Full time 12 Month(s)
This interdisciplinary and unique programme provides an unrivalled platform for managing the strategic impact, organisational implications and business value of IT. The Information Technology, Management and Organisational Change programme (ITMOC) prepares you for twenty-first century careers in a globalising IT sector.
The programme modules provide an advanced grounding in key areas such as information technology and organisations, managing change, knowledge management, systematic interventions, strategy and IT management, project management and analysis, design and innovation.
Theory and practice are integrated throughout the programme. Our comprehensive range of modules develops both wide-ranging and specialist knowledge. The programme includes regular seminars and workshops with industry practitioners including CIOs, CTOs, CEOs and consultants. A research internship dissertation gives you the opportunity to collaborate with a company. We work closely with industry to ensure ITMOC is business relevant and leading-edge.
Student-centred learning is combined with academic rigour. Students come from technical and non-technical backgrounds. No specialist knowledge of computing or IT is needed.
You will study a range of modules as part of your course, some examples of which are listed below.
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. A Guest Seminar Series is a central feature of this module as are Programme Study Tour visits to Manchester and London.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
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?
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.
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.
This core module aims to provide students with a good understanding of basic statistical techniques and concepts. Students will also be helped to develop a critical understanding of more advanced statistical techniques enabling them to undertake original statistical analysis, including regression and multiple regression analysis. On successful completion of this course, students will be able to demonstrate an understanding of important statistical approaches to business analytics. They will be able to use standard business analytics software to generate, analyse and visualize complex data. They will also learn transferrable skills in business analytics and be able to demonstrate that they can successfully work in teams.
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.
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:
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.
Information contained on the website with respect to modules is correct at the time of publication, but changes may be necessary, for example as a result of student feedback, Professional Statutory and Regulatory Bodies' (PSRB) requirements, staff changes, and new research.
Duration: 12 months full-time.
Designed for: Graduates looking for careers in general management, IT consultancy, organisational change management or project management. Any degree discipline is considered. Relevant work experience is a benefit, and desirable, but is not a requirement for entry.
Entry requirements: 2:1 (UK hons) degree or equivalent in any subject.
If you have studied outside of the UK, you can check your qualifications here: http://www.lancaster.ac.uk/study/postgraduate/international-qualifications/
IELTS: Overall score of at least 7.0, with no individual element below 6.0
We consider tests from other providers, which can be found here: http://www.lancaster.ac.uk/study/international-students/english-requirements/requirements-p2/
If your score is below our requirements we may consider you for one of our pre-sessional English language programmes
Pre-sessional English language programmes available:
10 Week – Overall score of at least 6.0, with no individual element below 5.5
4 Week – Overall score of at least 6.5, with no individual element below 6.0
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