IFAC - International Federation of Accountants

About IFAC - MBA

Indian School of Commerce invites application from IFAC (International Federation of Accountants) members who are interested in upgrading their qualification to a MBA Degree in International Business & Finance.


IFAC Member Bodies and Associates are accounting organizations that are member of the International Federation of Accountants are eligible to apply for the IFAC MBA program.

IFAC Members

1. ICAI, Institute of Chartered Accountants of India, India

2. ICAI, Institute of Cost Accountants of India, India

3. ACCA, Association of Chartered Certified Accountants, UK

4. CIMA, Chartered Institute of Management Accountants, UK

5. CPA Australia

6. ICAEW, Institute of Chartered Accountants in England and Wales

7. CIPFA, Chartered Institute of Public Finance and Accountancy, UK

8. ACT, Association of Corporate Treasurers, UK

10. IFA, Institute of Financial Accountants, UK

Degree Awarded

MBA in International Business & Finance will be awarded from UWS - The University of The West Of Scotland.

Exemptions and benefits for IFAC Members

IFAC members gets the privilege of 3 semester exemption and can get into the final semester directly where they have to attend 40 hours of guidance classes and have to submit the strategic project and The Strategic Project will be evaluated by the UWS and qualifying students gets a MBA IBF Degree from UWS.


Application fee : 500/-

Admission fee : 23,600/-

Tuition fee : 1,18,000/-

Total fee : 1,42,100/-


The following syllabus content will serve as a guideline for the students to be able to prepare and present a strategic report. The aspects covered below may be studied in a dynamically changing business environment at an international level.

The students should be able to apply these concepts & principles to various business scenarios.

A. An Organisation's External Environment (20%)

1. Assess strategic position of an Organisation

  1. Evaluate how the external environment affects strategic & competitive position of an organisation using SWOT and TOWS analysis
  2. Assess various approaches to business & government relationships
  3. Evaluate strategic position by reference to vision/mission of an entity
  4. Demonstrate the use of PESTEL analysis and stakeholder analysis using Mendelow's matrix

2. Assess the competitive forces affecting an organisation

  1. Use of Porter's five forces analysis and Porter's diamond to determine the competitive position of an entity nationally & internationally
  2. Demonstrate the application of Porter's generic strategies

B. Development of Strategic Choices (25%)

1. Exploring various alternative strategies in alignment of the established corporate goals

  1. Assess the alternative strategic choices and the need for developing different choices
  2. Assess the influence of pursuing various product/market strategies at national, international & global perspectives
  3. Discuss the relationship between a corporate parent & divisions
  4. Assess the suitability, feasibility and acceptability of various strategic options available to the organization

2. Use of various models to evaluate various strategic choices

  1. Demonstrate the ability to use models such as BCG, public sector matrix, Ashridge's portfolio matrix to develop strategic choices
  2. Assess how internal organic & inorganic growth choices, strategic alliances, joint ventures & franchising can be used as different methods of pursuing strategic choices

C. Implementing the Strategy & Change Management (30%)

1. Organising for the strategic implementation

  1. Explain how the organisation can be structures to deliver the selected strategies
  2. Evaluate the external relationships of an organisation (boundary-less, hollow, modular & virtual) and concepts of outsourcing, off shoring & shared services
  3. Assess the organisational configurations using Mintzberg's model of designing structure, processes & relationships

2. Evaluate tools & techniques of strategy implementation

  1. Evaluate various performance measures & critical success factors to measure performance of an implemented strategy
  2. Demonstrate the use of Balanced scorecard, and performance pyramid models

3. Managing strategic changes

  1. Advise on various aspects of organizational change & its impact on organizational culture
  2. Assess the role of leadership in change management under various situations such as adaptive, evolutionary, reconstructive & revolutionary changes
  3. Demonstrate the use of Balogun & Hope and Hailey’s model of contextual features and the cultural web
  4. Understanding & assessing levers of change, business change life cycle, and assessment of People, Organisation, Processes & information technology (POPIT) in successful implementation of business change
  5. Apply the Harmon’s process-strategy matrix and other models of business process change

D. Use of Information Technology in Strategy Implementation (15%)

1. Assess the role of information technology in strategy implementation

  1. Evaluate the information technology required to sustain the organisation
  2. Assessment of knowledge based systems
  3. Evaluate the tools of IT such as big data analytics, e-business & e-marketing as an aid for strategy implementation
  4. Discuss the application of e-business in fostering upstream & downstream supply chain management

2. Use of IT and changes in business relationships

  1. Analyse how the use of IT influences the relationships with external value chain partners
  2. Evaluate the effect of e-business on marketing mix of the organization

E. Project & People Management (10%)

1. Project Management

  1. Assess the nature of projects and the importance of building a business case
  2. Evaluate various ways of managing & leading projects with reference to various leadership styles
  3. Discuss the process of planning, monitoring & controlling projects with regard to scope, time & costs aspects
  4. Evaluate the importance of post-audit

2. People Management

  1. Assessment of the leadership style in delivering the strategies
  2. Assess the impact of job design on strategy implementation
  3. Discuss how staff development & organisational learning can help strategy implementation
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