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Undergraduate Courses

MSci in Business Management

INTAKESDURATIONAWARDING INSTITUTIONCERTIFICATIONCOURSE FEE
September, January, April

Four (4) years (Combining a three-year undergraduate programme with a further year of postgraduate study).

University of ChichesterThe final degree is awarded by the University of Chichester to successful students.£8000 per annum
INTAKES
September, January, April
DURATION

Four (4) years (Combining a three-year undergraduate
programme with a further year of postgraduate study).

AWARDING INSTITUTION
University of Chichester
CERTIFICATION
The final degree is awarded by the University of Chichester to successful students.
COURSE FEE
£8000 per annum

Course Overview

An Integrated Masters’ degree is a single course combining a three-year undergraduate programme with a further year of postgraduate study. The degree programme has been constructed with regard to the Framework for Higher Education Qualifications (FHEQ) with modules at Levels 4, 5 and 6 aligned to the QAA descriptors for the qualifications of Certificate in Higher Education, Diploma in Higher Education and a Bachelor’s Degree with Honours. Level 7 modules have been aligned with QAA Benchmark Statements for Masters’ Degrees.

  • The programme development has followed the QAA Benchmark Statements for General Business and Management degrees, with the curriculum aligned to the benchmarks for knowledge and understanding within the framework covering Organisations, the External Environment and Management. In order to ensure that the suite of modules is fit for purpose, professional body requirements, such as those of the Chartered Management Institute, have also been considered in the overall structure.
  • On completion of this programme, students will be able to display mastery of a complex and specialised area of knowledge and skills in business management and become independent and skilful researchers and management consultants.
  • This programme is current, relevant and caters for the needs of students from diverse backgrounds.

Course Information

Course Aims / Objectives

The course aims to:

  • Provide students with knowledge and understanding in the key functional areas of organisations, the external environment and management.
  • Provide students with knowledge, concepts and principles of the main functional areas of business.
  • Develop knowledge and understanding of the main principles and practices of business with the ability to apply these skills to the solution of work-based problems.
  • Prepare students with the skills and competencies needed for a successful career in business management.

Entry Requirements

Entry to the degree programme is governed by the regulations of the University of Chichester and requires the following:

  • A minimum of three `A-Level` passes at CCC (or High School Diploma to age 18 where it is deemed equivalent), or
  • A Pearson/Edexcel BTEC National Diploma
  • An international Baccalaureate (28 points) or
  • Recognised and relevant Foundation/Access to Higher Education course.
  • Entry via the foundation year is considered for individuals with many years of work experience and relevant skills, do not meet the entry requirements for the full degree, are enthusiastic about further studies and are able to pass our initial assessment test.

English Language Proficiency Requirements

All students whose 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, 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.

Course Duration

Four (4) years (Combining a three-year undergraduate programme with a further year of postgraduate study).

Course Structure

The course will involve four years of full-time study. The structure of the Integrated Masters in Business Management leading to the qualification of Master in Science (MSci) in Business Managementis shown below:

Year 1: Certificate in Higher Education – 120 credits at Level 4

TERM 1

  • Critical Thinking Skills (20 cr.)
  • Personal and Professional Skills for Management (20 cr.)

TERM 2

  • Organisation Theory (20 cr.)
  • Operations Management (20 cr.)

TERM 3

  • Business Economics (20 cr.)
  • Business Law (20 cr.)

Year 2: Diploma in Higher Education – 120 credits at Level 5

TERM 1

  • Strategic Management (20 cr.)
  • Strategic Human Resource Management (20 cr.)

TERM 2

  • Marketing Management (20 cr.)
  • International Business (20 cr.)

TERM 3

  • Business Finance (20 cr.)
  • Research Methodology

Year 3: Honours Level – 120 credits at Level 6

TERM 1

  • Leadership: Theory and Practice
  • Corporate Social Responsibility                

TERM 2

  • Managing Change
  • Managing Risk

TERM 3

  • Research Project 

Year 4: Masters Level – 120 credits at Level 7

TERM 1

  • The Leadership of Cultural Change (20 cr.)
  • Practical Application of Cultural Change Leadership (10 cr.)

TERM 2

  • Managing Innovation (20 cr.)
  • Innovation in Practise (10 cr.) 

TERM 3

  • Management Consultancy Project (60 cr.) 

Course 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 understanding and 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. The role of people is critical to maximising performance, and therefore an understanding of how to effectively communicate and influence workplace behaviour is a fundamental skill. Managers also need to understand how inter-personal conflict arises, and an ability to coach and develop people in order to achieve a productive workforce.

Organisation Theory

Modern economies could not function without organisations. Whether formal or informal, their efficiency and effectiveness 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

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 designing and controlling processes to ensure that its 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.

Business Economics

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.

Business Law

Recent controversies, such as those involving workplace harassment, equal pay and gender issues, have emphasised the need for organisations 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 to business organisations. 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.

Strategic Management

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 strategic environment in light of their resources and capabilities. This leads to a review of how they determine their desired 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 (HRM) aligns the HRM policies of an organisation to its strategic direction. Based on a belief that the skills, expertise, experience and knowledge of all of its employees contributes to the achievement of an organisation’s goals, strategic HRM takes functional human resource policies, such as recruitment, reward systems, training and performance management, into the sphere of strategy and business policy.

Marketing Management

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 sectors organisations. Using contemporary theories and case studies, the module examines marketing environments and strategic marketing alternatives covering the design and implementation of marketing programmes involving decisions about products and services, pricing, distribution and promotion.

International Business

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 and the 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.

Business Finance

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.

Research Methods

The module lays the groundwork for undertaking a research project in the final year of the programme. In particular, it examines different research philosophies and the basic elements of research design and how they shape and inform the research process. Core skills that will be 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 projects, and writing the report once the research is completed.

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. In particular, the link between theories of change and the role of leaders in building trust through the exercise of ‘responsible’ leadership is examined. This is supported by an analysis of the link between effective leadership and personality traits, ‘followship’ 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. However, in practice, there is no consensus on how to report or address these issues. The module sets out the background to the growth of CSR, particularly in large global organisations, 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 and sustainability policy.

Managing Change

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.

Managing Risk

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 the various risk factors have been identified and an assessment completed, systems for managing risk are evaluated. The module concludes by 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.

Research Project

The independent research project provides students with an opportunity to integrate and apply knowledge and understanding from the three levels of the degree to a typical workplace environment and to develop research skills in a specialised area. The project is an original, detailed research analysis on a topic selected in consultation with, and supervised by, a member of LSME’s academic staff. The project includes a critical literature review and primary and/or secondary empirical work to address a specific research question (or questions).

The Leadership of Cultural Management

Operational problems in business management are often compounded (or even caused), by an inappropriate organisational culture. Encouraged by a vacuum of leadership, the use of too much authority or absence of authority can be disastrous leading to confusion, increases in safety incidents, lower moral and higher turnover. This module builds on the learning in the two Level 6 modules, ‘Managing Change’ and ‘Leadership’, by examining the concept of organisational culture, identifying the need for a change in culture, leading the transformation process and embedding a commitment to an organisation’s amended mission and values.

Practical Application of Cultural Leadership

This module involves using learning from the previous module to undertake a cultural audit of a business management of organisation. There are a number of ways an audit can be undertaken some of which are proprietary and not free to use. The starting point is to put, “Carrying out an organisational cultural audit” into any web browser and follow the links. The organisation must be approved by a tutor and give its permission for the audit to be carried out but its identity must not be disclosed.

Managing Innovation

An organisation’s ability to innovate is a key factor in determining its prosperity and long term survival. The innovation capabilities of an organisation include the ability to understand and respond to changing conditions, to pursue new opportunities and to leverage the knowledge and creativity of people within the organisation. An organisation will innovate more effectively and efficiently if these interacting elements are managed as an integrated system which includes determining an innovation vision, strategy and objectives, and establishing the support and processes needed to achieve intended outcomes.

Innovation in Practice

This module will involve students carrying out a critical evaluation of how a specific innovation has been implemented in an organisation of their choice. The organisation can be in the manufacturing sector, service sector, public sector or not-for-profit sector.  The evaluation should be written up in the form of a case study with an oral presentation to an assessment panel. Participants will need to enlist the support of a senior workplace mentor who can help access the required information.

Management Consultancy Project

This module complements other modules in the programme by giving students an opportunity to put their new knowledge into practice through a consultancy project. The project will be selected in conjunction with a health/social care organisation and consist of an in-depth analysis of an area of concern identified by the organisation. The consultancy report will include a critical literature review with the results of the research presented to a panel of academic staff with input by the sponsoring organisation. The presentation will be supported by a written report.

Teaching and Learning Activities

Teaching is primarily through a combination of lectures, seminars and interactive workshops allowing an opportunity to discuss and develop understanding in small groups.

Mode of Delivery

The Integrated Masters in Business Management leading to the qualification of Master in Science (MSci) in Business Management is delivered through a full-time of formal lectures, workshops and seminars.

Assessment

Assessment is both formative and summative and is designed to encourage deep rather than superficial learning. Coursework is used throughout the programme with knowledge and understanding tested through essays, reports, presentations and case studies. Assessment of cognitive and intellectual skills occur through coursework and the use of case studies. The production of coherent written or oral responses to problems or tasks will demonstrate that key intellectual processes have been understood.

Post Qualification

After completing the qualification student can progress with leadership roles with exciting career paths in diverse business and management areas. Some other specific roles within this include: Management Analyst, International Business Consultant, Business Development Officer, Import/Export Consultant. After completing the qualifications, students can continue their studies further as PhDscholars.

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