also available in 2018
A Level Requirements
see all requirements
see all requirements
Full time 4 Year(s)
Lancaster’s MIT degree has been created in partnership with business professionals to give you the ability to apply IT to business situations, evaluate technical knowledge and confidently take on project and team management in IT-related business scenarios.
You will gain a sound academic basis in management, with an understanding of the concepts, debates and issues in the areas of change management, project management, information technology management and information systems development. Endorsed by the government’s
IT and telecoms skills council (The Tech Partnership) as part of their IT Management for Business undergraduate degree initiative (ITMB), and accredited as a Tech Industry Gold
Degree, this course helps graduates to stand out in the job market and opens up careers with any of our sponsor organisations.
The degree includes a one-year industry placement. The Tech Partnership supports us in finding placements among employers who endorse the programme.
You’ll begin your degree with the study of core modules that include Management and Organisational Behaviour, Software Development and Information Systems.
In your second year, you’ll move on to compulsory subjects such as Introduction to Financial Accounting for Managers; Management and IT; Managing People; Managing Change; Developing Business Information Systems, Business Analysis, and our revised IT Service Management module. These modules are also available for your final year of study. You can then choose your options from across the Management School and the School of Computing and Communications. You’ll spend your third year in industry on placement.
A Level AAB
GCSE Mathematics grade C or 4, English Language grade C or 4
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.
There are three main aspects to this module. Firstly, students will study the design and implementation of data handling technology. They will learn about the structure and characteristics of relational databases and their contemporary alternatives, and about the common languages and functions for constructing, populating and querying valid information systems.
Secondly, the module looks at systems analysis and design. Alongside the study of information systems design, students will learn about the use of data in a business and social context, including data collection, validation and presentation. They will learn how to handle multiple constraints, working with people and machines, system thinking and basic cost/benefit analysis.
Finally, the module tackles the important professional and ethical issues of computers in society. Students will gain an understanding of the legal implications of holding personal data, the role and effects of censorship, malware and spam, privacy and surveillance, internet operations, and governance. This will enable students to construct and critique ethical arguments around human and technological requirements and appropriate design solutions.
THIS MODULE IS ONLY AVAILABLE TO MAJOR STUDENTS.
The purpose of the module is to provide students with the opportunity to appreciate the role that information systems play in each of the key functions within an organisation, and importantly, to consider the argument for integration and differentiation. This is one of the key issues being faced by contemporary organisations and especially with regard to enterprise resource planning (ERP) applications.
The course itself is based on the model of an enterprise-wide (or ERP) system and provides students with a range of perspectives for thinking critically about the role and function of IS across the organisational domain. Each week students are presented with a particular function represented by ERP systems. These include:
All of which are represented within ‘off the shelf’ ERP software applications. Through case studies, exercises and traditional lectures students are given a set of theoretical and practical tools for understanding the complexity, opportunities, and risks associated with the purchase, implementation, and integration of ERP applications in a variety of organisational settings.
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.
Computer programming is a highly practical skill in our quickly developing world. In this module students develop the skills expected of a principled computer programmer as they learn how to write, analyse, debug, test and document computer programs. Students will be introduced to both the C and Java programming languages, two of the most widely used languages in the world. They will learn about best practice of day-to-day techniques associated with software development and gain an understanding of the software development cycle. Learning about the challenges faced by software developers in addressing scalability and complexity in computer software, students will be able to work independently to develop moderately complex computer programs.
The creative industries are concerned with the user experience of technology; as a result, user experience should be incorporated into the design of software product life cycles. This module provides students with an introduction and basic understanding of contemporary platforms and methods for user centred applications. Students will focus on the different stages of the design process, such as: creating prototypes in software and hardware, interaction design, information visualisation, graphical design, and evaluation.
They will engage in practical sessions and projects, which will develop their core prototyping skills covering web development skills (e.g. HTML and CSS), hardware prototyping (e.g. Arduino and Processing) and information visualization/graphic design.
This module provides students with an insight into the importance and relevance of the principles of computer science. Gaining the essential knowledge needed for analysing and characterising the efficiency of algorithms and computer programs, students learn how to make the right design choice when implementing computer programs to optimise efficiency for given design parameters.
Students also study the role and characteristics of data structures, and gain an understanding of the continuing importance of classical algorithms in computer science.
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.
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.
Management science is used in all major organisations in industry, commerce, finance and government. Its application might involve well-defined problems, such as reducing the cost of a complex goods distribution network, or more nebulous problems, such as improving patient care in hospital. Techniques based on mathematics and statistics can be extremely powerful in helping to solve these organisational problems.
Five such techniques will be introduced:
The module emphasises not only how to apply techniques, but also when (and when not) to apply them. There is a stress on practical examples of using the techniques.
You will work on two challenging case studies based on real problems. These provide the opportunity to apply concepts and techniques of problem solving, making recommendations and reporting results. To take this module you must also be taking one of MSCI 101, 100 or MNGT130.
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).
This module is designed to give you an introduction to probability and statistics and to make you familiar with some useful computer tools.
The statistical topics covered are sampling, introductory data analysis and presentation, probability, the use of some important probability distributions, regression analysis and random variables. The computing side of the module uses Excel for presentation and analysis of data.
Available to students taking degrees in the departments of Accounting and Finance, Economics, Management Science and Mathematics, and to incoming exchange students with college-level Mathematics.
This module provides an introduction to the analysis and use of published financial statements and the concepts which underlie financial reporting by companies. It also considers the relationship between companies and their financial environment. 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.
This module provides an introduction to the use and impact of IT, communication and integrated technology systems on business organisations. It considers the impacts of IT systems upon the business procedures, the services delivered to customers and the working life of those in the organisation.
From a taxonomy of the different forms of IT system we move to examining the strategic planning and delivery of new systems, the risks to the business, the business advantages to be gained by successful implementations and consider current issues facing business organisations. The course provides the business foundation for other more specialised or technical topics in information systems.
This module examines several of the transformations that have arisen in contemporary organisations as a result of the introduction and use of information systems. In order to consider how information systems have been implicated in these transformations, this course will focus on three themes:
Each of these themes have been important in the study of the role of information systems within organisations. For each theme, one or more cases and/or readings will be introduced and discussed in detail over the course of ten two-hour interactive lectures. This will enable students to (1) familiarise themselves with key historical and contemporary developments, (2) to explore the challenges that the introduction of different forms of information systems may pose, and (3) to consider the scope for management action in response to these challenges. Students are required to produce an assessed group presentation and to sit an exam in the summer. The aim of both the lectures and these forms of assessment is to enable students to develop techniques, methods of analysis and research expertise relating to the place of information systems in contemporary organisations. By the end of the course, students should have enhanced their understanding of relevant theoretical and practical issues that arise, as well as having developed their critical and analytical skills.
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.
Designed as a complete introduction to the theory and practice of managing business projects, this module introduces project management methods in a way which links to the life cycle of a typical project – from the early project identification and definition stages, through project execution and control, to issues of implementation and change.
The coverage of the early stages of the project cycle uses methods emerging from the systems movement and stresses the strategic relevance of project management.
The operational management of the project is covered by introducing techniques for planning, scheduling and controlling projects. Attention is also given to the people management aspects of this process, especially to leadership, team-working, motivation and direction.
The course provides students with general knowledge and understanding concerning social research and particular methods and methodologies that lie within the positivist and interpretivist paradigms. It is primarily aimed at students from across the management school that are planning to undertake an industrial placement and/or a dissertation in their final year of study. This module helps to prepare you to undertake your own research with a view to highlighting different research approaches and techniques that are used in the production of knowledge.
The module provides an insight into the various ways research can be undertaken and the implications of different approaches. We will examine the conceptual and practical complexities of undertaking research in practice. Initially you will be introduced to research methods and that are most commonly employed in business and management research. The module will then examine the methodological approaches and paradigms that are linked with these methods and the assumptions that underpin positivistic and interpretivist approaches. The final part of the module explores how this understanding can be used in writing your research proposal and dissertation.
Software Design offers the opportunity to gain an understanding of the importance of software architecture design, different styles of architecture and the meaning of quality attributes for software design such as maintainability, performance and scalability. Students will gain knowledge of systematic approaches to developing software design using a set of graphical models. The design process involved in developing several modes of the system at different levels of abstraction is explained and they will be introduced to object oriented design with UML.
Throughout the module, students will appreciate the broader context of the role of computer science in the workplace, and the key role it plays in implementing software. The course also looks at understanding the meaning of quality attributes for software design as well as architectural models for specific software systems. Students will gain an insight into the main quality attributes for deciding classes. Students will be able to interpret and construct UML models of software and implement a design expressed as a UML mode as well as understanding how to use various design patterns to address certain problems.
This course introduces students to key theoretical perspectives to deepen their understanding of how organisations operate and are managed. Students are encouraged to use these perspectives in different ways to analyse organisations. In particular, the course explores how the perspectives relate to and can be used to analyse management styles and conflict. The course also introduces metaphors, such as cultures and machines, as a method for analysing organisations. The intention of the course is to encourage students to critically reflect upon how they understand organisations and to recognise that the same organisation may be seen by different people in different ways, which impacts on how they in turn understand and attempt to manage them.
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.
Human Resource Development (HRD) is a dynamic and evolving area that is part of Human Resource Management (HRM). This module follows on from the Human Resource Management module and assumes the centrality of the self in managerial discourses. Where HRM focuses on a wide range of processes that deal with the needs and activities of people in an organisation, within those processes HRD in the new economy is concerned with the theory and practice related to training, learning and development for both the benefit of individuals and the organisation. In 1989 McLagan proposed that HRD comprises of three main areas: Training and Development; Organisational Development and Career Development.
This module will take McLagan's three themes and offer a contemporary look at the tensions that occur when human resources (people) are exhorted through particular managerial discourses.
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.
The module focuses upon the relationships between management theory, practice and the natural environment. The first part of the module examines how management have conceptualised the range of environmental issues which have emerged since the rise of industrial society. We then consider different aspects of sustainability focusing upon ecological modernisation, consumerism and waste management. There is a sharp focus throughout the implications for policy making.
On successful completion of this module students should normally have:
A broad but critical understanding of the complex interrelationships between management in contemporary organizations and their social, cultural and physical environments.
Improved their ability to relate key ideas and theoretical frameworks such as those presented in this module to the ongoing social and intellectual controversies concerning management and its place in the modern world.
In OWT 228 we look at the changing role and position of management and managers in organisations and society. Much of modern analysis of management emphasises a change in forms of management control from traditional authority through vertical hierarchical forms to ones which are more horizontal and look to incorporate employees into the organisation and its goals in ever closer ways. This happens for example through attempts to align employees identities, emotions and interests with commitment to the organisation: the much discussed capturing of hearts and minds. Another aspect of this is the manipulation of meaning in order to facilitate this identification of employee and organisation, usually discussed as the corporate culture movement. Together these can be taken as two significant aspects of modern management the management of meaning and the management of identity - which feature little in traditional management texts that emphasise management as the co-ordination of tasks and the control and deployment of resources.
However, it is important to see management and managers within the light of organisation analysis. Managers are not the autonomous agents they are often portrayed, first because they are also employees themselves (albeit in the position of formally representing the interests of capital), and second, they are also subject to organisational structures, cultures and power relations. Perhaps especially in the light of managerial control designed around commitment, integration and identification with the organisation, managers are tied in by the very control strategies that they themselves are promoting. However, as we shall see, there are also important tensions between the changing context of management and these forms of control which can lead to unintended consequences such as impression management and various forms of resistance.
Thus this module focuses on how management is a social process, and what this means for the lived experience of doing management. In exploring this we look at topics which are relevant for the day-to-day experience of managers, although rarely are these addressed in conventional management textbooks: issues such as humour, diversity, impression management and emotional management.
Information for this module is currently unavailable.
In this module we look at how to study business operations, analyse the situation and develop appropriate information systems designs. The same techniques can be of value whether you develop them further and become an information systems professional or use them in general management or consultancy. There is an emphasis on practical application and extensive use of class exercises.
The techniques taught in this module are widely employed by analysts in the fields of information systems and general business consultancy, and the ability to analyse information requirements and design efficient and effective information systems to meet those requirements is increasingly recognised and valued by employers as an important management skill.
Organisational change is widely accepted as a defining feature of contemporary life. Most of the topics covered in management courses, for example, structure; technology; people; power; culture; strategy; leadership and learning, to name a few, assume the need for changes of one kind or another. This course of lectures and the associated seminar programme review some key ideas associated with approaches to change. Seminal approaches to the field that can be said to conceptualise change management are introduced and compared, particularly those at the micro - that is the individual and group level.
Material included in the course will help you understand your own and other peoples' reactions to changes. It will help you develop informed opinions about theories of change and will help you to understand how changes might be managed effectively. Expressed more formally, the course will
introduce you to some key management and social, and behavioural science contributions in the field;
help you to compare different orientations and to appreciate their relative strengths and weaknesses;
help you to relate such ideas to actual events in organisations; and,
help you to understand and evaluate your own approaches to the management of change and to evaluate management practices in this area.
The aim of Managing Human Resources is to develop an informed, critical understanding of how the management of Human Resources is undertaken, why and with what effect. What it is not is a prescriptive course providing ‘how to do it’ set of rules and practices. The focus here is on a critical understanding of the employment relationship within the organisational context. Some students are interested in becoming HR practitioners in their future careers and many wish to become a manager of some form. In both cases the course provides a solid foundation to evaluating different approaches to managing human resources and gain a critical understanding of where they would be appropriate.
Initially the course introduces the development and roles of HRM and the ways in which different management styles can be adopted in organisations. The course then examines the nature of the relationship between HRM and performance (including aspects of remuneration). The lectures then present contemporary HRM issues, for example, Equality and Diversity, Flexible working, Careers and Wellbeing.
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.
The aim of this course is to provide students with a critical understanding of organisations and the management of change. Management gurus and media commentators have heralded a break with earlier ways of organizing and managing and yet change is often more difficult than they suggest.
This course introduces different ways in which to understand change. It pays particular attention to management gurus and asks why their prescriptions are so popular? Overall, the course examines some of the problems and obstacles that companies face when attempting to introduce a variety of new change initiatives including teamwork and knowledge management and it draws on case study material to enable students to explore change in different organisational settings.
Technology is widely regarded as an unstoppable engine of change that is driving the advance or progress of the modern world. It would seem that no corner of the planet is left untouched by the transformative power of technology: from computers and telecommunications technology to biotechnology, from genetic engineering to the production of designer drugs to control and reshape human behaviour, the technological (re)ordering of the world would appear to have no limits. Against this background utopian or dystopian depending on your viewpoint OWT.326 aims to explore the (inter)relationship between technology and organisation.
The lectures place a strong emphasis on the examination of accounts and representations, visions of technology, technologically mediated change in organisations and society (including issues of identity, power and surveillance), and the ethical dimensions of technology.
No prior knowledge of technology is assumed.
Covering a range of topics, including asset identification and assessment, threat analysis and management tools and frameworks, students will become familiar with attack lifecycle and processes, as well as risk management and assessment processes, tools and frameworks. The module covers mitigation strategies and the most appropriate mitigation technologies and offers knowledge on assurance frameworks and disaster recovery planning. There is also an opportunity to learn about infrastructure design and implementation technologies and attack tree and software design evaluation.
Students will gain an understanding of the different ways in which an IT professional can make effective decisions when securing an IT infrastructure. The course will make them aware of the tools, frameworks and models that can be used to identify assets, threats and risks, before selecting the most appropriate strategies to manage the exposure that IT infrastructure faces in the light of this analysis. The module builds on their skills with a practical examination of the mechanisms by which IT infrastructures are attacked.
Technology is widely regarded as an unstoppable engine of change that is driving the advance or progress of the modern world. It would seem that no corner of the planet is left untouched by the transformative power of technology: from computers and telecommunications technology to biotechnology, from genetic engineering to the production of designer drugs to control and reshape human behaviour, the technological (re)ordering of the world would appear to have no limits. Against this background – utopian or dystopian depending on your viewpoint – the module aims to explore the (inter)relationship between technology and organisation.
In the Michaelmas term the lectures place a strong emphasis on the examination of accounts and representations, visions of technology, technologically mediated change in organisations and society (including issues of identity, power and surveillance), and the ethical dimensions of technology.
In the Lent term, students will also address the literature on the social construction of technology. Not only is technological development managed and subjected to processes of organising but it also has to be understood in relation to the influences of politics, culture and gender, risk and the management of risk in the context of technology, together with an exploration of future technological developments, are also key themes of of the module.
This course involves a brief (and therefore rather packed) review of some of the main theoretical and empirical debates in the study of work and employment relations. Work is among the most defining experiences of individual lives and the particular form the employment relationship takes is among the core tenets that define the uniqueness of societal arrangements over time and space. Exploring various facets of work and employment is an endeavour that cuts across disciplinary boundaries economists, public policy makers, engineers, geographers, historians, among others, all have their views, interests and preferred methods of inquiry and manners of debate. Furthermore, even within disciplinary boundaries, there is no consensus on how to approach the subject matter, which questions to ask, and how to pursue the answers. In this course, the approach is sociological and the content is somewhat eclectic, being drawn from all of the aforementioned disciplines.
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.
Lancaster's world renowned academic credentials, coupled with MIT’s close contacts with industry and emphasis on employability, means you will stand out in the competitive job market. Students who spend their third year in industry have an added advantage.
An MIT degree opens the door to a wide range of careers. Lancaster’s MIT graduates are recruited as business consultants, software engineers, IT consultants, IT managers, business analysts and project managers or go on to graduate management schemes with large organisations. Many students are employed by organisations endorsing the e-skills programme, such as Deloitte, Land Rover, IBM and Fujitsu.
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 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.
Booking is now open for Lancaster University's summer 2018 open days. Reserve your place
Typical time in lectures, seminars and similar per week during term time
Average assessment by coursework