Interested in pursuing a career in business?

Have you started to think about your options for next year? Are you interested in pursuing a career in business, but do not have a business degree?


The MSc. Management and Marketing programme may be what you are looking for.


This is a conversion Masters programme, designed for graduates with a non-business primary degree.  Typically, our students come from a diverse range of academic backgrounds, including, but not confined to, Arts, Law, Science and Engineering.  This programme is designed to provide students with an in-depth understanding of contemporary management and marketing fields and to help students develop the skills required for a successful career in business.


Key features of this programme include:


  • A five-month placement in a challenging business environment (over half of our students are offered full-time employment by their placement employers on graduating).  There is also a dissertation module for students who do not wish to do the placement.
  • Interactive one-day workshops and fieldtrips, giving you hands-on, practical experience
  • A strong emphasis on personal development, team-work, effective presentation, and other communication, skills
  • Integrated ‘real-world’ management and marketing project-work
  • One-to-one personal coaching sessions with the placement officer to develop effective CVs and to prepare for placement and final job interviews


Where do graduates of this programme typically find employment?  


Graduates are recruited by international companies across a number of different sectors. Companies that have taken graduates from this programme include: EMC, Apple, Nintendo, Certus, Amazon, AIB, Cadbury Bournville & The Musgrave Group (Centra and SuperValu), Aldi, Heineken, Paddy Power, along with many smaller indigenous companies.  Former students have also secured prestigious graduate-ship programmes in management and marketing roles, and various jobs abroad.


Where can I find out more?


An open evening showcasing the programme will be held on Tuesday, November 17th from 6 – 7 p.m. in Boole 2Employers, programme staff, graduates and current students will be speaking at the event. This is an excellent networking opportunity to learn more about this sought-after programme. Refreshments will be provided afterwards, when there will be an opportunity to chat with the various presenters and the programme directors.


If you cannot attend this event, but are interested in the programme, please go to, or contact one of the programme directors, Linda Murphy, or Mike Murphy, on


Due to the very high number of applicants for this programme, you should apply as early as possible.  For full details on the application process and dates, please refer to the programme web-site (above).  Details will also be given at the open evening.




Linda Murphy and Mike Murphy (Co-Directors)

Sorry doesn’t seem to be the hardest word


by Dr. Cliodhna MacKenzie

Perhaps Sir Elton John has a place in management and leadership studies after all? Who else could have penned a song that strikes such an emotional chord with so many people? Many moons ago, back in August 1997 just as the tragic news about Princess Di was making its way over the national airwaves, I can remember a number of broadcasters thought that Sir Elton’s ‘Sorry Seems To Be The Hardest Word’ was an appropriate tribute to mark Princess Di’s passing. It was a tragic event to be sure, it was sad, so sad……it was a sad, sad situation…..and as time went on, it got more and more absurd [public outpouring of grief]. When I hear that song, up until recently, it evoked an emotion of sadness primarily because of the tragic death of a mother of two young boys. Now however, when I hear that song, it evokes a different emotion – anger.

As management scholars, our role is to explore, uncover & understand management [this includes leaders] – the bright and dark side of management and leadership. I should perhaps at this point, disclose that I have been referred to as a ‘dark side’ researcher. Admittedly, I do explore and try to understand why managers, leaders, organizations and institutions engage in ‘dark side’ behavior. Historically, the focus of academics has been to explore the positive side of all things ‘management’. However, in recent years there has been more of a focus on the ‘dark side’. Organizations [their managers, leaders and employees] seem to have a proclivity to engage in behavior that society, as a whole would have a problem with – e.g Enron, Anglo Irish Bank, Goldman Sachs, Barclays Bank, JP Morgan, Citigroup and BP. Scholars in the management and leadership field such as Ashforth & Anand (2003), Ashforth et al. (2008), Chatterjee & Hambrick (2007) Kets De Vries (2006) and Stein (2013) have all focused on what makes the ‘dark side’ tick and apart from the occasional publication in top ranking journals – the ‘dark side’ is left to occupy a fringe dimension in the academic literature. One can accept that sometimes things go wrong – accidents happen. After all, organizations are run by and operated by humans – we make mistakes. However, has the economic and financial need to maximize shareholder wealth reduced responsible business to ‘asking for forgiveness rather than permission’?

Milton Friedman (2002: 133) once wrote ‘Few trends could so thoroughly undermine the very foundations of our free society as the acceptance by corporate officials of a social responsibility other than to make as much money for their stockholders as possible. This is fundamentally subversive doctrine’. I do wonder whether we have taken that sentiment to an extreme. The very recent VW diesel emission scandal has shaken investors in VW to their core. Volkswagen, a much sought after brand, known for its engineering brilliance and rock solid residuals has been found, not just lacking in responsible business judgment but, by its own admission – knowingly having deceived its multiple stakeholders. Michael Horn, US Chief Executive of Volkswagen stated: “Our company was dishonest with the EPA and the California air resources board, and with all of you, and in my German words, we have totally screwed up”. The financial costs to Volkswagen are currently expected to exceed $35Bn, brand and reputational damage…..who knows? Few could argue that the behaviour of VW is anything other than socially irresponsible. If this incident of ‘dark side’ organizational behavior were an anomaly – one might argue, the organization was a lone wolf focused on profitability over all else. Unfortunately, VW is not a lone wolf; it won’t be the last organization that evidently views socially responsible business practices as ‘Subversive Doctrine’. VW’s deception is sad, so sad, it’s a sad, sad situation, and as time goes on, it gets more and more absurd. However, sorry, contrary to what that amazing song says – is not the hardest word. Sorry seems to roll off the tongue like warm honey off the back of a spoon. Pope once wrote ‘To Err is Human, to Forgive is Devine’ – I can live with that when a mistake is a mistake and an accident is an accident. Corporate Social Irresponsibility predicated on deception rather than poor decision-making I have a more difficult time with.  As management scholars it is our duty to understand both the bright & dark side of organizational life. Who knows – maybe someday – the study of ‘dark side’ behaviors will help us develop theories and frameworks that can alleviate or perhaps even circumvent the negative impact of ‘dark side’ behaviors. In the meantime – as Fox Mulder [X-Files] once said “How many times have we been here before, Scully? Right here. So close to the truth and now with what we’ve seen and what we know to be right back at the beginning with nothing”. Here’s hoping that what we’ve seen over the last few years – Accounting Scandals,Financial Crises and last few days VW’s Corporate Social Irresponsibility, will prompt us to be more critical and objective in accepting that with the Bright Side of organisational life there will always be a Dark Side. Perhaps there needs to be a 12 step programme for management scholars?

The Psychology of Recruitment Fairs

Thousands of students will visit Devere Hall in the Student Centre for the annual Recruitment Fair taking place today and tomorrow. This year over 88 companies will be attending, all competing to recruit the best graduates from UCC. For some students, all they take from the Fair are free pens and cheap lollipops. For others, however, the Fair represents the ‘first date’ in a long relationship between employee and organisation. As we all know, first dates are exciting in every relationship but they can also be misleading…….


Researchers in work psychology are particularly interested in how new employees make sense of their upcoming employment. Students who successfully find employment with one of these companies often use the information gathered from the Recruitment Fair as a frame of reference to understand their new role. In her research on psychological contracts, Denise Rousseau, Professor of Organisational Behaviour at Carnegie Mellon University in Pennsylvania, calls attention to how the recruiter shapes a new employee’s understanding of the job. She explains how employees pay close attention to what has been promised to them (e.g. exotic international travel, competitive salary and benefits etc.). Given the competitive nature of Recruitment Fairs, it is likely that recruiters may sell a slightly exaggerated story of life inside their company in order to attract the best candidates. Of course, anecdotally, one hears of graduates being promised the world by recruiters, with the realities of the job eventually proving very different.

Recently, Michael Morley, Professor of Management at the University of Limerick, & I wrote that it can be difficult to get an accurate picture of a new job as work-related information comes from a variety of sources such as recruiters, websites, co-workers etc (Link to paper:  Each source may tell something different about the new role. The challenge for new recruits is to identify which source is most helpful to them in developing realistic expectations about the new job.

So, job -seekers, the next time you visit a Recruitment Fair be wary that you might be about to meet a long-term partner. Listen carefully to what they are saying, but, most importantly, try to find out from another source what they are really like!!

Hello world!

imagesWelcome to the UCC Department of Management and Marketing research blog.

Our aim is simple: to reflect on management and marketing issues at play in the world today. Our staff have plenty to say about the modern world and we hope the diverse nature of their research interests will arouse both insight and intrigue.

Happy reading!