MSc Business Analysis and Strategic Management

For entry in the academic year beginning September 2027, the tuition fees are as follows:

• MSc (full-time)
  UK students (per annum): £21,500
  International, including EU, students (per annum): £32,000

The fees quoted above are fully inclusive of tuition, administration and computational costs.

Fees for entry are subject to yearly review. The University reserves the right to increase your tuition fee by up to 7% each year for courses lasting more than one year, including to reflect rising costs associated with delivering our educational and wider student experience. Postgraduate fees information .

Always contact the admissions team if you are unsure which fee applies to your qualification award and method of attendance.

All students should normally be able to complete their programme of study without incurring additional study costs over and above the tuition fee for that programme. Any unavoidable additional compulsory costs totalling more than 1% of the annual home undergraduate fee per annum, regardless of whether the programme in question is undergraduate or postgraduate taught, will be made clear to you at the point of application. Further information can be found in the University's Policy on additional costs incurred by students on undergraduate and postgraduate taught programmes (PDF document, 91KB).

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Graduates of The University of Manchester and Manchester Metropolitan University can receive a 10% discount on their master's degree tuition fees as part of our Manchester Alumni Loyalty Discount scheme.

This course begins by assessing the changing international business context with a particular focus on patterns of trade and foreign direct investment associated with developed and less developed countries. The aim is to describe the regulatory (privatisation, liberalisation), economic and institutional environment underpinning the recent rise of multinational company investment and the changing character of the international division of labour. Against this context, the course takes stock of some core themes of international HR, including international HR practices of knowledge management, staffing, pay and reward, employee representation and corporate social responsibility. Detailed study of multinationals' operations in developed and less developed country contexts highlights the influence of business strategy, cultural and institutional effects on their HR policies as well as how this impacts HR practice in local organizations. The course concludes with a consideration of the prospects of internationalisation for both workers and firms in less developed countries.

BMAN60992 Programme Req: BMAN60992 is only available as a core unit to students on MSc IHRM & CIR, and as an elective to students on MSc HRM & IR and MSc BASM

This course unit has the objectives of enabling students to understand and explain:
1. The distinctive nature of international HRM by comparison with national (local) HRM practice;
2. The main features of business systems and HRM in selected countries;
3. The types of international strategies associated with cross-border mergers/acquisitions and knowledge management by TNCs;
4. The conditions influencing multinational policies of international staffing, pay/reward, employee representation and corporate social responsibility;
5.    The impact of internationalisation for worker and firms in less developed countries.
6.    The impact of privatisation and public sector changes in terms of IHRM
7.    The manner in which IHRM is researched and studied.

At the end of the course unit students will be able to:

1, Recognise the distinctiveness of international HRM compared to national (local) HRM topics;

2. Understand the factors that influence specific international HR practices in multinationals; including the role of the cultural and institutional environment of home and host countries

3. Appreciate the international strategies of multinational expanding into less developed countries and the host country regulatory, business and market conditions influencing strategy and structure as well as their influence on HRM practice of local organizations.

4. Appreciate the way MNCs and International HR issues are studied and the competing approaches that exist.

5. Recognize the importance of comparative analysis to HRM 

Examination (100%)

Formative assessment: Verbal feedback in seminar on 300 word or 5 mins presentation of structured outline of one past exam question.

Informal advice and discussion during a lecture, seminar

General feedback in lectures on progress of seminars and their quality

Martinez Lucio, M. and Robert MacKenzie, R. (eds.) (2022) International Human Resource Management: Transformation of Work in a Global Perspective. London: Sage.

Edwards, T., and Rees, C. (eds.) (2017) International HRM: Globalization, National Systems and Multinational Companies (3rd Edition), Pearson – The 2011 edition can also be used 

Informal Contact Method

Office hours