5 Reasons to select Part Time MBA

5 Reasons to select Part Time MBA

Stay Well and Truly in the Work Force while studying Part Time MBA

You are not required to quit your jobs, part time programmes give you the flexibility to let you continue working while earn your degree, you’re thinking cap will enable you to avoid any opportunity cost. Some professional also make career shifts while studying an MBA to realize the return on investment.

Make your office a learning studio, benefit to study an application-based part time MBA 

Part Time MBA has a dual benefit, you will have a real chance of applying your expertise at work into your academic assignments, class discussions, debates etc together with new knowledge acquired during your stint at a part time MBA. The knowledge acquired during an evening class or a weekend class can be applied straight away in your work next working day. 

Create a whole new Networking Opportunity 

That’s a beauty of Part Time MBA, you don’t only learn from the faculties, but also learn from your peers. In a par-time MBA, your classmates will be from various industries and bring in wide range of expertise on the table to discuss. This is your chance to network with them and you may come across someone working at your dream company. 

Think Differently – As an employee in a day and as a marketer, strategist, CEO, founder in evening and weekend 

Irrespective of what you work as during your full-time job, part-time MBA gives you a whole new perspective to look at thinks differently. Part Time MBA will engage you through class projects, consulting debates, assignments and other assessment methods. This will cultivate the habit in you to think an individual in power to make key company decisions. 

Take Charge of your Career 

Taking a part time MBA is a loud signal to your peers that you are taking charge of your career, realizing your potential, shaping and sharpening your skills. 


 ERC Institute is offering a Part Time MBA, awarded by the University of Chichester, UK. It has a unique programme structure with highly application-based modules with 100% assignment-based assessment. The classes take place only twice a week, Wednesday and Saturday. 

What is distinctive about the Chichester MBA? 

In a world that is undergoing radical change in nearly every walk of life solving problems, working on new opportunities, anticipating and combating threats, seeking practical improvements becomes daily life. This is the foundation of the MBA; built upon throughout the programme culminating in a practical consultancy project on a subject that matters. 

This part-time MBA programme combines experiential workplace learning along with theoretical and practical input to develop your knowledge, skills and behaviours as outlined in the standards. The purpose is to enhance your management capability and overall performance of your organisation. 

Much of the learning and the assignment in the MBA will be in the form of projects, mainly centered around work of the students – Action Learning Pedagogy. It is important to draw a picture of what these might look like, appreciating that clarity will only fully come in the conversations when you are planning these out with the Faculty and work colleagues. Learning is better achieved in smaller clearly defined project work where students can explore inter-connected themes at play with, for example, strategy, leadership culture etc. 

 Module Description for better understanding of the Uniqueness of Chichester MBA 

Term One
  • Organisational Impact: An Operational Perspective 
        This module focuses on the learning that comes from creating organisational impact. The learning sessions will equip you with knowledge and confidence to address an organisational opportunity. It is from this that you will be able to consider your learning within the contexts of what counts for knowledge in your professional field and more widely in academia. And from this to further develop your practice and knowledge. 

  • Developing People and Team: Operational Perspective 
          Long-term goals in organisations are achieved with the active participation and support of people. Enthusiasm, ingenuity, determination are some of the personal characteristics. Working together in teams there is a need for trust, recognising the importance of diversity and for others who see the world differently as well as working towards a clear vision are all vital. How we go about developing people and teams is therefore essential if those goals are to be achieved. 

  • Understanding Self and Our Wider Impact: An Operational Perspective 
          Being reflexive as to one’s impact on an organisation and particularly in this module for the immediate team, is important. Sometimes we are unaware of own strengths and weaknesses and how we affects others. In this sense what we do can amplify for good or bad creating long lasting impact. It is important that we develop a self-awareness and to do this in a practical grounded way in which decisions we take (or not take) are explored. 

 Term Two: 
  • Organisational Impact: A Wider Strategic Perspective 

        This module focuses on the learning that comes from wider strategic considerations and impact. The learning sessions will equip you with knowledge and confidence to become involved in strategy work and conversations. It is from this that you will be able to consider your learning within the contexts of what counts for knowledge in your professional field and more widely in academia. And from this to further develop your practice and knowledge. 

  • Developing People and Team: Strategic Perspective 
          Achieving longer-term impact requires the active participation and support of people, not just in one’s team, but also increasingly in the organisation at large, the sector and the wider environment. In these cases leadership is more defined by influence, encouragement and understanding the needs and impact of stakeholders. Here we are often talking about the leadership of loosely interconnected fields of people, sometimes referred to as systems, where impact can become amplified for good or ill. Developing these abilities in an uncertain and interconnected world is an increasingly important leadership ability. 

  • Understanding Self and Our Wider Impact: The Strategic View 
     Creating impact more strategically over the wider organisation or a system takes a further understanding of self. This is particularly the case as one moves from managerial control of direct reports to influencing people, teams and even organisations. In this sense, a further reflexive turn is important as one engages in new more strategic ways of working. 


 Term Three
  • Consultancy and Business Solutions: Proposal Development 
         The module enables the participants to work with a client and to develop a consultancy proposal of work to address an organisational problem or opportunity. Upon successful completion, it will hold up to scrutiny and will offer clarity as to work and the resources needed to meet clear aims and objectives. In this sense this is not just about the development of a form of words that comprises a proposal, but it is about the development of effective working relationships. 

  • Consultancy and Business Solutions: Consultancy Project 
         The module focuses on the implementation of a consultancy project that has been agreed with the client in module Consultancy and business solutions: proposal development (MBA707) which seeks to address a real and practical opportunity or problem. 


 The participant will be required to: 
  • Effectively identify and engage with stakeholders through the consultancy project. 
  • Work out the most appropriate way to communicate and engage with people (including the client) in both written and oral forms. 
  • Decide what forms of insights will be required and how these are to be obtained in light of the resources available and the aims and objectives of the project. 
  • Effectively analyse the insights and subject matter using the tools selected and adapting approaches in the face of the emerging evidence. 
  • Appropriately manage the governance of the project to meet stakeholder expectations and ethics. 
  • Manage risks and issues through the project. 
  • To synthesise the data and develop a coherent and pragmatic case that the client can use as a basis for action. 
  • To appreciate areas of weakness in the project and suggest further areas of study. 
  • To proactively engage with the client, and the wider politics around the project, this might include 1:1 meetings, facilitating workshops and/or group presentations.





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