Chartered Manager Degree Apprenticeship | BA (Hons) Applied Management
- 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
What you need to know
Overview
Chartered Manager Degree Apprenticeship | BA (Hons) Applied Management
Meet the academics
On the Chartered Manager Degree Apprenticeship | BA (Hons) in Applied Management, 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)
| Programme start date | Nomination due date |
|---|---|
| 28 October 2025 | 5 August 2025 |
| 17 March 2026 | 23 December 2025 |
Key benefits for businesses
- 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
Key benefits for individuals
- 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
"The thing that set Henley apart from other potential providers was their flexibility and their willingness to enter into a creative partnership with us regarding the core content of the programme."
Course structure
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.
Organisations and environment (MQ1ORE)
20In 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.
Organisations and resources (MQ1ORS)
20This 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.
Organisations and people (MQ1ORP)
20This 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.
Personal effectiveness: Understanding myself and others (MQ1UMO)
40Informed 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
Work-based project: Assessing organisational effectiveness (MQ1AOE)
20As 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.
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.
Products and services (MQ2PRS)
20This 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.
Managing key resources (MQM2AM08)
20The module aims to develop deeper knowledge and critical understanding of the strategic management of human resources. The module focuses on aspects of recruitment and selection, learning and development, performance management, reward management, workforce planning and job design, and KPIs applied to the HR function. Human resources and HR practices are examined in the context of organisational strategy. Students are encouraged to apply these skills as they scrutinise the way their organisations operate.
Work-Based Project: Exploring a Challenge (MQ2EXC)
30Aims:
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.
Personal effectiveness: Leadership (MQ2PEL)
30Collaborative 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.
Operations and Infrastructure (MQ2OAI)
20This 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.
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)
20This 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.
Contemporary Issues (MQ3COI)
20In 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.
Negotiated Group Learning (MQ3NGL)
20This module prepares students for the final stages of the CMDA programme and the End Point Assessment (EPA). By reviewing the learning from previous years against the Levy 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. The module will also prepare students for the final EPA interview where the final project report is presented and discussed.
Personal effectiveness: Personal growth and change (MQ3PGC)
20This 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.
Work-based project: Organisational change (MQ3ORC)
40This 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.
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.
Insight sessions
Have your questions answered at the next Insight Session on 21 August | 14:00 - 14:45.
Discover how the Henley Senior Leader Apprenticeship can be a transformative step in your leadership journey. During this session, our Apprenticeship Engagement Team will:
- Outline the key features of the programme: Learn about the unique aspects that make our programme stand out.
- Highlight career benefits: See how this apprenticeship can significantly enhance your career
- Share success stories: Hear from past participants who have achieved remarkable growth and success.
We will also host a Q&A Session at the end, so bring your questions along. This is your opportunity to gain valuable insights and clarity about the next steps.
Learning and support
Integrated learning approach
- Combines on-the-job learning with formal and informal off-the-job training.
- Includes taught sessions, workshops, one-to-one mentoring, and self-study.
Off-the-job training
- Minimum 6 hours per week (equivalent to working hours).
- Delivered through activities both at Henley and work like attending workshops or meetings, taking on new responsibilities, shadowing, or attending conferences.
Workplace application
- Apprentices continue their day job, applying their new knowledge, skills and behaviours in real-time.
Line manager support
- Line managers play a vital role in the apprentice’s success.
- Engage with Henley tutors to facilitate training opportunities and work-based projects.
Read more on how to support an apprentice with the Henley Essential Apprenticeship Guides
Programme director
Dr Linghe Lei
Lecturer in Leadership
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.
See full profileAssessment
Assessment takes place throughout the programme and is based on coursework. To complete the apprenticeship there are two further points of assessment needed.
Gateway
Learners enter Gateway after completing the final module of the Chartered Manager Degree Apprenticeship | BA (Hons) in Applied Management.
To pass through this they need to:
- receive joint agreement from the employer and provider that they are competent in the role and ready for EPA
- be registered for a minimum of 12 months
- evidence that they have successfully completed their BA (Hons) in Applied Management degree
- show that the Portfolio of Evidence and work-based project are complete.
End-point assessment (EPA)
EPA is the final assessment to ensure that the apprentice has met all Chartered Manager Degree Apprenticeship (CMDA) standards. EPA is separate from any qualifications or assessments that the learner will have completed so far.
EPA takes place via a one-to-one meeting with an independent apprenticeship assessor and includes:
- a Portfolio of Evidence, which is reviewed against the criteria for the CMDA standards
- submission of a work-based project
- a presentation and Q&A session focusing on the outcomes of the work-based project
- a competency-based interview.
At least two hours are allowed for the apprentice’s showcase and interview, professional discussion and grading.
Awards and qualifications
On successful completion of the programme, apprentices will be awarded:
- a BA (Hons) in Applied Management
- the Level 6 Chartered Management Degree Apprenticeship
For employers that choose the CMI as the end-point assessment organisation, apprentices may also achieve:
- a CMI Level 5 Diploma in Management and Leadership
- Chartered Manager status (on successful EPA)
- CMI student membership (programme duration plus three months, with the option for individuals to pay full membership thereafter).
Entry requirements
Learners on this programme typically have a minimum of three years' work experience and are currently in, or ready to move into, a management role.
As the employer, you need to formally nominate learners before they can apply to our apprenticeship programmes. You must also enter a three-way agreement with the apprentice and Henley Business School / the University of Reading. Find out more about the application process
Entry requirements for the individual
Skills England 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)
Qualifications
Applicants academic background
- A degree from a UK institution (or equivalent) in any subject not related to business, management or leadership.
- OR AAB at A Level (or equivalent)
- OR a minimum of two years of professional experience with managerial responsibilities.
Existing qualifications
Applicants can have an Honours degree in a subject other than Business and Management.
Fees
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 and facilities
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 cohort 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 80 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.
Contact us
If you have any questions or would like to learn more about our apprenticeship programmes, please contact:
Telephone: 0118 378 4030