PG students round a computer

MSc/MRes Information Technology, Management and Organisational Change

Pragmatic, analytical and systemic thinkers for tomorrow's technological and organisational landscapes

About The Course

The Information Technology, Management and Organisational Change (ITMOC) programme gives you an unrivalled platform for managing the strategic impact, organisational implications and business value of information technology in a globalising IT sector, now and in the future. We recognise that information technology has become a strategic and organisational change issue, rather than one which is only – or even primarily – technical.

The programme, which attracts high-calibre students from all over the world, provides an advanced grounding in key areas of IT and management.

Close collaboration with industry partners ensures that the programme combines academic rigour with business-relevant content, equipping you with the skills and knowledge needed for a wide range of careers – including technology management and IT consulting, change or project management, and business analysis. Through its interactive style of learning and challenging tasks such as company research projects and company research internships, ITMOC also sets you up for the future by helping you develop important process skills that employers will value.

Key Facts


12-month full-time course, starts in October

25

Average class size


Strong employer partnerships connect your learning to industry.


Designed for graduates from computing and business backgrounds, with a broad range of career pathways.


Innovative learning methods prepare you for your future career.


Guest seminars and workshops connect your learning to the latest business thinking.

Course Content

The Welcome Week introduces you to key aspects of the ITMOC programme – what will be expected of you, as well as to the world-class facilities provided by LUMS and the University. Most importantly, it involves teamwork exercises, a study tour in Manchester and a range of social activities to help you get to know your fellow ITMOC students, with whom you will be working closely throughout the year.

In the first term, you will take take five core modules listed below, and one optional module from the choices on the next tab.

  • Information, Technology and Organisations

    This module aims to give you a critical understanding of the interrelationships between information, technology, and organisations. Its objectives are twofold: first, to develop your awareness of both the historical roots of modern organisations and contemporary issues surrounding technology in the knowledge economy; and second, to enable you to critically assess ongoing developments in information, technology and organisation. It will consider theories of technology, organisation, and information and seek to convey their mutually constitutive role in organisational life.

  • Systemic Interventions and Consulting

    This module provides an introduction to making sense of complex organisational problem settings and paves the way for students to understand how problem structuring is used in consulting interventions. In the first part of the module a variety of problem structuring approaches are discussed and applied to enable you to appreciate the strengths, weaknesses and appropriate application uses of each. The second part of the module gives particular attention to the use of soft systems methodology (SSM), both in general problem situations and in defining information requirements. The final part is a workshop led by senior consultants from Accenture.

  • Technological Futures

    The aim of this course is to provide students with some of the key theoretical and methodological tools needed to understand and engage with an increasingly technologically-mediated set of futures. This will be done over a period of ten weeks via a series of interactive sessions that will deepen students’ understanding of how different potential futures might be understood, predicted, and brought into being. A key focus throughout is the impact of different technological futures on organisational practices.

  • Analysis and Design

    This module will introduce concepts, principles and issues with analysis, design and innovation across teams, organisations and industries.

    It bridges the gap between business and technology by exploring theories, practices and current topics surrounding the development of innovative artifacts and social practices. Each of the concepts and delivery approaches will be widely used in the workplace, and each will be aimed at allowing students to more easily apply their knowledge in the workplace.

  • Academic and Professional Practice

    This module will help you to acquire a number of transferable skills and develop your management abilities to prepare you to take the next step in your career.

    Key areas of academic and professional practice are examined over the course of the academic year in this module. This includes developing writing, argumentation and presentation skills, professional conduct and ethical practice, career strategy and employability skills. We invite a number of Guest Speakers to contribute to this module.

In the first term, you will also take one optional module from those below.

  • Human Resource Management 1: The rise and growth of HRM theories and techniques

    This module introduces the major debates and perspectives on Human Resource Management. It critically examines controversies about the nature of HRM, placing it in context to understand how it developed and what it constitutes in contemporary ‘globalised’ organisations. The module examines those issues that are seen as central to the practice of HRM, such as recruitment and selection, performance management, and remuneration strategies. Karen and Kay will draw on their own research to provide an insight into the HRM process, explored in a way that critiques its taken for granted ‘normality’, and unpacks the assumptions underlying this central organisational function.

  • Strategic Supply Chain Management

    This module examines the principles and practices of supply chain management, and examines supply chain management in a variety of sectors and contexts, from consumer goods markets to business-to-business services. It also looks at supply chain management critically, as just one manifestation of the more general issue of trans-organisational operations management. Most of the time will be spent considering inter-organisational relationships from various perspectives, but it will also be necessary to understand how they relate to matters within the organisation.

  • E-Business

    The module presents a variety of frameworks and case studies that help the student formulate a comprehensive understanding of E-business in theory and practice. The course does not involve rote learning format; rather it is interactive, multi-modal, and real-world. Lectures are more like working lectures and involve various exercises that help you understand and employ the various frameworks.

    On completion of this module students should be able to:

    • Appreciate the multifaceted nature of E-business
    • Be capable of applying frameworks to case studies, e.g. E-business model frameworks and strategy
    • Understand the key issues that E-business practitioners face
    • Participate in a real-world challenge that forms the backbone of the coursework

In your second term from January to March, you will study six core modules listed below and one optional module from the choices on the next tab. You will also continue to study Academic and Professional Practice.

  • Strategy, IT and Digital Business

    The emphasis on the module will be managerial; technology will be addressed, but always in the context of its strategic and organisational significance. Overall, the approach will be analytical, rather than descriptive. Case studies will be used in a critical way to exemplify, link and reinforce concepts introduced in the formal sessions and to highlight strengths and shortcomings of current concepts and theories.

  • IT Project Management

    A significant development in organisations in the 1990s has been the increasing use of 'the project model' for organising and managing organisational work. This trend is continuing, with more and more work being carried out through projects and programmes involving cross-functional project teams and flexible organisation structures. Moreover, much of this work is essentially 'knowledge work', and in this kind of work conventional (engineering-based) project management ideas and techniques are of limited value.

    Managing this kind of work and managing in other project environments requires an altogether different approach, in which the emphasis is on 'managing', rather than 'management', and 'knowing what to do when you don't know what to do'. Central to this is the idea of managing as 'learning' and the ability of individuals and groups to 'learn' what they need to do in complex environments.

  • Academic and Professional Practice

    This module will help you to acquire a number of transferable skills and develop your management abilities to prepare you to take the next step in your career.

    Key areas of academic and professional practice are examined over the course of the academic year in this module. This includes developing writing, argumentation and presentation skills, professional conduct and ethical practice, career strategy and employability skills. We invite a number of Guest Speakers to contribute to this module.

  • Business Analysis and Enterprise Systems

    This module gives you hands-on experience of the academic version of a widely used enterprise technology, namely SAP.

    Enterprise systems and integration solutions are essential to every modern enterprise, and Cloud and Software as a Service (SaaS) is opening a new range of integration solutions for businesses. Also, businesses that acquired and implemented ERPs in the 1990s and early 2000s are now dealing with upgrades for the years to come. These businesses are considering becoming hybrids: i.e., having a mixture of traditional ERPs and cloud-based services so that they can keep a solid platform but also enjoy the flexibility offered by the cloud.

    ERPs are booming in China and many other developing countries. Therefore, irrespective of the specific technology (e.g., SAP), all business school graduates should acquire some preliminary knowledge of enterprise systems and of the integration they provide for companies.

    This module familiarises you with the notion of integration and how companies can respond to their integration needs. Most importantly, it gives you the opportunity to gain hands-on experience of an ERP system and of using it to run a company – in this instance, you will be using SAP to run a virtual dairy company.

  • The Management of Organisational Change: Challenges and Debates

    What is meant by ‘change’? How can organisational change be analysed? This module to provides students with a broad theoretical and practical understanding of some key concepts and issues in managing organisational changes.

    The contemporary world is characterised by a range of social, political, economic, technological, ecological and organisational changes that challenge accepted understandings and practices. This module introduces contributions from the social sciences that are useful in thinking about change. The focus is upon the development of an account of change that steers between reformist tinkering and revolutionary upheaval.

    As managers and others seek to engage with change it is important that taken for granted assumptions and simplistic solutions about organisational life are both articulated and rethought. Prevailing assumptions in the managerial literature are compared to contrasting approaches within organisation studies. The contention of the module is that the emerging socio-technical-politico-economic context necessitates a reflexive appreciation of the complexities and uncertainties of change and intervention.

  • Analysing management in practice

    We live in a complex world in which the actions of individuals, groups, organisations and governments are justified or informed by knowledge claims that frequently have their roots in research. Accordingly, this is a module with practical goals as well as academic content. The main purposes are twofold: first, to introduce some of the basic ideas of research methodology and the standard techniques of research relevant to the study of organisational settings; and second, to reach an understanding of research as a process of social communication, one in which knowledge is produced for specific purposes and for the benefit of identifiable audiences.

    The module is also a key stage in your preparation for the research project you will undertake for your dissertation.

In your second term from January to March, you will also choose an optional module from the choices below. 

  • E-Marketing

    This module provides an integrated and critical overview of key concepts and techniques associated with marketing and consumer behaviour online. No prior academic and/or applied grounding in marketing or knowledge of marketing issues related to the e-business environment is assumed (if necessary, background reading and materials will be provided).

    In this module we put emphasis on the fact that a marketing strategy for the online environment is, or is becoming, increasingly critical for most organisations. However, the integration of marketing within the e-business technological platform and interface tends not to be given enough attention in organisations. Marketing managers need to be conversant and confident with the dynamics of online consumer behaviour and they have to understand the current limitations of this new channel, but without neglecting the basis of consumer behaviour.

  • Human Resource Management II: the agenda of HRM in the global economy

    HRM II builds upon the foundations of HRM I. We will continue to examine examples of some of the most important current HRM practices. This module aims to build a wide-ranging cultural image of HRM practices today. We will show that the essence of HRM is to govern one of the central questions of all our lives: who are we when we work today? How does HRM seek to take control over this fundamental question?

  • International Human Resource Management

    In this module we explore how fundamental questions about 'knowledge' and 'management' apply to global organisations. With ‘being global’ now taken for granted in many organisations, and the largest organisations in the world such as GE and Wal-Mart having revenues greater than the GDP of many countries, it is crucial to understand why and how knowledge and learning are ‘managed’ in such contexts. The module begins by examining how the globalisation strategies of manufacturing organisations are built around knowledge-based rationales and mechanisms, before proceeding to examine the case of global service organisations, with particular attention paid to the way these organisations use their knowledge and power to shape the structures of the global economy.

  • Cyber Security and Enterprise Resilience: Social Aspects of the Digital Age

    This module explores in detail a number of contemporary themes and issues relevant to the continuing emergence of security in relation to the digital world. It builds on some concepts and ideas introduced in some of the core modules particularly in relation to knowledge management and IT, strategy and digital business.

    The emphasis of this module will be on analysing the interdependency between management, organisational and technological issues and implications of embedding security concerns into digital technologies. Issues will be discussed in detail, with reference to specific contemporary case study examples from advanced and emerging economies where possible.

The final element of the Masters programme, and the most substantial single piece of written work, is the dissertation. This involves a sustained piece of individual research, and in some cases this is undertaken for a client company. Each year organisations such as IBM, SAP and Informed Solutions and others commission our students to undertake a research internship with them.  This sees our ITMOC students working on a piece of thought leadership project, writing a white paper and using this as the basis for their dissertation.  The dissertation module accounts for 60 credits.

There is an optional study tour to London in June each year. Here we attend London Tech Week https://londontechweek.com

  • Dissertation

    The final element of the Masters programme, and the most substantial single piece of written work, is the dissertation. This involves a sustained piece of individual research, and in some cases this is undertaken for a client company. It is your chance to bring together and demonstrate all the learning you have acquired throughout the programme.

The MRes is a one-year full-time Masters degree, similar in coverage to the ITMOC MSc, but with an additional research training component.

It is specifically designed for intellectually ambitious graduates who want to become academic researchers or consultants, and to prepare themselves for PhD study in the area of management, organisation and information technology.

The ITMOC MRes has two key purposes:

  • to give intending PhD students a good grounding in a specialist subject area
  • to enable those students to acquire the qualitative and quantitative research skills needed to undertake their research

The MRes degree is very similar to the ITMOC MSc programme, with many modules in common, so you will be taught with other ITMOC Masters students. The key difference is that MRes students take two additional specialist research training modules.

  • Research Methods
  • Research Design in Management

The MRes ITMOC programme meets the requirements of the Economic and Social Research Council (ESRC) for its ‘1 + 3’ funding scheme which is open to UK and EU applicants. Under this scheme the ESRC not only funds the one year of study on the ITMOC MRes programme but also three further years of PhD research. 

There is an optional study tour to London in June each year.  Here we attend London Tech Week https://londontechweek.com

  • Term 1: Core

    The Welcome Week introduces you to key aspects of the ITMOC programme – what will be expected of you, as well as to the world-class facilities provided by LUMS and the University. Most importantly, it involves teamwork exercises, a study tour in Manchester and a range of social activities to help you get to know your fellow ITMOC students, with whom you will be working closely throughout the year.

    In the first term, you will take take five core modules listed below, and one optional module from the choices on the next tab.

    • Information, Technology and Organisations

      This module aims to give you a critical understanding of the interrelationships between information, technology, and organisations. Its objectives are twofold: first, to develop your awareness of both the historical roots of modern organisations and contemporary issues surrounding technology in the knowledge economy; and second, to enable you to critically assess ongoing developments in information, technology and organisation. It will consider theories of technology, organisation, and information and seek to convey their mutually constitutive role in organisational life.

    • Systemic Interventions and Consulting

      This module provides an introduction to making sense of complex organisational problem settings and paves the way for students to understand how problem structuring is used in consulting interventions. In the first part of the module a variety of problem structuring approaches are discussed and applied to enable you to appreciate the strengths, weaknesses and appropriate application uses of each. The second part of the module gives particular attention to the use of soft systems methodology (SSM), both in general problem situations and in defining information requirements. The final part is a workshop led by senior consultants from Accenture.

    • Technological Futures

      The aim of this course is to provide students with some of the key theoretical and methodological tools needed to understand and engage with an increasingly technologically-mediated set of futures. This will be done over a period of ten weeks via a series of interactive sessions that will deepen students’ understanding of how different potential futures might be understood, predicted, and brought into being. A key focus throughout is the impact of different technological futures on organisational practices.

    • Analysis and Design

      This module will introduce concepts, principles and issues with analysis, design and innovation across teams, organisations and industries.

      It bridges the gap between business and technology by exploring theories, practices and current topics surrounding the development of innovative artifacts and social practices. Each of the concepts and delivery approaches will be widely used in the workplace, and each will be aimed at allowing students to more easily apply their knowledge in the workplace.

    • Academic and Professional Practice

      This module will help you to acquire a number of transferable skills and develop your management abilities to prepare you to take the next step in your career.

      Key areas of academic and professional practice are examined over the course of the academic year in this module. This includes developing writing, argumentation and presentation skills, professional conduct and ethical practice, career strategy and employability skills. We invite a number of Guest Speakers to contribute to this module.

  • Term 1: Optional

    In the first term, you will also take one optional module from those below.

    • Human Resource Management 1: The rise and growth of HRM theories and techniques

      This module introduces the major debates and perspectives on Human Resource Management. It critically examines controversies about the nature of HRM, placing it in context to understand how it developed and what it constitutes in contemporary ‘globalised’ organisations. The module examines those issues that are seen as central to the practice of HRM, such as recruitment and selection, performance management, and remuneration strategies. Karen and Kay will draw on their own research to provide an insight into the HRM process, explored in a way that critiques its taken for granted ‘normality’, and unpacks the assumptions underlying this central organisational function.

    • Strategic Supply Chain Management

      This module examines the principles and practices of supply chain management, and examines supply chain management in a variety of sectors and contexts, from consumer goods markets to business-to-business services. It also looks at supply chain management critically, as just one manifestation of the more general issue of trans-organisational operations management. Most of the time will be spent considering inter-organisational relationships from various perspectives, but it will also be necessary to understand how they relate to matters within the organisation.

    • E-Business

      The module presents a variety of frameworks and case studies that help the student formulate a comprehensive understanding of E-business in theory and practice. The course does not involve rote learning format; rather it is interactive, multi-modal, and real-world. Lectures are more like working lectures and involve various exercises that help you understand and employ the various frameworks.

      On completion of this module students should be able to:

      • Appreciate the multifaceted nature of E-business
      • Be capable of applying frameworks to case studies, e.g. E-business model frameworks and strategy
      • Understand the key issues that E-business practitioners face
      • Participate in a real-world challenge that forms the backbone of the coursework

  • Term 2: Core

    In your second term from January to March, you will study six core modules listed below and one optional module from the choices on the next tab. You will also continue to study Academic and Professional Practice.

    • Strategy, IT and Digital Business

      The emphasis on the module will be managerial; technology will be addressed, but always in the context of its strategic and organisational significance. Overall, the approach will be analytical, rather than descriptive. Case studies will be used in a critical way to exemplify, link and reinforce concepts introduced in the formal sessions and to highlight strengths and shortcomings of current concepts and theories.

    • IT Project Management

      A significant development in organisations in the 1990s has been the increasing use of 'the project model' for organising and managing organisational work. This trend is continuing, with more and more work being carried out through projects and programmes involving cross-functional project teams and flexible organisation structures. Moreover, much of this work is essentially 'knowledge work', and in this kind of work conventional (engineering-based) project management ideas and techniques are of limited value.

      Managing this kind of work and managing in other project environments requires an altogether different approach, in which the emphasis is on 'managing', rather than 'management', and 'knowing what to do when you don't know what to do'. Central to this is the idea of managing as 'learning' and the ability of individuals and groups to 'learn' what they need to do in complex environments.

    • Academic and Professional Practice

      This module will help you to acquire a number of transferable skills and develop your management abilities to prepare you to take the next step in your career.

      Key areas of academic and professional practice are examined over the course of the academic year in this module. This includes developing writing, argumentation and presentation skills, professional conduct and ethical practice, career strategy and employability skills. We invite a number of Guest Speakers to contribute to this module.

    • Business Analysis and Enterprise Systems

      This module gives you hands-on experience of the academic version of a widely used enterprise technology, namely SAP.

      Enterprise systems and integration solutions are essential to every modern enterprise, and Cloud and Software as a Service (SaaS) is opening a new range of integration solutions for businesses. Also, businesses that acquired and implemented ERPs in the 1990s and early 2000s are now dealing with upgrades for the years to come. These businesses are considering becoming hybrids: i.e., having a mixture of traditional ERPs and cloud-based services so that they can keep a solid platform but also enjoy the flexibility offered by the cloud.

      ERPs are booming in China and many other developing countries. Therefore, irrespective of the specific technology (e.g., SAP), all business school graduates should acquire some preliminary knowledge of enterprise systems and of the integration they provide for companies.

      This module familiarises you with the notion of integration and how companies can respond to their integration needs. Most importantly, it gives you the opportunity to gain hands-on experience of an ERP system and of using it to run a company – in this instance, you will be using SAP to run a virtual dairy company.

    • The Management of Organisational Change: Challenges and Debates

      What is meant by ‘change’? How can organisational change be analysed? This module to provides students with a broad theoretical and practical understanding of some key concepts and issues in managing organisational changes.

      The contemporary world is characterised by a range of social, political, economic, technological, ecological and organisational changes that challenge accepted understandings and practices. This module introduces contributions from the social sciences that are useful in thinking about change. The focus is upon the development of an account of change that steers between reformist tinkering and revolutionary upheaval.

      As managers and others seek to engage with change it is important that taken for granted assumptions and simplistic solutions about organisational life are both articulated and rethought. Prevailing assumptions in the managerial literature are compared to contrasting approaches within organisation studies. The contention of the module is that the emerging socio-technical-politico-economic context necessitates a reflexive appreciation of the complexities and uncertainties of change and intervention.

    • Analysing management in practice

      We live in a complex world in which the actions of individuals, groups, organisations and governments are justified or informed by knowledge claims that frequently have their roots in research. Accordingly, this is a module with practical goals as well as academic content. The main purposes are twofold: first, to introduce some of the basic ideas of research methodology and the standard techniques of research relevant to the study of organisational settings; and second, to reach an understanding of research as a process of social communication, one in which knowledge is produced for specific purposes and for the benefit of identifiable audiences.

      The module is also a key stage in your preparation for the research project you will undertake for your dissertation.

  • Term 2: Optional

    In your second term from January to March, you will also choose an optional module from the choices below. 

    • E-Marketing

      This module provides an integrated and critical overview of key concepts and techniques associated with marketing and consumer behaviour online. No prior academic and/or applied grounding in marketing or knowledge of marketing issues related to the e-business environment is assumed (if necessary, background reading and materials will be provided).

      In this module we put emphasis on the fact that a marketing strategy for the online environment is, or is becoming, increasingly critical for most organisations. However, the integration of marketing within the e-business technological platform and interface tends not to be given enough attention in organisations. Marketing managers need to be conversant and confident with the dynamics of online consumer behaviour and they have to understand the current limitations of this new channel, but without neglecting the basis of consumer behaviour.

    • Human Resource Management II: the agenda of HRM in the global economy

      HRM II builds upon the foundations of HRM I. We will continue to examine examples of some of the most important current HRM practices. This module aims to build a wide-ranging cultural image of HRM practices today. We will show that the essence of HRM is to govern one of the central questions of all our lives: who are we when we work today? How does HRM seek to take control over this fundamental question?

    • International Human Resource Management

      In this module we explore how fundamental questions about 'knowledge' and 'management' apply to global organisations. With ‘being global’ now taken for granted in many organisations, and the largest organisations in the world such as GE and Wal-Mart having revenues greater than the GDP of many countries, it is crucial to understand why and how knowledge and learning are ‘managed’ in such contexts. The module begins by examining how the globalisation strategies of manufacturing organisations are built around knowledge-based rationales and mechanisms, before proceeding to examine the case of global service organisations, with particular attention paid to the way these organisations use their knowledge and power to shape the structures of the global economy.

    • Cyber Security and Enterprise Resilience: Social Aspects of the Digital Age

      This module explores in detail a number of contemporary themes and issues relevant to the continuing emergence of security in relation to the digital world. It builds on some concepts and ideas introduced in some of the core modules particularly in relation to knowledge management and IT, strategy and digital business.

      The emphasis of this module will be on analysing the interdependency between management, organisational and technological issues and implications of embedding security concerns into digital technologies. Issues will be discussed in detail, with reference to specific contemporary case study examples from advanced and emerging economies where possible.

  • Term 3

    The final element of the Masters programme, and the most substantial single piece of written work, is the dissertation. This involves a sustained piece of individual research, and in some cases this is undertaken for a client company. Each year organisations such as IBM, SAP and Informed Solutions and others commission our students to undertake a research internship with them.  This sees our ITMOC students working on a piece of thought leadership project, writing a white paper and using this as the basis for their dissertation.  The dissertation module accounts for 60 credits.

    There is an optional study tour to London in June each year. Here we attend London Tech Week https://londontechweek.com

    • Dissertation

      The final element of the Masters programme, and the most substantial single piece of written work, is the dissertation. This involves a sustained piece of individual research, and in some cases this is undertaken for a client company. It is your chance to bring together and demonstrate all the learning you have acquired throughout the programme.

  • MRes

    The MRes is a one-year full-time Masters degree, similar in coverage to the ITMOC MSc, but with an additional research training component.

    It is specifically designed for intellectually ambitious graduates who want to become academic researchers or consultants, and to prepare themselves for PhD study in the area of management, organisation and information technology.

    The ITMOC MRes has two key purposes:

    • to give intending PhD students a good grounding in a specialist subject area
    • to enable those students to acquire the qualitative and quantitative research skills needed to undertake their research

    The MRes degree is very similar to the ITMOC MSc programme, with many modules in common, so you will be taught with other ITMOC Masters students. The key difference is that MRes students take two additional specialist research training modules.

    • Research Methods
    • Research Design in Management

    The MRes ITMOC programme meets the requirements of the Economic and Social Research Council (ESRC) for its ‘1 + 3’ funding scheme which is open to UK and EU applicants. Under this scheme the ESRC not only funds the one year of study on the ITMOC MRes programme but also three further years of PhD research. 

    There is an optional study tour to London in June each year.  Here we attend London Tech Week https://londontechweek.com

Learning Environment

You will develop key study skills and experience a range of innovative learning methods to prepare you for success. Our course content draws from the expertise of our research strengths, with integrated study tours including the world's largest Cloud and Big Data Conference in London. You will also benefit from an annual calendar of more than 25 guest seminars and workshops from organisations such as Accenture, Google and HP to connect your new knowledge to the latest business thinking.

Scholarships

Our programme-specific scholarship for 2019 entry include the Academic Excellence, UK-EU and International scholarships aimed at high-achieving students with a strong academic or personal profile. We'll automatically consider you for these scholarships when you apply and if you are shortlisted we'll be in touch with the next steps, so it's best to apply as soon as possible. We also offer other scholarships - visit our Apply for Masters page to find out more.

Apply for Masters

Careers

With its combination of rigorous intellectual knowledge and practical focus on emerging themes and topics, ITMOC equips its graduates equally well for careers in general management or for roles that relate specifically to the development and management of information technology.

Graduates from the programme are employed as IT managers, consultants, project managers, systems analysts and general managers in a variety of private and public sector organisations across the world. 

Fine-tuning your ideas of where you want to go next in your career – and how to get there – will be an important part of your year at Lancaster. To help with this, various activities are provided throughout the programme.

Experienced managers from various areas of industry visit the programme to share their skills, experience and knowledge with ITMOC students, either through formal lectures or via practical exercises or case discussions. The idea behind these sessions is to give you a window on to day-to-day experiences of working in different and often challenging professional environments – and a realistic and pragmatic understanding of how organisations practise what they preach.

Our guests come from all kinds of industries, including blue-chip consultancies and government organisations, such as the NHS. These events also give you an ideal opportunity to extend your professional networks.

In addition, an experienced careers advisor is on hand throughout the programme to help you to work out potential roles that match your skills and interests, identify potential employers, and plan your next move after graduation. This one-to-one advice is complemented by workshops and information sessions on issues such as job-search, career planning, completing job application forms, writing a CV or resumé, preparing for interviews and performing in the interview itself.

You will have access to a wide range of other information resources and recruitment activities provided both by the LUMS careers team and by the central University careers service.

Graduates

Student Profiles