also available in 2018
A Level Requirements
see all requirements
see all requirements
Full time 3 Year(s)
Contemporary management is inherently international. This multi-disciplinary 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 with an international specialism.
On this degree you will develop key managerial knowledge and skills. You will learn 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 further enhance your international perspective as you will spend a year studying abroad.
A Level AAB
GCSE Mathematics grade B or 6, English Language grade B or 6
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
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.
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.
Information for this module is currently unavailable.
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.
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.
This course provides a comprehensive introduction to the basic concepts and techniques of Accounting and Finance, which include financial accounting, managerial finance, and financial statement analysis.
An important element of this course is that it provides exposure to the business and financial environment within which the discipline of Accounting and Finance operates, using real-world financial data for actual companies.
The course covers concepts, techniques and interpretive skills that relate to the external financial reporting of companies and their relationship to the stock market, and to the use of accounting information for internal management purposes.
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.
The second year of this degree programme will be spent studying abroad at one of our partner universities. We have exchange agreements with prestigious universities all over the world and many of our undergraduate degree programmes include an integral year spent studying at a top university in the US, Canada, Europe, Asia or Australasia. Progression to the study abroad year will be dependent upon performance in the first year of the degree programme. Some students may also have to complete a Study Abroad Maths examination. Studying abroad in the second year of your degree means that you gain international experience without having to extend your studies. You can find out more about our study abroad programmes on our LUMS Study Abroad web pages.
The main aim of this module is to provide students with a critical understanding of the ethical dilemmas that are associated with business and management. It will examine the various ways in which we make sense and speak about ethics, how questions of right and wrong occur and what responses they elicit. In simpler terms, if we describe ethics as being about sorting out right from wrong, our interest is on what constitutes ethical conduct, and on who the appropriate agent of this conduct might be. A critical understanding means that this module does not aim at providing answers or tools that would solve the various problems of ethics or that would guarantee the ethical behaviour of managers.
The module will provide you with an alternative gendered and socio-politicalinsight into the importance of entrepreneur and employee diversity in anincreasingly globalised world. The module takes an interactive and practicalapproach to classroom learning to help you develop skills to explore the impactof gender and diversity on models of business, including the sometimescontroversial facts and fictions presented in the media, policy and everydaysocietal attitudes towards management and entrepreneurship across the world.
Economic, social, cultural and political globalization have all contributed to the growth of economic activity that cuts across national borders and to the emergence and proliferation of organizations that transcend national boundaries. Increasingly, organizations are engaged in the employment contract in multiple different national employment systems. The human resources of organizations are located in multiple country locations. Internationalization thereby becomes a key challenge for the practitioners and a dimension that cannot be taken as given or standard for scholars of HRM. In a context of the transformation of a growing number of organizations (and especially the largest ones) into “transnational social spaces”, HRM practices flow across borders. Some strategic scholarship argues that such flows are critical to the success of individual firms, and concentrate their efforts on identifying “best practices” that will yield the greatest leverage to each. Strategic scholarship keen to understand what will work best to increase the efficiency and financial performance of multinational organizations also studies the various “glitches” that might obstruct flows or make the flows of HRM practices everywhere not always desirable.
This module examines the challenges of managing human resources against a backdrop of cross-cultural and institutional work contexts and teams, variation in local socio-political-legal contexts and the necessity for cross-border assignments. The analytical/critical approach to IHRM taken concerns itself with questions of whether employment (and HRM) practices are converging or diverging around the world, how power and politics are implicated in the internal dynamics of multinational corporations, and if the corporate social responsibility pledges for appropriate treatment of workers can possibly suffice to ensure a fair employment relationship in the absence of a transnational regulator, among others.
This module will provide an understanding of strategy that will enable discussion of real-life business activities within a framework of contemporary strategic management thinking. Topics such as takeover, merger, diversification, divestment and corporate raiding will be examined. Using lectures, case analyses and class discussions, the module is designed to encourage you to develop a personal and distinctive understanding and appreciation of strategising for different industries and in uncertain environments.
Issues and problems in the complex world of management do not necessarily arise in a well-structured form. People often do not know what they want or what is possible. They may also disagree about what they are trying to achieve and the means for arriving at their goals. Much thinking needs to be done in order to define an appropriate framework within which a useful analysis or project can be carried out.
Various approaches have been developed in recent years to assist in this task, often referred to as problem-structuring methods (PSMs). These very practically oriented methodologies typically involve the management team to help facilitate the structuring of complex situations. They place emphasis on dialogue to think through strategic problems, identify the salient issues, formulate goals and negotiate action plans. This module introduces you to several PSMs and some of the process skills needed to use them.
This module, for BBA and Euro BBA students only, consists of a computer-based strategic management simulation which provides you with the opportunity to practise managing the running of a business – in this case, a regional airline carrier. Each team takes over a rather run-down small airline, and the teams compete with each other in a dynamic marketplace.
The simulation runs for eight quarters (in simulated time), at the end of which it is hoped that each airline will be in a much healthier state. It gives you hands-on experience of manipulating key strategic variables in a dynamic environment.
Central to this module is the Crossbay Contracting Game, a management game designed by the module convenor and his colleagues at HCS Ltd.
Three (health service) organisations are involved in a contract negotiation, and you will be part of the management team of one of these organisations. The contract concerns funding requirements for core activities over the coming financial year.
The main aim is to reach an agreement that is satisfactory to all three parties – but you must of course ensure that your own organisation is likely to come out of it well. Much of your time will be spent analysing the emerging situation and negotiating with the other parties.
Alongside this 'management' task there is also a modelling task. Teams are provided with a decision support system they can use to analyse the emerging situation and help them decide which strategies are cost-effective for their organisation.
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 2019/20 entry fees have not yet been set.
As a guide, our fees in 2018 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.
Typical time in lectures, seminars and similar per week during term time
Average assessment by coursework