics, Health Care Law, Accounting for Management, Financial Management of Health Care Institutions, Effective Supervision and Management Principles, and Development and Structure of the Health Care System.

Credits are awarded on the basis of workload, depth of study and outputs required. For this reason, not all courses carry the same credit weights.

Course Descriptions

Gerontology: Focuses on those factors of aging and society attitudes, including myths, that involve the greatest impact on long-term care decisions, and identifying the actual types of medical and developmental issues faced by the aged. Evaluation and recommendations are based on the effectiveness of long-term care programs for the aged.

Community Based Health Planning: Increases an awareness of community health resources, program planning skills and compares various health care systems. Health needs of specific groups are identified and discussed.

Financial Management Policy: Associates will learn how to correctly apply the principles of corporate financial management, integrate policy-making activities at the corporate level with those needed at the business and functional levels, and work effectively with investment requirements and required returns.

Quantitative & Qualitative Approached to Problem Solving: The objective of this course is to provide today's manager with the most up-to-date relevant problem-solving and decision-making techniques available. The emphasis is on the proper application of these techniques within the workplace.

Health Policy and Planning: Defines strategic planning and show how it links with organizational structure and process implementations. Sets out a framework of public policy decision making for health care planning and policy that takes into account social, economic, technological, political, and professional contributions and limitations.

Health Management Information Systems: The objectives of this course are to: better understand computer technology; analyze the use of information technology in the business of health care management; assess the impact of the guidelines on departmental management; describe the implications of global dimension reporting for a health care organization and promote better use of information for management decision support.

Research Methodology: This is an advanced course in methods of conducting and presenting a business research project that relates fully to management needs. Analyses of various design techniques, data collection procedures and information reporting processes to ensure that the Associate can perform research tasks effectively. Emphasis is on a practical approach to the presentation and analysis of problems.

Managerial Process: Studies the principles of modern management, including such basic management skills as planning, organizing, controlling, communicating and leading. Special topics such as social responsibility and international management will also receive attention, as will extraordinary skills such as quality and ethics for management in the future.

Executive Monograph: This paper is based on the Associate's own research. The aim is to communicate the most salient, interesting and useful findings to readers - primarily your organization's senior managers and staff, who will be effected by the findings and so, naturally, will want to read what the project is about.

Approach to Thesis Development: The thesis reflects the Associate's knowledge of methods of conducting applied business research, the ability to solve management problems and the use of practical analytical skills in dealing with complex problems and the variety of information available. Emphasis should be on usefulness of the findings. A major requirement is that the Associate must demonstrate knowledge of theoretical concepts and investigate skills and apply them to practical situations relating to the work environment.

Master of Management ( MMgt ), Master of Philosophy ( MPhil ), and Master of Science ( MS )

Overview
Associates choose a concentration in one particular field of graduate management studies; this concentration must be original and positioned in an international context. Guidance on selecting topics is given in conjunction with your Set Advisor and personal subject-area Supervisor. An expanded research proposal must be developed within six months of beginning the program. After approval by the Dean of the University, this proposal then leads to further rigorous study resulting in a final thesis that either embodies action or leads to action. Associates should therefore select topics, which have relevance to their jobs or their organizations and have a sufficiently tight focus to enable a meaningful project to be completed.

All candidates must complete fully the regular application and thesis proposal forms and receive approval for their proposed thesis topic before beginning the program.

The choice between the degree designation Master of Science ( MS ), Master of Philosophy ( MPhil ) and Master of Management ( MMgt ) is determined by the balance of professional, academic, management sciences and experiential action research the Associate follows.

Credits are awarded on the basis of workload, depth of study and outputs required. For this reason, not all courses carry the same credit weights.

These programs can also be undertaken by addressing 12 Action Learning Questions determined by the professional concentration the Associate chooses.

Course Descriptions

Research Processes: It has been the experience of a good number of those working towards a higher degree, which involves a major research element that little or no guidance is given on the research process itself. Frequently it seems to be expected that knowledge of research is something to be ''picked up'' as one progresses through the activity. While this is no doubt an important part of the learning process that takes place it is an approach, which can lead to frustrations and unnecessary failures along the way.

A number of different methods can be employed in establishing the validity or otherwise of a hypothesis, or helping solve a problem, and in some cases these can be used to complement each other. Each has its advantages and drawbacks, knowledge of which can help to assess the feasibility of achieving your objectives. This course gives an introduction to the research process and describes the main methods and techniques to be used.

Action Research: Contains all the main elements of traditional research as it begins with a hypothesis. It collects data and seeks solutions or conclusions relevant to the situation. However, this research does not generally bring about the commitment and support for solving real problems in a real time frame. Having carried out a piece of action research, collected data, taken action etc. there will be a changed situation. Additionally, there are personal and organizational benefits to be gained by following this course.

Action Learning: This course looks at the significance of learning and fostering personal and organizational learning. In order to learn by taking action, it is necessary to reflect on what happened, to seek to understand why it happened and what key learning comes out of it, before taking further action. In this way Associates can now use that new understanding, which can be reflected on in its own right. Thus, a cycle of action, reflection and understanding takes place, leading to insights and a consolidation (or rejection) of those insights. The best opportunities for learning take place in the jobs people do and in the company of others taking part in a similar experience.

Research and Learning Facilitation: This course explores work preferences and job performance, team types and team building for the Associate. To facilitate effective learning the process and academic role of the Tutors is addressed; styles of the supervisor are examined and guidance given on how to manage the relationship.