A Level Requirements
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see all requirements
Full time 3 Year(s)
Our Business Management degrees give you a broad and practical understanding of how businesses and managers operate. You will gain an excellent grasp of the core principles of management studies.
You will be introduced to the concepts and theories of contemporary management to develop both the skills and awareness needed to be an effective manager. At the same time, you will hone your skills in critical reflection, collaboration, report writing, and presentation.
This flexible degree allows you to select specialisms from every business discipline, enabling you to strengthen your knowledge in those areas of interest to help prepare you for your future profession.
A Level AAB
GCSE Mathematics grade B, English Language grade B
IELTS 6.5 overall with at least 5.5 in each component. For other English language qualifications we accept, please see our English language requirements webpages.
International Baccalaureate 35 points overall with 16 points from the best 3 Higher Level subjects
BTEC Distinction, Distinction, Distinction
Access to HE Diploma 30 Level 3 credits at Distinction and 15 Level 3 credits at Merit
We welcome applications from students with a range of alternative UK and international qualifications, including combinations of qualification. Further guidance on admission to the University, including other qualifications that we accept, frequently asked questions and information on applying, can be found on our general admissions webpages.
Contact Admissions Team + 44 (0) 1524 592028 or via email@example.com
Many of Lancaster's degree programmes are flexible, offering students the opportunity to cover a wide selection of subject areas to complement their main specialism. You will be able to study a range of modules, some examples of which are listed below.
This introductory module, for Business Studies students only, emphasises the breadth of theoretical coverage relating to Business Studies. One of its key aims is to help you understand some of the major issues faced by business organisations and how they respond to these. A wide range of topics is covered, including employee motivation, team theory, leadership and organisational culture.
Business analytics focuses on developing new insights and understanding of business performance based on data analysis.
Designed to give you the kind of skills that are sought after in many organisations, this module introduces you to a range of quantitative techniques for collecting, analysing and interpreting data and develops your understanding of how to apply these techniques to management problems to draw practical conclusions. The module provides the foundations for statistical methods in follow-up modules.
The computing side of the module introduces the use of word processing, spreadsheet software for statistical calculations, and writing of management reports.
You will learn not only the fundamental analytical techniques, but also when and how to apply them to management problems and how to interpret the results. This module also involves you working as a junior business analyst on a simple but realistic case study and reporting results and conclusions to a fictional boss.
This module provides an introduction to the analysis and use of published financial statements and concepts underlying financial reporting by companies. It also considers the perspectives of various users and opportunities for creative accounting. The concepts and use of financial statements are placed within the current commercial context, so that you acquire an appreciation of the role of financial accounting.
With many people questioning whether entrepreneurship can be ‘taught’ and suggesting that entrepreneurs are born and not made, this introductory module is designed to challenge preconceived notions of entrepreneurship.
It uses a combination of interactive workshops and an online environment to encourage active participation. Theory and practice are combined throughout the module, and within the teaching sessions we draw on the expertise of entrepreneurs who attend our business support programmes.
Students must study MKTG101 in Year 1. This year-long module serves as an introduction to the theory, tools and techniques of Marketing, teaching you all the foundational touch-points of Marketing which will be further developed in detail and depth throughout your second and final year. You will explore subject areas such as: Business-to-Business Marketing, Relationship Marketing, Services Marketing, International Marketing, and Consumer Behaviour, to Advertising, Digital Marketing and Strategic Marketing Planning.
Throughout the year, you will be asked to consider how theory works in practice, by examining your own experience of marketing as well as contexts obtained from the press and broadcast media. Part of your learning will be based on coursework; much of this will involve working in groups but you will also harness the skills of independent learning through individual course submissions.
Further to this students can choose any two subjects from across the university (subject to availability and timetabling). These subjects need not be Marketing related but some advisable and good subject fits with Marketing are: Accounting & Finance; Design; Law; Economics; Management and Organisation; Media Film and Cultural Studies; Management Sciences; Psychology; Sociology. Such flexibility allows you to choose subjects that excite you, with the ability to then continue with these into your second and final year. This enables the development of not only a strong major in Marketing but a strong minor in other subject areas that you are passionate about.
Operations management is a core discipline for all kinds of organisation, from private-sector manufacturers through to public-sector service providers. This module introduces the core topics of operations management, including operations design, capacity management, supply chain management, inventory analysis, demand forecasting, quality management and risk analysis. Most of these topics have both qualitative and quantitative elements that need to be understood and practised in combination.
By the end of the module you should be able to:
identify different kinds of operations and predict their attributes
apply basic planning and analysis techniques to particular cases
understand operations problems and related improvement strategies
The quantitative parts of the course are basic, and if you prefer a more quantitative approach you should consider Management Science (MSCI 103) as an alternative. To take this module you must also take either MSCI 101, 100 or 110.
This module aims to provide you with a broad introduction to management covering a wide range of topics that are relevant to work, business and organisations.
The module begins by exploring the basis of all management activities – human resource management and development which fundamentally contributes to the development of employee-engaged and productive organisations. The module is constructed to encourage you to think critically and to reflect upon taken-for-granted assumptions about the world of work and management’s role in relation to it.
As a means to achieve this, the second part of the course introduces different metaphors through which we can understand and analyse organisations.
The final part of the module continues this theme of encouraging critical reflection and explores key issues and debates related to technology, globalization, sustainability and ethics that are intimately related to management. Many of these debates and issues will be explored in greater depth in subsequent OWT modules (e.g. OWT.226 Management and Information Technology, OWT.328 Work and Employment Relations).
Providing a thorough introduction to the discipline of Economics, this module is divided into two parts. The first part covers microeconomic analysis, including the theory of demand, costs and pricing under various forms of industrial organisation, and welfare economics. Many applications of theoretical models are examined. The second part focuses on macroeconomic analysis, including national income analysis, monetary theory, business cycles, inflation, unemployment, and the great macroeconomic debates.
This module gives you an introduction to statistical techniques and their applications in the context of business and management problems. In addition, it is designed to develop your ability to make effective use of computer software for data analysis.
The following topics are covered:
This module, for BBA and Euro BBA students only, provides a comprehensive review of the field of strategic management and intangible assets. It will focus on strategic analysis, choosing, implementing and evaluating strategy, and the significance of intangible assets. Lectures will introduce theoretical concepts and your understanding of these will be reinforced through case studies.
This module develops an understanding of the different issues underlying business creation and development. It familiarises you with current theory and research and enables you to understand the processes of enterprise creation and development and the behaviours, motivations and business strategies of entrepreneurs – considering also how these affect the types and performance of the new ventures created.
The module also examines the primary issues associated with entrepreneurial activity in franchise systems, in mature organisations and larger corporations, and in not-for-profit contexts. Frequent use is made of illustrative case histories, and several visiting speakers will share the reality of their entrepreneurial experience with you.
The aim of these two modules (223 and 224), which can be taken both separately as well as in combination (which we strongly advise), is to understand how the elementary functions of HRM unfold, and why they do so in certain ways nowadays compared to, say, thirty years ago.
At one level, HRM seems very simple: it is a combination of (a) recruitment and selection, (b) control and motivation, (c) training and development, (d) strategy and planning. It is a function which mediates between organisations and people. How complicated can that be? The answer is that it is as complicated as the central objects of such practices – the human and work – are: namely, extremely complicated.
The reason HRM is endlessly complicated (i.e. there never is an end to the central question to which it has to answer, namely what is work?) lies in the simple fact that the relationship between work as effort and efficiency as the rationality of work is always indeterminate. How much is an hour of work worth? How much should I be paid so that work is ‘fair’, or ‘just’? These essential questions cannot be answered in themselves – they depend on an endless list of other crucial questions – such as, what is it that I have to do? For what should I be paid? What counts as the work that is covered by an employment contract? Where does effort begin and end? What does it mean for instance to be committed to one’s job, company, or team – in terms of effort? How do we account for sentiments in work? What does it mean to be creative, or innovative? Are these part of the employment contract? How much commitment is one contracted to feel?
These and all the other aspects of HRM have become its language and the objects of its practices; human work and human being have become entangled in management in very complicated forms in the last thirty years. You will be the subjects of these practices and will have to understand what is going on in them and how the simple question what is worth doing in the context of contemporary work? is asked and answered today.
This means that HR practices in contemporary organisations (private, public, large or small) can only be understood if you will understand something much more fundamental, much more profound and much more enabling: the cultural conditions and resources that make these practices possible at all. You will need to understand how these practices are structured from a cultural viewpoint, from the point of view of the social imaginaries that make them possible.
Looking at microeconomic issues relating to markets and firms, and macroeconomic issues relating to money, banking and monetary policy, this module helps you to analyse economic issues from a business perspective. It demonstrates why economic concepts and principles are relevant to business issues by applying introductory economic theory to a range of issues that affect economic aspects of the business environment. Particular emphasis is given to interpreting the economic behaviour of individuals and firms, using theory to interpret events and evaluate policies.
Operations management is the core managerial discipline in all kinds of operation – from private-sector manufacturing through to public-sector services. It is about the human capacity to organise all the operations that underpin the modern world: transportation, the generation of energy, retailing, the production of goods, the provision of medical and educational services, and so on.
The module will introduce students to key concepts and themes of Operations Management such as operations strategy and performance objectives, operations design (e.g. layout, facility location and capacity), inventory planning and control, project management, quality management and supply chain management. These topics will be approached using a combination of qualitative and simple quantitative methods.
By the end of the course students should be able to:
The module Management and Organisational Behaviour aims to introduce students to fundamental issues and concepts to understand the field of management and organisation studies. Emphasising the need to appreciate what taken-for-granted concepts actually mean, assume and imply, the course offers a diversity of perspectives to examine work, work organisations and what happens within such organisations, notably what individuals and groups do, and how they organise and manage organisational life. The topics of management and organisational behaviour, in fact, need to be explored and understood in relation to the complex socio-economic reality in which such activities take place.
The module is structured around four main themes which provide both a historical overview of the development of ideas that have shaped the meaning of work and management, and an assessment of contemporary developments and challenges in the context of work organisations. These cover the role and place of the individual in the workplace, the meaning of work, the dimensions of power in/and organisations, as well as contemporary debates and challenges facing managers and organisations.
This module forms a self-contained introduction to marketing. It examines components of the marketing system, concepts of buying behaviour, analysis of market opportunities, market segmentation, the marketing mix and marketing strategy. Consideration is also given to a number of special topics, including services marketing, retailing and international marketing. It aims to develop your appreciation and understanding of the conceptual and descriptive language of marketing and how it is used within a business and management context.
This course is concerned with major theories in social psychology and related social sciences that have guided the organisation and design of work.
In this module students should develop an understanding of the importance of the role of psychology in the development of people management techniques and practices. They will also develop an understanding of the historical development of psychology, with specific reference to the relevance of psychological expertise to the effective management of organisations.
Information for this module is currently unavailable.
This module provides you with an understanding of strategy that will enable you to discuss real-life business activities within a framework of contemporary strategic management thinking. It is designed to encourage you to develop a personal and distinctive understanding and appreciation of strategising for different industries and in uncertain environments, through lectures, case analyses, and class discussions. Topics to be examined include the identification and analysis of key macro-environmental drivers, competitive advantage, resources and capabilities, and stakeholder influence.
Lancaster University offers a range of programmes, some of which follow a structured study programme, and others which offer the chance for you to devise a more flexible programme. We divide academic study into two sections - Part 1 (Year 1) and Part 2 (Year 2, 3 and sometimes 4). For most programmes Part 1 requires you to study 120 credits spread over at least three modules which, depending upon your programme, will be drawn from one, two or three different academic subjects. A higher degree of specialisation then develops in subsequent years. For more information about our teaching methods at Lancaster visit our Teaching and Learning section.
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.
Our degrees open the widest variety of career pathways in national and international firms, both private and public, as well as in small and medium companies around the world. Some graduates also go on to start businesses themselves.
Graduates have begun their careers as trainee graduate managers, project managers, brand managers, and hotel and property managers. Our alumni are working for a wide variety of employers – from established corporates like BP, IBM, Johnson & Johnson and Sellafield to modern brands like Innocent Drinks.
Our courses are designed to develop your conceptual understanding and provide practice-based insights. You will develop your personal competencies including communications and mathematical abilities. Such skills have helped recent graduates find work in a wide variety of roles in banking, retail, consultancy, sales and marketing and data analysis.
Some former graduates are pursuing their studies with PGCE teacher training or professional qualifications. Many have stayed at Lancaster for Masters degrees.
Lancaster University is dedicated to ensuring you not only gain a highly reputable degree, you also graduate with the relevant life and work based skills. We are unique in that every student is eligible to participate in The Lancaster Award which offers you the opportunity to complete key activities such as work experience, employability awareness, career development, campus community and social development. Visit our Employability section for full details.
Lancaster Management School has an award winning careers team to provide a dedicated careers and placement service offering a range of innovative services for management school students. Our high reputation means we attract a wide range of leading global employers to campus offering you the opportunity to interact with graduate recruiters from day 1 of your degree.
We set our fees on an annual basis and the 2018/19 entry fees have not yet been set.
As a guide, our fees in 2017 were:
Some science and medicine courses have higher fees for students from
the Channel Islands and the Isle of Man. You can find more details here:
For full details of the University's financial support packages including eligibility criteria, please visit our fees and funding page
Students also need to consider further costs which may include books, stationery, printing, photocopying, binding and general subsistence on trips and visits. Following graduation it may be necessary to take out subscriptions to professional bodies and to buy business attire for job interviews.
Average time in lectures, seminars and similar
Average assessment by coursework