A Level Requirements
see all requirements
see all requirements
Full time 4 Year(s)
Contemporary management is inherently international. This multidisciplinary course exposes you to a breadth of perspectives on how modern organisations operate across borders and equips you with the skills required for future careers which need an international specialism.
On this degree you will develop key managerial knowledge and skills. You will learn also about how contemporary organisations function globally and develop awareness of organisational issues relevant to international operations, markets and jurisdictions. You will also enhance your cultural awareness, problem solving and communications skills.
You will also gain valuable work experience as you will spend your third year on placement in industry.
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 firstname.lastname@example.org
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.
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.
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.
The aim of this course is to introduce students to the fascinating world of management and organisation(s) via a series of lectures and seminars and reading groups.
Over a period of ten weeks, we will attempt to familiarise ourselves with some of the main themes and issues that make up our ‘organised’ world. Our main objective will be to map out the ways in which we understand ourselves in relation to work, management and organisations. In order to so, we will attempt to trace how the meaning we give to these important themes has developed historically. To do so, we will analyse the thought of some of their main critics and contributors.
The course begins by providing a perspective on capitalism (as the social order in which the forms of managing and organising we are interested in takes place), before moving on to look at management more concretely and ends with a focus on people (both managers and workers) in contemporary organisations and society.
Your preparation your placement year starts with this module which is delivered by the LUMS Careers Team and invited employers. This module will support you in creating suitable CVs, covering letters, application forms and completing psychometric tests. At the end of the module you will have the opportunity to attend a formal assessment centre and an interview with some of the top graduate recruitment teams in the UK.
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.
This module considers several of the transformations that have arisen in contemporary organisations as a result of the introduction and use of information systems. To consider how information systems have been implicated in these transformations, this course will focus on five themes:
Global Software Outsourcing
The Digital Divide
Knowledge Management and Information and Communication Technology (ICT)
Ethical issues in information systems
All these themes have been important to the study of information systems in the 1990’s and 2000’s. One or more cases and or readings for each theme will be presented and discussed in detail, so as to first familiarise yourselves with these developments, and second to explore the challenges that the introduction of information systems may pose, and finally to consider the scope for management action. You are required to produce a group presentation and sit an exam in the summer. The aim of this is to develop techniques, methods of analysis and research expertise that can be applied to a variety of real world settings. Developing techniques of this sort is advocated by many leading industrialists, and bodies such as the ICAEW (1990) who stated that:
“...case studies require a number of skills and abilities to be developed. The student is required to read and comprehend the information, identify the problem, analyse the whole situation and diagnose solutions, and finally present his or her own ideas and recommendations in a form usable by others... Particular emphasis is placed upon analytical skills, commercial awareness and communication skills, including presentation skills.”
This course provides students with general knowledge and understanding concerning social research and particular methods and methodologies that lay within the positivist, interpretivist and critical paradigms. The course is aimed at students from across the management school disciplines that are undertaking a year long industrial placement and producing a dissertation upon return to study in their final year. There is also a range of supplementary information regarding the support available once on placement and a link to the sister module OWT.250b.
This module aims to advance knowledge of entrepreneurship by experiencingaspects of the business start-up process through project-based activities. It aimsto help you understand you own enterprise skills and develop the ability tocommunicate new business ideas using opportunity business models in thecontext of business start-up.
Building upon Entrepreneurial Learning theories, this course prepares you tounderstand the core dimensions of an entrepreneurial mindset and guides you tofind and assess opportunities, seek answers, gather resources and implementsolutions regardless of you specific context or institutional constraints.
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.
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 will provide you with an insight into the funding process for new ventures or projects. Topics will include funding sources, as well as the challenges and strategies for funding. A variety of funding sources will be discussed, including bank loans, venture capital and crowdfunding. The module will focus on what makes a good case for funding and the challenges that you might face. The module will also integrate practice which will help you develop skills that will be valuable in your future career.
This module aims to develop your understanding of contemporary management practice through the window of consultancy. It looks at who consultants are and at the major themes in consultancy before critiquing the industry. It examines the analytical skills needed and used by consultants and how consultancy interventions take place. This is tackled theoretically and through a series of practical activities, culminating in a major client project that provides a unifying perspective.
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.
The purpose of this course is to introduce you to the importance of networks forentrepreneurship. At the same time, the course will outline key ideas andconcepts underpinning networks / networking for entrepreneurship. Based onthese key ideas, you will have an opportunity to practice and develop you ownnetworking skills.
The objective of this course is to equip you to meet the challenge in managingproduct and service innovation processes, especially in the small businessenvironment. The aim is to inspire your enthusiasm and understanding ofinnovation and encourage the practice of tracking and evaluating the impact ofinnovations vital to anyone in business. These include building motivation,developing a critical and active approach to learning as well as developing abilityto link understanding of contemporary innovation to theory.
This module provides students with knowledge and understanding of routes to market – following the various decisions, actors and actions involved in transforming the product from its raw state through to its presentation in retail and the consumer’s access to it. This understanding is important to all marketers since it allows marketers to communicate with other areas of the organisation (such as manufacturing or logistics) over issues including new product launches, promotional initiatives and so on. A particular emphasis is placed on the retail end of the route to market and the necessary coordination between brand owners and retail (possibly also wholesale) actors. The module therefore provides vital understanding and perspectives to equip you for entry level jobs in areas such as trade marketing, customer marketing, shopper marketing, category management and areas of retail. In many companies a career in brand management can only be accessed through graduate entry level jobs in these areas. The thinking is “if you can’t manage retail partners, you can’t manage brands”.
Throughout the module attention is paid to the international contexts of routes to market, ethical questions in routes to market, modern techniques and shopping behaviour and ICT use in routes to market. Examples are drawn especially from product areas students are familiar with.
This course aims to increase the entrepreneurial effectiveness regardless of yourpreferred career choice. The course is based on the knowledge that large andsmall organisations, charities and social enterprises and even governmentalagencies search for entrepreneurial graduates that are able to help theseorganizations succeed through uncertain times.
Information for this module is currently unavailable.
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. Graduates may also go on to start businesses themselves.
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 could help graduates find work in a wide variety of roles in banking, retail, consultancy, sales and marketing and data analysis.
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.
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
Please note that this information relates to the funding arrangements for 2017, which may change for 2018.
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