Chartered Manager Degree Apprenticeship | BA (Hons) Applied Management

For progressing and existing managers, this Level 6 degree apprenticeship enables learners to develop their management skills and address strategic challenges.

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At a glance

This apprenticeship standard was designed by employers across industry sectors in partnership with the Chartered Management Institute
Suited to new and existing managers
Advance your employees' management skills
Develop employees' critical awareness of their organisation and its environment

Subject area(s): Management, Leadership

Qualification level: Level 6

Attendance: Part-time

Fee: £22,000 (can be funded by your organisation's apprenticeship service account)

Course length: 3 years including end-point assessment (EPA)

Suitable for: Employees who have, or are about to take on, management responsibilities. No prior degree is required.

Overview

The Chartered Manager Degree Apprenticeship | BA (Hons) in Applied Management develops employees' management capabilities through work-based projects.

Apprentices will investigate real-life organisational and managerial challenges, then evaluate options to address these challenges. This enables them to develop a creative and effective mindset to aid future decision-making. It also develops their understanding of the context in which your organisation operates.

Throughout this Level 6 programme, your managers will reflect on their personal effectiveness.

Next available dates (open cohort)

Start date	Nominations due
11 March 2025	17 December 2024

Key benefits

Develop leaders who are equipped to meet business challenges and support change in your company
Empower managers to innovate, change cultures, implement new projects and improve workplace relationships
Improve recruitment and staff retention by investing in employees' development and future potential
Managers will learn critical and analytical thinking skills to inform their decision making
Help managers understand the value of community, networking and developing their peers

Earn a BA (Hons) in Applied Management from a triple-accredited business school, and a Level 6 Chartered Management Degree Apprenticeship
Join the CMI as a Chartered Manager (subject to experience) and receive the CMI Certificate in Strategic Management
Become more confident and self-aware through personal and professional growth
Make informed decisions that balance financial gains with the long-term impact on society and your organisation
Apply a thirst for knowledge to new possibilities for personal and organisational success
Join Henley's alumni network, which includes over 92,000 alumni in 160 countries

Apprenticeship programmes are taught using a blended learning method that combines face-to-face workshops with online and on-the-job learning.

Stage 1: Understanding the managerial context

During Stage 1, apprentices will develop their understanding of management concepts and principles. They will evaluate and interpret these within the context of their organisations. This enables them to practise making informed decisions based on their learning.

Those joining open cohorts will have a one-night residential as part of the starter workshop, which is included in the programme fees.

16 days plus blended learning component:

Organisations and environment (MQ1ORE) In this module learners will explore the organisation's environmental context. They will consider the influences on organisations including: Consumers and competitors The role and function of marketing Stakeholders Local, national and international context They will also consider key approaches to formulating strategy. Read more By the end of the module learners will be able to: Use tools to analyse the organisation's environment Assess the effectiveness of its approach to marketing Appraise their organisation's strategy and the methods by which strategy is formed. Academic authors Dr Andrew Hull More information	20
Organisations and resources (MQ1ORS) This module introduces the theory and practice of financial and management accounting. Learners will explore how organisations deploy financial resources to achieve objectives and create value. Read more By the end of the module learners will be able to: Understand and interpret financial data and information Understand and support the key management accounting tasks of planning, controlling and decision making Develop confidence in their ability to communicate financial issues. They should also be able to: Analyse and evaluate financial statements and other financial data and information Explain the nature and importance of budgeting Describe how their organisation deploys, reports, monitors and controls financial resources Outline and evaluate the main capital investment appraisal techniques. Academic authors Sian Weatherburn More information	20
Organisations and people (MQ1ORP) This module is an introduction to Organisational Behaviour in the contemporary workplace. It explores the challenges, tensions and issues involved in the relationship between individuals, groups and organisations to better understand behaviour at work and managerial processes. Read more By the end of the module, it is expected that students will be able to: Construct critical and academically robust arguments drawing on organisational behaviour theories and research and apply them to the analysis of workplace-related issues. Understand the value of diversity and inclusion in organisational performance. Create an open, inclusive, agile and adaptable organisational environment. Explain the benefits and challenges of teamworking and cross-functional working and apply this method of working to deliver positive results. Apply new ways of working and management theories to improve organisational performance. Academic authors Dr Linghe Lei More information	20
Personal effectiveness: Understanding myself and others (MQ1UMO) Informed heavily by coaching practice and theory, this module enables learners to gain a better understanding of themselves and their interactions with others. This helps them develop their professional presence and management skills and explore ways of developing more effective working relationships. It explores the themes of: Managing difficult conversations Self-motivation and management Active listening and open questioning (coaching conversations) Managing up Read more Learners will engage with concepts around wellbeing and stress to increase resilience in the context of their studies. They will also develop time management skills to support better planning and scheduling. By the end of the module learners will be able to: Communicate clearly, effectively and regularly using oral, written and digital channels and platforms; and, where appropriate, manage and chair meetings and apply influencing and persuasion skills Use active listening and open questioning to structure conversations and discussions, and be able to challenge when appropriate Know how to maintain personal presence and present to large groups Develop an awareness of interpersonal skills including effective listening, influencing techniques, negotiating and persuasion Work effectively in teams and contribute to the creation of effective teams. Academic authors Professor Dorota Bourne More information	40
Work-based project: Assessing organisational effectiveness (MQ1AOE) As part of their apprenticeship programme, learners will need to appraise and understand the effectiveness of their workplace. Through this work-based assignment they will apply their learning to gain a better understanding of their organisation's project management capability, its context, and its ability to perform effectively within this context. Read more This module prepares learners to: Develop knowledge and awareness of how a project moves through key stages of planning, design, development, deployment and evaluation Undertake an evidence-based assessment of organisational context and effectiveness Develop the skills that are needed when conducting and reporting on enquiries. By the end of the module they will: Have an awareness of academic theory and current techniques relating to project management practice Be able to identify and select sources of data and information about their organisation and its context Be able to collect, analyse and present information to support decision making and conclusions Be able to create a robust argument supporting conclusions Be able to communicate information developed through a workplace investigation. Academic authors Nigel Spinks More information	20

Stage 2: How do organisations operate?

In Stage 2, learners advance their knowledge and critical understanding of management. They can apply this knowledge by examining how their organisations work.

14 days plus blended learning component:

Products and services (MQ2PRS) This module builds on the foundations laid in Organisations and the Environment to explore the principles of marketing and strategy in relation to the workplace more deeply. Read more Topics covered by this module include: Stakeholder analysis Strategic resources and competencies Opportunities and competition (external market evaluation) Markets and marketing research Market segmentation Marketing mix and planning Sales strategy Innovation and product development More information	20
Managing key resources (MQ2MKR) This module builds from Organisations and Resources to explore the management of human resources for sustainable organisational success. The module focuses on aspects of recruitment and selection, training and development, performance management, compensation and benefits, talent and diversity management, workforce planning and employee voice and participation. HR practices and their impact on employee behaviour are examined in the context of organisational strategy. Read more Students will gain increased understanding of the strategic importance of managing people in the context of a service providing organisation. In particular, students will gain a strategic and systems-level perspective of human resource management and be able to scrutinise strategic human resource management practices; students will therefore be able to observe HRM as an integrated set of activities including work design, recruitment and staffing, training and development, performance management, reward and motivation, employee voice and participation and, measurement approaches applied to the HR function. Academic authors Dr Melissa Carr More information	20
Operations and Infrastructure (MQ2OAI) This module introduces core concepts in the design, management and improvement of operations and supply chains in today’s organisational context. The module aims to develop deeper knowledge and critical understanding of the management of operations and supply chains. Students are supported to apply these skills as they scrutinise the way their organisations operate and develop evidence-based recommendations for improvement. Read more By the end of the module learners will be able to: Analyse the contribution of operations and supply chain management to organisational performance Select and apply appropriate theories, concepts and tools to design appropriate delivery systems and processes aligned to organisational requirements Select and apply appropriate theories, concepts and tools to support the ongoing management of operations and supply chains, including capacity management, inventory management and resource planning and control Evaluate and improve quality and performance of delivery systems and processes Analyse and manage operational risk and sustainability. Academic authors Nigel Spinks More information	20
Personal effectiveness: Leadership (MQ2PEL) Collaborative relationships are crucial in business particularly when problems are hard to define, unpredictable, changing, and where experience and knowledge of particular problems may not lead to the solution. This module explores the attitudes and skills required to take leadership responsibilities in the workplace through reflection, co-coaching, dialogue, inclusive leadership, adaptability and to be cognisant of complexity. Read more By the end of the module learners will be able to: Demonstrate awareness of the application of coaching, mentoring and conflict resolution principles Show critical engagement with models for examining collaborative relationships Work collaboratively with colleagues on a complex task Demonstrate an awareness of current leadership debates in a world of complexity Determine how effective leadership skills contribute to personal development planning. Lay the foundation for Year 3 – Personal Effectiveness for Growth and Change. Academic authors Professor Dorota Bourne More information	30
Work-Based Project: Exploring a Challenge (MQ2EXC) Aims: In the module, students will develop an in-depth, critical understanding of theories and techniques needed in the design execution and reporting of a research proposal. The module aims to prepare students to: 1. Develop the enquiry, research and presentation skills that students need when designing and conducting research projects. 2. Develop problem solving and decision-making techniques. 3. Reflect critically of characteristics of evidence required to address a problem and reflect on the sufficiency of evidence for decision making. 4. Prepare a project proposal for their final project in year 3. Academic authors Dr Andrea Tresidder More information	30

Stage 3: Achieving sustainable value

In Stage 3, apprentices apply their management knowledge to delivering sustainable value for stakeholders. Learners build and justify arguments to achieve their organisation's goals. This stage informs their approach to contemporary issues such as digital strategies and responsible growth.

Organisational growth (MQ3ORG) This module explores themes of strategy, culture and change, and considers how they relate to and impact on each other in order to promote or hinder effective growth within an organisation. The module aims to develop a deeper understanding of how organisations can and should change in order to deliver sustainable value for their various stakeholders. Read more By the end of the module, it is expected that the student will be able to: 1. Reflect on the challenges of achieving sustainable success in their organisations, and consider the role of strategy and innovation in its achievement 2. Critically analyse an organisation’s future growth prospects using appropriate models and techniques 3. Recommend appropriate changes to enhance organisational effectiveness and how these can be managed 4. Evaluate the effectiveness of different approaches to change management Academic authors Dr Joe Lane More information	20
Contemporary Issues (MQ3COI) In this module a systematic knowledge of management will be deployed to allow students to consider on how their organisation can meet some of the challenges facing 21st century organisations. Students will be expected to develop and support arguments relating to the achievement of organisational goals. Throughout, students will be exposed to the complexity, ambiguity and uncertainty that underpin many management situations. Read more The module aims to prepare students to: 1. Understand approaches to innovation and digital technologies and their impact on organisations. 2. Consider how their application can be used for organisational improvement and development. 3. Apply principles of sustainability and understand their impact on the workplace. 4. Manage within an ethical, value-driven context Academic authors Dr Vaughan Michell More information	20
Negotiated Group Learning (MQM3AM14) This module prepares students for the final stages of the programme and the End-point assessment (EPA). By reviewing the learning from previous years against the apprenticeship standard and EPA portfolio requirements, students will be guided through the completion of their portfolio and prepared for its submission at the end of the programme. Read more This module builds on knowledge related to communication and decision-making skills introduced in previous years of the programme, most notably in Personal Effectiveness modules in years 1, 2 and 3. The context of this module is the innovation, improvement and organisational impact explored in the final project (submitted in the Work-Based Module 3). Students will be exercising and finessing their communication skills in order to present their project and ideas to a wider audience including peers, employers and external stakeholders. Throughout, they will be expected to address the complexity, ambiguity and uncertainty that underpins their work and chosen topic. They will also be expected to demonstrate a systematic knowledge of their chosen topic and present it in a clear and convincing manner. The module aims to prepare students to: 1. Communicate clearly, effectively and regularly using oral, written and digital channels and platforms. 2. Use active listening and open questioning to structure conversations and discussions, and be able to challenge when appropriate. 3. Manage and chair meetings and clearly present actions and outcomes. 4. Apply influencing and persuading skills in organisational politics and personal interactions. Academic authors Professor Dorota Bourne More information	20
Personal effectiveness: Personal growth and change (MQ3PGC) This module explores how to achieve personal and professional growth in a complex, ambiguous and uncertain work context. Students will evaluate themselves in relation to stakeholder, customer and supplier management. By understanding approaches to engagement, facilitating cross-functional working and negotiation, students will explore how they themselves can change as they deliver organisational growth. Read more The module also considers challenges associated with the leadership of change as well as personal wellbeing and resilience. Academic authors Professor Dorota Bourne More information	20
Work-based project: Organisational change (MQ3ORC) This final year capstone module requires students to prepare and/or undertake a change intervention that can make a difference within their organisation. Students will apply their learning from throughout the programme to gain a better understanding of their organisation. Working in groups, they will then assess an element of organisational effectiveness that requires change, considering the complexity, ambiguity and uncertainty that underpin many management challenges. Academic authors Dr Andrea Tresidder More information	40

Modules or course content marked as optional are indicative and may be subject to change. Please note, constraints in timetable scheduling may mean you are unable to take some optional modules at the same time as others.

The combination of on-the-job learning in the workplace and both formal and informal off-the-job training is vital for the success of an apprenticeship. As part of the Henley community, apprentices follow a learning plan that includes taught sessions, workshops, one-to-one meetings and self-study. During this time, apprentices also continue in their day job and are encouraged to apply their learning in the workplace.

Off-the-job training is a requirement of the apprenticeship and must account for a minimum of six hours per week (equivalent) of the apprentice’s working hours. Delivered through a mix of activities, by Henley and in the workplace, this training must provide new learning relevant to the apprenticeship and not be part of their normal duties. The off-the-job workplace training could include, attending meetings or conferences, stepping up and taking on new responsibilities or shadowing colleagues.

An apprentice's line manager has a key role to play in the apprentice's progress, as well as enabling them to make a difference in the workplace. Line managers are encouraged to engage with the learner’s apprenticeship tutor to explore how they can facilitate opportunities for the relevant off-the-job training and work-based projects.

Read more on how to support an apprentice with the Henley Essential Apprenticeship Guides

Dr Linghe Lei is a Lecturer in Leadership at Henley. Her expertise centres on the relationship between individual differences and leadership, with a particular focus on self-monitoring and authenticity. Linghe’s current research explores how these factors influence leadership effectiveness. Her broad global perspective, shaped by her extensive experience in human resources, training, teaching, and coaching across China, the US, and the UK, enriches both her research and teaching.

Entry requirements for the individual

ESFA Apprenticeship eligibility criteria
The government funds the apprenticeship through the employer's apprenticeship levy. Applicants should first check they are eligible to receive apprenticeship funding

Required professional experience
Applicants should have a minimum of three years of good professional experience.

Apprentices on this programme must be in a role which allows for the applications of the Chartered Manager Degree Apprenticeship criteria to be demonstrated and in which substantial new learning can be gained.

Applicants should:

be at a level where you consider them ready for a management role
have access to current management challenges within your organisation
have at least three years professional work experience (each year does not need to be at a management level)

Existing qualifications
Applicants can have an Honours degree in a subject other than Business and Management.

English and maths requirements to complete the apprenticeship
Apprentices will need to hold Level 2 qualifications in English and maths (i.e. GCSEs at Grades 9-4 or A*-C, or equivalent) to successfully complete their apprenticeship programme.

The Chartered Manager Degree Apprenticeship’s fee is £22,000. You can fund this with your organisation’s apprenticeship service account. All employers must have an account to access the apprenticeship service.

The next intake starts in February 2024. Please contact our apprenticeships team for further information.

Location

For clients wishing to run a closed cohort, we have the flexibility to deliver the programme at locations nationwide. If you do not wish to use your organisation's facilities, we are happy to arrange an alternative teaching venue that may be more convenient for your staff.

Open cohorts are also delivered at venues across the country. The first and last workshops are typically taught at our Greenlands campus near Henley-on-Thames. Set in sweeping parkland on the banks of the River Thames, this beautiful campus provides an inspiring and reflective environment for focused work and study.

Facilities

Through the Henley Business School Library and the virtual learning environment, learners can access a multitude of resources including books, journals, market research reports, dissertations, working papers and company information.

Find out more about our facilities and how to find us

Why choose Henley?

For 75 years, Henley Business School has developed confident and resilient business leaders. Find out more about our approach to working with you

Our Apprenticeship programmes are rated Good by Ofsted across all areas - quality of education, behaviour and attitudes, personal development, and leadership and management.

To ensure that apprentices’ work and training are well co-ordinated and effective, Henley’s tutors and line managers collaborate fully with employers and apprentices.

At Henley, we offer a full portfolio of programmes from early career all the way up to board level, and it’s this broad experience that enables us to have a clear and complete vision for our apprenticeship provision.