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A Level Requirements
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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 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.
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.
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.
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.
The main aim of this course is to provide students with a critical understanding of the moral foundations that shape business and management. It will examine the various perspectives through which we make sense and speak about ethics and the ways in which they influence and direct our moral choices both on an individual and an institutional level.
The delivery of this course has two main components. First, a traditional series of weekly lectures that will introduce some of the key ideas and theoretical frameworks that will help you understand the main themes and issues in business ethics. Secondly and in parallel with the lectures, there will be a series of student-led debates that aim to further explore the often complex and intractable nature of these issues.
As information covered in class often will not be found in your readings, it is to your benefit to attend class regularly. A significant portion of the course grade derives from work and activities in the classroom. Most importantly, class time allows you to interact with and learn from one another.
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.
tt娱乐 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.
Typical time in lectures, seminars and similar per week during term time
Average assessment by coursework