|INTAKES||DURATION||AWARDING INSTITUTION||CERTIFICATION||COURSE FEE|
|September, January, April||3 Years (Full-time)+ 1 Foundation Year||University of Chichester||The final degree is awarded by the University of Chichester to successful students.||Foundation Year (Year 0) – £7000|
Year 1, 2 & 3 – £8000 per annum
|September, January, April|
|3 Years (Full-time)+ 1 Foundation Year|
|University of Chichester|
|The final degree is awarded by the University of Chichester to successful students.|
|Foundation Year (Year 0) – £7000|
Year 1, 2 & 3 – £8000 per annum
The Business Management programme provides a combination of academic theory and practical application relevant to a wide range of business organisations in both the public and private sectors.
The course aims to:
Entry to the degree programme is governed by the regulations of the University of Chichester and requires one of the following:
Please contact the Admissions Office to find out if your qualification is suitable. If you do not have a UK qualification or an International Baccalaureate we will use UK ENIC (Formerly UK NARIC) to find out how the qualifications, you already have compared to UK qualifications. UK ENIC is a UK agency that provides information and advice about how qualifications and skills from overseas compare to UK qualifications.
All students whose first language is not English and have not done the last two years of their education in English must meet a minimum English language requirement before commencing their programme. To join an honours undergraduate programme, they must pass our initial assessment Numeracy and Literacy test and must achieve at Level 2. Other equivalent English language tests at that level will be accepted.
Normally the course will involve three years of full-time study with an additional year for the foundation option.
The structure of the BSc (Hons) Business Management programme is shown below:
Year 0: Foundation Course (OPTIONAL) – 120 Credits at Level 4
Year 1: Certificate in Higher Education – 120 Credits at Level 4
Year 2: Diploma in Higher Education – 120 Credits at Level 5
Year 3: Honours Level – 120 Credits at Level 6
Foundation YEAR ZERO (6 Compulsory Modules)
English for Academic Purpose
The module is designed to increase confidence and fluency in the use of formal and informal English language skills. In particular, the course prepares students for the many different forms of interaction with speakers of English including academic staff and fellow students. The content focuses on the importance of clarity through the use of appropriate English in different academic situations and covers four key areas: listening and presenting skills, reading skills, writing skills, and how to select and use appropriate grammar and vocabulary in different academic contexts.
The module is designed to help students make the transition from secondary education to learning in higher education. Higher education emphasises the importance of students becoming autonomous learners which can be a challenge for those new to this approach. Understanding how you learn and your preferred learning style enables students to create a learning agenda specific to their particular needs including learning as a collaborative activity. Technological innovations are enabling greater use of student-centric as opposed to tutor-centric learning so encouraging the development of the individual as an autonomous learner through collaborative learning.
Using Numeracy and ICT Skills in Research
Research is part of the process of developing an ‘enquiring mind’. Whether to deepen subject knowledge, write an assignment or carry out a project, research is fundamental to studying at higher education. The module provides a foundation in the use of relevant numeracy and ICT skills in order to investigate, process and interpret information in the course of conducting research.
Evolution of Management Theory and Practice
As organisations grew and developed over time so the need to efficiently and effectively manage their operations became more important. But organisations also evolve in response to changes in their operating environment and the practice of management has needed to evolve with these changes. This module considers four phases in the development of the theory and practice of management – the origins of management practice, management in the early stages of the industrial revolution, management in the post-industrial era and the shape of management practice in the future.
Social Psychology in Organisations
Modern day management practice relies on an understanding of the causes of behaviour in the workplace. There is a technical aspect to work but it is important to also consider social aspects. Social psychology theories can help explain specific workplace phenomena such as the behaviour of individuals, motivation and organisational culture, which can affect the efficiency and effectiveness of operations. In particular, process theories help explain why certain phenomena occur while need theories help explain the extent to which individuals will participate and engage with tasks.
Business Management and Macro-Economic Policy
Business enterprises are strongly influenced by the economic environment in which they operate. An understanding of how government economic policies can affect the business environment is therefore essential for the effective management of organisations. The module considers some of the principal economic influences on the business environment before examining the specific roles of government monetary and fiscal policy. The role of capital markets for raising finance for investment is also examined.
YEAR ONE (6 Compulsory Modules)
Critical Thinking Skills
Critical thinking is the ability to question what we read, hear and/or see. In all academic disciplines there are differences of opinion, conflicting evidence and uncertainty and a key skill in higher education is the ability to assess the evidence and arguments presented by others. This involves researching the topic, analysing the arguments given by different researchers in the field, and weighing up the evidence so that you can form your own conclusions about whose point of view you agree with and why.
Personal and Professional Skills for Management
The module examines the personal and professional skills needed to successfully manage individuals in a business context. People are critical to the maximisation of operational performance and therefore an understanding of how to effectively communicate and influence workplace behaviour is a core skill of management. Managers also need to understand how inter-personal conflict arises with an ability to coach and develop people in order to achieve a productive workforce.
Whether formal or informal, the efficiency and effectiveness of organisations has a major impact on innovation, employment and standards of living. After examining early theories of how organisations evolved, the module analyses different organisational structures in the context of their environment and how, over time, changes in the environment can change the nature and function of organisations. The module concludes by considering how technological advances are forcing organisations to become less hierarchical and more flexible.
Operations management is concerned with the process by which organisations transform a range of inputs into the outputs of goods and services purchased by customers. In particular, it focuses on the design and controlling of processes to ensure that operations are efficient in terms of minimising the use of resources, and effective in terms of meeting customer requirements. It is thus the core function of an organisation that can have a major impact on the long term sustainability of the business.
Understanding how market economies work is a key management skill. Even the not-for-profit and voluntary sectors are subject to profound economic forces that impact their operations. The module considers the two main branches of economics; how individual markets operate (microeconomics), and how economies operate at the aggregate level (macroeconomics). Many economic models and concepts are theoretical but nevertheless lead to insights that reduce uncertainty in a constantly changing business environment.
Recent controversies, such as those involving workplace harassment, equal pay and gender issues, have emphasised the need for managers to understand the legal framework in which they operate. The module examines the nature and sources of law before considering the relevance and application of contract law and workplace legislation. The module finishes by examining the different types of business organisations, how they are formed and managed to comply with relevant legislation, and how and under what circumstances they are dissolved.
YEAR TWO (6 Compulsory Modules)
Strategic management is concerned with the actions organisations take to deal with the challenges, opportunities and threats in their external and internal environments. The module starts by examining how organisations analyse their operating environment in light of their resources and capabilities. This leads to a review of how they determine their objectives, consider the circumstances and events that may affect outcomes, decide upon the actions they need to take to achieve their objectives, implement a strategy and evaluate progress.
Strategic Human Resource Management
Research has shown that organisations with strategic human resource policies have less absenteeism and lower staff turnover. Strategic human resource management aligns the human resource policies of an organisation to its strategic direction. Based on a belief that the skills, expertise and experience of all employees contribute to the achievement of goals, strategic human resource management takes functional human resource policies, such as recruitment, training and performance management into the sphere of strategy and business policy.
The module develops an appreciation of the role of marketing and the management of marketing functions by focusing on what ‘market-oriented’ means in both commercial and public sector organisations. Using contemporary theories and case studies, the module examines marketing environments and strategic marketing alternatives involving the design and implementation of marketing programmes including decisions about products and services, pricing, distribution and promotion.
Technological and economic developments are reducing barriers to international trade and increasing global business opportunities. The module examines the forces shaping the international business environment including factors creating new market opportunities, and how these determine the strategy of international organisations. In particular, new forms of organisation are being created by multinationals which can create opportunities for small and medium-sized enterprises to participate in the value chain of global players.
The prime objective of business organisations is sustainable profitability and the maximisation of shareholder wealth. Managers are more likely to make a positive contribution to achieving this objective if they understand, and can analyse, the factors affecting profitability and the creation of shareholder wealth in their part of the organisation. The module considers four main areas of management accounting; costing decisions as the basis of profitability, budgets and control mechanisms, investment decisions and financial performance appraisal.
The module lays the groundwork for undertaking a research project in the final year of the programme. In particular, it examines different research philosophies together with the basic elements of research design. Core skills that are developed include selecting an appropriate method of data collection and analysis, identifying relevant information sources, preparing and collecting data, analysing data using different approaches for qualitative and quantitative research, and writing the report once the project is completed.
YEAR THREE (5 Compulsory Modules)
Leadership: Theory and Practice
Views about the appropriate role of leadership reflect the economic, social and political context in which leaders operate. The module examines various theories of leadership with their application to modern-day business situations. For example, the link between a successful change initiative and the role of leaders in building trust through the exercise of ‘responsible’ leadership. The module concludes with an analysis of effective leadership and personality traits, ‘followership’ leadership and transformational leadership.
Corporate Social Responsibility
Corporate social responsibility (CSR) is often described as the responsibility of enterprises for their economic, environmental and social impact on society. In practice, however, there is no consensus on how to address these issues. The module sets out the background to the growth of CSR including controversies surrounding its application and reporting. This leads to an examination of some of the major issues in CSR including taxation policy and investment, human rights and philanthropy, and environmental with sustainability policies.
The module examines the nature of risk and the processes for identifying and managing risk in a business enterprise. The characteristics of human error are explored as background to an appraisal of various risk assessment models. Once various risk factors have been identified, and an assessment completed, systems for managing risk can then be evaluated. The module concludes with an analysis of the relationship between risk and safety which leads to an examination of how a ‘just’ culture for balancing safety and accountability can be developed.
The aim of the module is to develop an understanding of the nature, process and management of organisational change. Highlighting various models and approaches to organisational change, the module uses case analysis to examine the interpersonal, group and organisational issues associated with change management in a range of situations. By analysing the usefulness and drawbacks of different models, the most suitable approach in a specific situation, and how to develop an implementation strategy, can be identified.
Research Project (Double Module)
The research project provides an opportunity to integrate and apply knowledge and understanding from the three years of the degree programme to a typical workplace situation, and to develop research skills and review management literature in a specialised area. The project is an original, detailed analysis of a topic selected in consultation with, and supervised by, a member of LSME’s academic staff.
Normally the course will involve three years of full-time study with an additional year for the foundation option.
The BSc (Hons) Business Management programme is delivered through a full-time of formal lectures, workshops and seminars.
Various methods are used to assess each module including essays, reflective assignments, written reports, oral reports, case studies and projects. There are no time-constrained examinations.
Students who are awarded a minimum of a 2(2) classification can progress to a range of university Masters programmes in a relevant subject area, including an MBA. Students can also progress in employment in a range of positions with supervisory, team leading or managerial roles.
Please talk to our admissions team now.
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