Postgraduate Diploma / MSc in Management for Engineers modules

The module content of this course introduces learners to, and develops their skills and knowledge in, the broad areas of operations management, people and organisational behaviour, strategy and innovation.

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The fee for this course is GBP £9,999 for EU students and GBP £15,398 for non-EU students.

Module information

Global Challenges: Future, Ethics and Sustainability (I)

0 credits

Manufacturing/engineering organisations function in complex and dynamic environments, where decisions and trade-offs have to be made. The module covers a broad range of global issues that impact on manufacturing/engineering organisations and include themes such as, the global environment and global trends, cross-cultural management/negotiations and the future of manufacturing/engineering. It integrates learning across the first four sessions and provides the framework for the following module - Global Challenges: Future, Ethics and Sustainability (II). Guest lectures from established practitioners, along with integrated learning across the modules/workplace, provide further support for skills development e.g. in the area of global engineering challenges. Assessment takes the form of attendance and participation in classroom discussions.

Operations: Process and Organisational Improvements

20 credits

The ability to analyse the current processes and procedures underpins the ability of an organisation to make improvements. The tools and techniques of quality and process improvement will be introduced and critically evaluated, allowing students the opportunity to apply these to real world scenarios. Assessment takes the form of an essay and a report.

People and Organisations

20 credits

The major theories in this area derive from psychology, sociology and anthropology; students will be expected to familiarise themselves with core concepts. The module provides the opportunity to relate these theoretical concepts to realistic organisational problems and to consider appropriate managerial responses. Assessment takes the form of two essays.

Leading Change

20 credits

Leadership will be investigated at different organisational levels ranging from leading small teams to shaping the direction of organisations. It will also present multiple views of how change is enacted in manufacturing/engineering organisations and how individual leadership styles affect the impact of these. Assessment takes the form of two essays.

Managing Complex Projects and Risk Management

20 credits

This module is to provide learners with a more encompassing view and understanding of the real challenges and causes of risks in managing major projects that are necessary to effectively drive change in manufacturing/engineering organisations. Assessment takes the form of a project scope and a project plan and report.

Global Challenges: Future, Ethics and Sustainability (II)

20 credits

This module builds on the programme learning outcomes and aims covered in Global Challenges: Future, Ethics and Sustainability (I). The module provides for the integration of programme learning outcomes, and discusses global themes that will be revisited throughout the programme. Manufacturing/engineering organisations function in complex and dynamic environments, where decisions and trade-offs have to be made. The module covers a broad range of global issues that impact on manufacturing/engineering organisations and include aspects related to sustainability, ethics, global trends and the future of manufacturing/engineering. Guest lectures from established practitioners and experts, along with integrated learning across the modules/workplace, provide further support for skills development e.g. in the area of climate change. Assessment takes the form of attendance and participation in classroom discussions.

Technological Innovation and Corporate Entrepreneurship

20 credits

This module examines innovation-based strategies as a source of competitive advantage and explores how to build manufacturing/engineering based organisations that excel at identifying, building and commercialising technological innovations. The module considers what it takes to become more entrepreneurial or ‘intrapreneurial’, by critically considering the extent to which it is possible to replicate entrepreneurial DNA and ‘grow’ it in a corporate context. Assessment takes the form of a group report, group presentation and an individual reflection.

Corporate Strategy

20 credits

The module covers strategic issues and methods, including strategic decision-making and the nature and source of competitive advantage to explore how managers can develop strategies to achieve business growth within ever changing international manufacturing/engineering markets. Assessment takes the form of a scoping exercise and a report.


MSc research project

On completion of the Postgraduate Diploma in Engineering Competence or Management for Engineers, you can select to take the 60 credit Professional Research Project, allowing you to apply your knowledge developed on the postgraduate diploma in the context of a work-based project. On successful completion, you will be awarded an MSc in Management for Engineers.

Learners will research and prepare an individual research project on an approved subject relevant to the MSc in Management for Engineers. The project will emphasise leading edge thinking in theory and practice of the subject, through critical awareness of current published research and research methods in relation to the identified and agreed topic, primarily adopting an action research or design science approach.

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The content of our courses is reviewed annually to make sure it is up-to-date and relevant. Individual modules are occasionally updated or withdrawn. This is in response to discoveries through our world-leading research, funding changes, professional accreditation requirements, student or employer feedback, outcomes of reviews, and variations in staff or student numbers. In the event of any change we'll consult and inform students in good time and take reasonable steps to minimise disruption.

Information last updated: 3 December 2019


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