BA (Hons) Business Management

Choose this Business Management degree with outstanding business links and valuable work placements.

Course detail

Start Date

September

Duration

4 years

Award Title

BA (Hons)

UCAS Code

N200

Why Study Abertay's BA (Hons) Business Management?

Overview

What are the business challenges presented by shifting markets, ever-changing business models and emerging technologies? Which management skills do you need to deliver a high-level financially and sustainable organisational performance? 

You will learn how businesses work by choosing this fascinating degree designed to give your career a head start. We teach you how to thrive in today’s fast-paced global economy. 

By using our outstanding industry links, you will find out how businesses really operate through expert guest speakers, projects tackling real life business problems, work placements and offsite visits. By going beyond the classroom and working on extra-curricular activities such as the IBM international Business Challenge, you’ll gain a deeper understanding of the complexities of business life.

Why study this course here

  • UK University of the Year 2021 - Teaching Quality (The Times/ Sunday Times Good University Guide)
  • UK Top 10 - Student Satisfaction & Teaching (Guardian Good University Guide 2021)
  • UK Top 10 Student Satisfaction (National Student Survey 2020)

We put employability at the forefront by focusing on current themes in business management. You will develop the knowledge and transferrable skills required to become a professional manager in a digital environment.

So whether your ambition is to start your own business or work within an organisation, your skills will be relevant all over the world.

Always-On Online Open Day

We aim to immerse you in student life here at Abertay and give you a true feel for our courses and our amazing academic community.

Experience our Always-On Open Day anytime for a mix of:

  • Subject and course presentations and videos.

  • Campus tours, info on applying, funding, student support and accommodation.

  • What the city of Dundee is like to live in.

Take time to soak it all in.

SEE ONLINE OPEN DAY

 

An Abertay Student on a yellow coloured background

How the Course Works

It’s flexible

Tailor what you study to suit your own interests and career aspirations. This degree is part of a larger portfolio of 12 courses covering business, accounting and marketing.  

The first two years covers a common curriculum including the basics of business, accounting, and marketing meaning there’s the flexibility to swap between all of or some of the courses depending when you join.

The course options within the Business Management stream are:

Joining us in Year 1:  You can choose to specialise within business management, add one of the  extra subjects above to it, or even move to a marketing or accounting course in year 2. In year 3 you can still move within any of the courses in the Business Management stream.

Joining us in Year 2 or 3: You can transfer within the Business Management stream at the start of both years, except for Business Management with Law.

Shape your own learning journey

Our academics will provide advice and full support about transferring, and help you choose your modules as you progress through the years. 

Your chosen specialism will be reflected in your degree title e.g. BA (Hons) Business Management with Analytics - or if you choose not to specialise, you will graduate in BA (Hons) Business Management.

Transfering between the courses is straightforward, so only apply for one of them.

Learning and Assessment

You’ll be assessed via a combination of methods:

  • Portfolio projects
  • Presentations
  • Examinations
  • Group work
  • Simulations
  • Work assessments.

We also have international partner institutions, from the US to Asia, and all stops in between, where you can study in English for a term or a year. This is an excellent opportunity to boost your CV, as it shows your willingness to experience different cultures and methods of working.

Compete in real world business challenges

Students are asked to come up with solutions to real business problems set by organisations from a range of business sectors, including food and drink, banking, textiles, and telecoms.

Working in small teams, students have to apply their studies to practical problems currently being faced by those businesses, before pitching their solution back to the company. 

Take part in entrepreneurial initiatives

In addition to developing solutions to live business problems, in many of your modules you'll be encouraged to take part in entrepreneurial initiatives to gain additional experience of group working and industry exposure. This is also a great opportunity to work with students from other programmes of study.

Classroom environment - lecturer standing - students sitting listening

Identify a social/economic challenge

Entrepreneurial Brains Made on Campus (EBMC)

In association with Stuttgart Media University in Germany, students are tasked with identifying a social or economic challenge and finding a solution which they then present back to former students and industry professionals. The top teams are invited to Germany to participate in the final.

Compete in a social enterprise challenge

Sponsored by IBM, this UK-wide initiative sees our students competing against other UK universities in hope of winning recognition for the best solution to a social enterprise challenge through simulation activities. We've had five teams in the final over the past nine years!

Male standing talking in front of a projector screen

About Your Modules

The module information featured is intended as an example only, describing the modules our students are taking this year. Modules are reviewed annually and may be subject to change. If you receive an offer to study with us we will send you a Programme document  that sets out exactly which modules you can expect to take as part of your Abertay University degree programme. Please see Terms and Conditions for more information.

Modules

Year 1 Core Modules

You must study and pass all four core modules

Brief description

Introduction to the disciplines of financial and management accounting.

Indicative content:

  • Introduction to financial accounting & management accounting: Accounting theory and practice; Different branches of accounting; Differences between financial and management accounting.
  • Different types of business organisation: The key concepts in financial accounting and the regulatory framework of financial accounting.
  • Basic financial accounting practice: Production of income statement and balance sheet for a sole trader including basic adjustments; Financial ratios.
  • Cost behaviour and measuring operational performance: Classification of costs and revenues and understanding implications of cost behaviour; Using marginal costing to support short-term decision-making; Measuring relevant costs and revenues for decision-making; Limiting factors, close-down, make or buy and other short-term decision; CVP analysis for a single product.
  • Information for planning, control and decision-making: The budgeting process; Preparation of cash budgets; Behavioural aspects of budgeting; Sources of management information.
  • Study techniques: Revising for exams.

Brief description

Introduction to the key theories, concepts and functions of management.

Indicative content:

  • Organisational structure and work design: Organisational structure, division of labour, job design.
  • Management theories: Evolution of management theories including, classical, motivational, systems, quality movement, knowledge management.
  • Leadership theories: Foundation of leadership including trait, behavioural and situational theories.
  • Management in practice: Managers’ roles and competencies, management functions – planning, leading, organising, controlling.

Brief description

Introduction to the management of people and ideas and how different theories and practices can be used to enhance individual and organisational performance.

Indicative content:

  • Management in context: Organisations as social and economic entities; The influence of social and economic factors on individual and organisational performance; The impact of material and time scarcity on performance.
  • People management: Selection; Motivation; Employees development; Teamwork; Stress; Workplace diversity and equal opportunity; Unconscious bias; Ethical leadership.
  • Ideas management: Creating climate for creativity and innovation; Knowledge sharing networks; Knowledge management.
  • Using research in management practice: Employee opinion survey; Research design; Use of research findings in managerial decision making.

Brief description

Analysis of microeconomic structures and market failures and an introduction to macroeconomic indicators and macroeconomic theory.

Indicative content

  • Demand-supply analysis: Product pricing decisions; Elasticity of demand; Demand forecasting; Cost estimation and forecasting; Input markets ; Labour markets and wages; Commodity markets and prices.
  • Market structure and potential failure: Perfect competition, oligopoly, and monopoly. Deadweight loss and policies to limit excessive market power.
  • The macroeconomic environment: Macroeconomic conditions and indicators; Macroeconomic Theory and policy; Policy impact assessment; Exchange rate and business.
  • Strategic business decisions: Globalisation: Market entry and exporting decisions; Political risks; Theories of FDI; Outsourcing decisions. Vertical Integration. Diversification decisions. Application to business plans.

Years 1 Option Modules

You must study and pass one option module from Term 1 and one option module from Term 2.  

Brief description

The fundamentals of contemporary marketing theory and practice.

Indicative content:

  • Making sense of marketing: The nature of marketing within the contemporary environment.The digital transformation of the marketing function.
  • The marketing environment: Methods of evaluating the marketing environment including the use of digital tools and market research. The importance of customers, competitors and other stakeholders in the marketing environment to business performance. 
  • The marketing mix: The evolution of the marketing mix and the informed alignment of the elements of the mix to support organisational goals and objectives. 
  • Managing the marketing practice: The influences and issues involved in making marketing decisions e.g. globalisation, sustainability and understanding the customer.

Brief description

Introduction to the human resource management function within organisations

Indicative content

  • Personnel management to human resource management - a historical perspective: The origins of personnel management, emergence of HRM, hard and soft HRM.
  • The role of line managers and HRM practitioners: The range and scope of HR activities, distinction between operational and strategic HR activities, the role of the line manager in HR activities.
  • Employee resourcing: Human resource planning; pre recruitment activities, recruitment, selection, employer branding.
  • Employee development: Talent planning; training and development methods, designing learning and development, induction.
  • Employee relations: Control, power and authority in the employment relationship, HRM and employee relations, employee voice, employee participation.
  • Employee reward: Forms of reward, management of reward, reward systems, base pay. incremental pay schemes, contingency pay.
  • Performance management: measuring performance, performance appraisal, dealing with poor performance.

Brief description

Introduction to the nature and sources of law in Scotland.

Indicative content:

  • The origin and nature of law: Theories on the origin and nature of law. Law and other systems of rules. Distinguishing the Civil and Common Law systems. The emergence of Scots Law.
  • Fundamental legal concepts: The nature of obligations, legal rights and legal duties. The nature and concepts of Constitutions, separation of powers and the rule of law. Jurisdiction.
  • Sources of law: Institutional writers, legal treatises and authoritative writings. Custom. Roman Law. Legislation. Case law. Investigating and comparing paper and electronic sources.
  • The system for making and amending law: The legislative process in Scotland, the UK and the EU.
  • The system for interpreting and applying the law: The role of lawyers and the nature of legal services. The role of Judges and Courts. The Civil and Criminal Court system of Scotland. The Court system in the UK and EU. Hierarchy and precedent. Role of Tribunals.
  • Legislative interpretation: The approaches to interpreting legislation in the UK, Scotland and the EU. Rules of interpretation.
  • Case law interpretation: How and why cases are reported. Locating sources. The doctrine of Precedent. Ratio decidendi and obiter dicta. Distinguishing cases. Comparing Scottish, English and EU cases.
  • Construction and communication of legal argument: The nature of legal researching. How to research a legal issue. Developing a legal opinion or argument. Presentation technique. The conventions of legal writing. Citation, abbreviations, terminology.
  • Introduction to library-based information services and research skills: Layout of the library; library resources; Virtual library and catalogue; Virtual library information service; recording and citing sources; using IT applications.
  • Choosing and using specialist sources of information: Specialist sources of information for professional practice (Westlaw, LexisNexis, Pebble+); abstracting and indexing services; press reports; information services outwith the library (electronic journals, internet). Referencing; the conventions of legal writing, citation, abbreviations, terminology.

Brief description

Develop a range of skills, knowledge and techniques within the natural, technological and social sciences that are relevant to the study of environmental sustainability and concurrently, life in the twenty-first century. 

Indicative content

  • The Challenge of Sustainable Development: Problems associated with life in the 21st Century and the relationship to scientific provisionalism and uncertainty are discussed.
  • The Genesis of Sustainable Development Concept: Developments associated with the Club of Rome are outlined while Limits to Growth and the Tragedy of the Commons are discussed.
  • Evolution of Sustainable Development: The Reo Summit and Suitability, and Policy Developments thereof will be discussed.
  • Mainstreaming Sustainability: Sustainability and Mitigation, Adaptation and Resilience, as individual and social concerns, will be evaluated. And their role in transformation will be discussed.
  • Communicating Sustainability: Human well-being, Environmental Justice, Environmental Policy and the practicalities of Sustainability in Scotland are discussed.
  • Sustainable Development in Practice: Community Empowerment associated with Land Reform. Energy Production and Food Production in Tayside..
  • Ethics and Sustainability Policy: Active citizenship and Globalisation.
  • Innovating Locally, Transforming Globally: Transformations that are required to embrace Sustainability.
  • Active Relationship for Sustainable Futures: Thinking Globally, acting locally.

Brief description

Social, managerial, economic, political and technical challenges and opportunities associated with emerging renewable energy innovation, production, supply and consumption.

Indicative content

  • Renewable Energy Nontechnical Challenges and Opportunities: Social and political challenges and opportunities of renewable energy production supply and consumption. Economic and environmental challenges of renewable energy production supply and consumption. Strategic and managerial challenges of renewable energy production supply and consumption.
  • Renewable Energy Technological Challenges and Opportunities:. Geotechnical and Geophysical information. Technical limitations and challenges of energy distribution systems and energy storage. Current technological development trend, collaborative innovation in renewable energy.

Brief description

Introduction to tax.

Indicative content

  • Introduction to taxation: General introduction to UK tax system; Administration of tax system; Tax evasion; Tax avoidance; HMRC Charter; Introduction to Income tax.
  • Sources of income: Basis of assessment and allowable expenditure; Capital expenditure; Personal allowances and reliefs; Income and losses arising from property; Employee’s liability for National Insurance contributions.
  • Income from employment: Basis of assessment; Employment income; Non-taxable employment income; Deductible expenses; Administration of the Pay As you Earn (PAYE) system; Benefit-in-kind.
  • Income from self-employment: The calculation of trading profits; Disallowed and allowable expenditure; Trading income allowance ; Basis periods for trading income; Commencement of trade; Cessation of trade; Change of accounting date; Capital allowances; Trading losses and relief; partnerships.

Brief description

Skills and knowledge required to manage the finance of an event.

Indicative content

  • Sources of funding: Determining where funding will come from for your event; funding policies; funding applications to external sponsors; convincing sponsors of the benefits of funding your event.
  • Budgeting and breakeven: Understanding the types of costs involved in the project;  Preparing a simple budget and analysing a complex (pre-prepared) budget; Creating a break-even analysis.
  • Controlling finances: Pre-event controls, operational controls, post control mechanisms..

Brief description

The importance of digital technology in the marketing function in today’s organisation. 

Indicative content: 

  • Introduction to digital marketing: Discussing the impact of digital transformation on the marketing function. Creating digital strategies that are integrated within the wider marketing strategy and support the organisational goals and objectives.
  • Understanding the digital marketing environment: Examining the internal and external facets of the digital environment that the company operates within including competitors, the digital consumer and the wider digital landscape.
  • The planning process: Exploring the models and methods of planning your digital strategies based on audit data, social listening and company objectives. 
  • Media and tools planning : Selecting the appropriate tools and media to use to support the implementation of the digital marketing strategy.

Year 2 Core Modules

You must study and pass all three core modules

Brief description

Business Analytics is generally thought to comprise three broad categories: descriptive analytics, predictive analytics, and prescriptive analytics. You need no prior higher education experience in statistics.

Indicative content

  • Descriptive statistics: Descriptive statistics to summarize data. Modifying data using Excel, measures of location, measures of variability, measures of association between two variables and data cleansing.
  • Data visualisation: The most common forms of visualising data and when each form is appropriate. The human mind can process visual images such as charts much faster than it can interpret rows of numbers.
  • Probability - modelling uncertainty: Basic relationships of probability, conditional probability, random variables and probability distributions.
  • Descriptive data mining: Cluster analysis, association rules and text mining.
  • Statistical inference: Sample selection, point estimation, sampling distributions, interval estimation, hypothesis tests.
  • Simple linear regression: The least squares method and the fit of the model.
  • Multiple linear regression: Extension of the simple linear regression model to incorporate multiple independent variables. Statistical inference in regressions, categorical independent variables, model fitting and prediction using regression models.
  • Time series analysis and forecasting: Time series patterns, forecast accuracy, moving averages and using regression analysis for forecasting.

Brief description

The tools and techniques associated with managing projects. Carry out an investigation into a project failure and recommend alternative actions which could have been taken.

Indicative content

  • Project management and project teams
    Intepreting project specifications and objectives, and the requirements of project stakeholders; Key project challenges for individuals and groups: reviewing the key priorities of time and project management; Understanding the role of a project leader; Understanding team work and how effective teams function; Creating and contributing to effective project teams; Managing teams through project delivery; maintaining goal focus, and managing problems
  • Project analysis and planning: Analysing project requirements and sub-tasks. Estimating timelines; deadlines and milestones and activity durations. Constructing a project schedule. Resourcing projects. Allocating and smoothing resources. Using Gantt charts to allocate and monitor resource allocation. Project management tools. Using project management software.
  • Managing projects: Dealing with project risk. Evaluating the probability and potential impact of risk; contingency planning for risk management; project tracking and revision to completion. Evaluating project delivery and management: Analysing the effectiveness of project management processes and the impact of project delivery and non-delivery.
  • Project management methodologies: The use of project management methodologies such as Prince2 and SCRUM.

Brief description

Introduction to research methods for real world research.

Indicative content

  • Introduction to research: Explaining the nature and purpose of research; Classifying the different types of research (quantitative qualitative, mixed methods) and how they map within the different philosophical paradigms (positivism, interpretivism, pragmatism).
  • Dealing with practical Issues: Identifying the main stages in the research process; Identifying/generating a research topic and setting research objectives; Developing a research strategy; Identifying ethical issues in conducting research.
  • Searching and reviewing the literature: Explaining the purposes of a literature review and defining the main steps in conducting it; Searching, evaluating, organizing and synthesizing relevant literature.
  • Data collection and analysis: Approaches to qualitative and quantitative data collection; Data collection using a mixed-methods design.
  • Writing a research proposal: Purpose and structure of a research proposal.
  • Descriptive statistics: Summarisng and visualising data sets; Exploring the relationships between variables.
  • Inferential statistics: Hypothesis testing; Selected hypothesis tests.

Year 2 Option Modules

You must study and pass two option modules of your choosing from Term 1. From Term 2 you can choose either the Law module (LAW251) OR two of the others.

Brief description

Different forms of taxation and calculations. 

Indicative content

  • Pension contributions: Registered pension schemes: Tax relief for contributions  by scheme members; Tax relief for contributions  by employers; Annual allowance charge; Lifetime allowance charge.
  • Chargeable gains for individuals: Introduction to capital gains tax; Calculation of capital gains/losses and liabilities arising on disposals; basis of assessment; Rates of CGT; Administration of CGT; Chattels and wasting assets; Gains and losses on the disposal of shares and securities; CGT reliefs.
  • Corporation tax and corporate groups: Introduction to corporation tax; Scope of corporation tax; Accounting periods; Taxable total profits; Trading income; Corporate chargeable gains; Computation and payment of  the corporation tax liability; Corporation tax losses; Close companies and investment companies; consortia; Groups of companies and reconstructions. 
  • Value added tax: Principles; Taxable persons and supplies; exemptions, zero rated, partly exempt businesses; Registration and Deregistration; Accounting for VAT; Administration of VAT.
  • Inheritance tax: Chargeable transfers of value; The use of exemptions in deferring and minimising inheritance tax liabilities; Inheritance tax payable on chargeable lifetime transfers; Inheritance tax payable on death; Valuation; Business property relief; Agricultural property relief; Administration of Inheritance tax.
  • Overseas taxation: Residence and domicile; Double taxation relief ; Diverted profits tax ;controlled foreign companies; Overseas aspects of personal and corporate taxation.

Brief description

The way in which people's lives are inter-twined with the `digital revolution from a sociological perspective.

Indicative content

  • Everyday digital life: The sociological significance of the incorporation of digital technology within everyday practices. Examples of such practices include: shopping and consumption, education, and games and entertainment.
  • The digital self: The use and impact of digital technology on the ways in which online identities are fashioned, primarily through the use of social media.
  • Contemporary issues: Controversial and/or contemporary issues such as: the use/abuse of 'big data', bots and the Turing Test, higher education and the 'University of Google', trust and reputation online, data-mapped selves.

Brief description

Human resource management theory and practice.


Indicative content

  • Introduction to HRM: Theoretical perspectives to HRM; practical approaches to HRM.
  • Context and HRM: National, international, occupational, organisational and individual contexts of HRM in theory and in practice.
  • Strategic HRM: Introduction to strategic human resource management; ‘best fit’ and ‘best practice’ approaches.
  • HRM, work and wellbeing: Fair work; dignity at work; mental health and stress at work; the benefits and challenges of flexibility.
  • HRM, equality and diversity: Inequalities in the labour market and in the workplace; managing diverse workforce.
  • Managing conflict in the workplace: Conflict in the employment relationship; misbehaviour, discipline and grievance procedures; bullying and harassment; disputes.
  • Contemporary HRM trends and future challenges: Continuity and change in work and employment; gig economy; (ir)responsible HRM.

BMT214 People Planet Profit

 

Brief description

The fundamental areas of civil law.and an understanding of the 'legal system' in general. 

Indicative content

  • Legal systems: The nature of law; the distinction between civil and criminal law;sources of law; the structure of the courts; impact of EU law on Scots law.
  • Contract: Nature and formation; essential features and validity; terms of the contract; breach of contract; extinction of contractual obligations.
  • Delict: Nature of delict; culpa and negligence; strict and vicarious liability; Consumer Protection Act 1987; defences to an action in delict.
  • Employment law and business organisations: Nature of employment and contractual relationship; unfair and wrongful dismissal; health and safety in the workplace. Business Organisations and legal framework - Law of Agency, Partnerships and Company law.

Brief description

Develop a range of skills, knowledge and techniques within the natural, technological and social sciences that are relevant to the study of environmental sustainability and concurrently, life in the twenty-first century. 

Indicative content

  • The Challenge of Sustainable Development: Problems associated with life in the 21st Century and the relationship to scientific provisionalism and uncertainty are discussed.
  • The Genesis of Sustainable Development Concept: Developments associated with the Club of Rome are outlined while Limits to Growth and the Tragedy of the Commons are discussed.
  • Evolution of Sustainable Development: The Reo Summit and Suitability, and Policy Developments thereof will be discussed.
  • Mainstreaming Sustainability: Sustainability and Mitigation, Adaptation and Resilience, as individual and social concerns, will be evaluated. And their role in transformation will be discussed.
  • Communicating Sustainability: Human well-being, Environmental Justice, Environmental Policy and the practicalities of Sustainability in Scotland are discussed.
  • Sustainable Development in Practice: Community Empowerment associated with Land Reform. Energy Production and Food Production in Tayside..
  • Ethics and Sustainability Policy: Active citizenship and Globalisation.
  • Innovating Locally, Transforming Globally: Transformations that are required to embrace Sustainability.
  • Active Relationship for Sustainable Futures: Thinking Globally, acting locally.

Brief description

Social, managerial, economic, political and technical challenges and opportunities associated with emerging renewable energy innovation, production, supply and consumption.

Indicative content

  • Renewable Energy Nontechnical Challenges and Opportunities: Social and political challenges and opportunities of renewable energy production supply and consumption. Economic and environmental challenges of renewable energy production supply and consumption. Strategic and managerial challenges of renewable energy production supply and consumption.
  • Renewable Energy Technological Challenges and Opportunities:. Geotechnical and Geophysical information. Technical limitations and challenges of energy distribution systems and energy storage. Current technological development trend, collaborative innovation in renewable energy.

Brief description

Introduction to tax.

Indicative content

  • Introduction to taxation: General introduction to UK tax system; Administration of tax system; Tax evasion; Tax avoidance; HMRC Charter; Introduction to Income tax.
  • Sources of income: Basis of assessment and allowable expenditure; Capital expenditure; Personal allowances and reliefs; Income and losses arising from property; Employee’s liability for National Insurance contributions.
  • Income from employment: Basis of assessment; Employment income; Non-taxable employment income; Deductible expenses; Administration of the Pay As you Earn (PAYE) system; Benefit-in-kind.
  • Income from self-employment: The calculation of trading profits; Disallowed and allowable expenditure; Trading income allowance ; Basis periods for trading income; Commencement of trade; Cessation of trade; Change of accounting date; Capital allowances; Trading losses and relief; partnerships.

Brief description

Skills and knowledge required to manage the finance of an event.

Indicative content

  • Sources of funding: Determining where funding will come from for your event; funding policies; funding applications to external sponsors; convincing sponsors of the benefits of funding your event.
  • Budgeting and breakeven: Understanding the types of costs involved in the project;  Preparing a simple budget and analysing a complex (pre-prepared) budget; Creating a break-even analysis.
  • Controlling finances: Pre-event controls, operational controls, post control mechanisms.

Brief description

The impact of festivals and events on their host communities.

Indicative Content

  • Introduction: The theoretical background: Basic concepts, ideas, principles of festivals, events and communities; Forces-Stressors-State-Impact-Response (FPSIR) model)
  • Types of events: Local community events to mega and online events
  • Impact of events: Nature of impacts, impact assessments; Economic, social, environmental, tourism, political, psychological
  • Future of events: Introduction to the future, industry perception of events future; future trends and issues. Live streaming.
  • Stakeholders: Stakeholder theory Corporate Social Responsibility theory, 
  • Case studies in events.

Brief description

The importance of digital technology in the marketing function in today’s organisation. 

Indicative content: 

  • Introduction to digital marketing: Discussing the impact of digital transformation on the marketing function. Creating digital strategies that are integrated within the wider marketing strategy and support the organisational goals and objectives.
  • Understanding the digital marketing environment: Examining the internal and external facets of the digital environment that the company operates within including competitors, the digital consumer and the wider digital landscape.
  • The planning process: Exploring the models and methods of planning your digital strategies based on audit data, social listening and company objectives. 
  • Media and tools planning: Selecting the appropriate tools and media to use to support the implementation of the digital marketing strategy.

Year 3 Core Modules

You must study and pass all three core modules.

Brief description

How companies can improve their competitiveness by using digital solutions.Exploiting technology to transform service delivery through Internet portals, intra-corporate connected environments, social networks. Transforming internal processes and ways of working with partners are strategic issues considered by most organisations, both large and small. 

Indicative content

  • Meaning and scope of e-business and e-commerce: Introduction and overview: current trends and issues. The evolution of e-business.
  • Analysis of firm's external environment: The macro-environment and implications for e-business ventures. Defining industry, segments and target markets for e-business.
  • Analysis of firm's internal environment: The meaning of core competence in e-business; the four virtual spaces of the ICDT framework for interaction with customers; the meaning of the company's value chain and value network.
  • Foundations of value creation in e-business: Understanding of what the value is and elements that contribute to value creation; the value grid and levers of e-value creation.
  • Dealing with disruptive innovations in e-business: Successful imitation and the barriers to imitation; how companies can assess the threat of a disruptive innovation; the ways to deal with a disruptive innovation in e- business. The trade-off between richness and reach in e-business; customer relationship management in the digital context; the concept of mass-customisation.Business models and revenue models in digital business; Digital transformation: a blend of digital technology, people, innovation and creativity; Doing digital (i.e. tactical solutions) vs being digital (i.e. strategic solutions); Implementation by creating a competitive advantage; Protecting digital business from imitation.

Brief description

The societal and political pressures organisations face to rapidly reach achieve zero carbon emissions. Develop the skills needed to evaluate an organisation's current environmental impact and create and implement a new strategy to reduce this impact. 

Indicative content

  • Examine why environmental stewardship is important for any business to pursue, and why that importance will likely grow stronger in the future.
  • Methods for evaluating an organisations current environmental impact
  • Defining initiatives that fill gaps between the current state and the future vision and constructing a roadmap for achieving the vision.
  • To introduce and explain business process transformation methodologies, with supporting technology and tools, that focus on increasing operational efficiency and reducing waste. E.g. IBM’s Green Sigma methodology.
  • Frameworks for developing and implementing a green strategy, and illustrate the benefits many organisations have realised in each strategic area.

Brief description

The challenges facing contemporary business organisations in an operating context in which they are expected not only to demonstrate an economic contribution and shareholder value, but increasingly, to do so in a manner that reflects the interests of a range of stakeholder groups and being sustainable.

Indicative Content

  • The changing context of business: The changing nature of organisations: from industrial to post-industrial society; globalisation structures, processes and arguments; 
  • Sustainable business practice: Corporate social responsibility and The Business and Society Relationship; Corporate Citizenship: Social Responsibility, Responsiveness, and Business Performance 
  • Employee well being at work: Employees as stakeholders: issues relating to privacy, safety and employee well-being 
  • The role of third sector organisations; Social and economic exclusion and business; understanding the conditions of inequality and social exclusion; factors influencing social mobility, The social contribution of third sector organisations
  • Corporate social responsibility:  Public Policy and governance: public and third sector 

Year 3 Option Modules

You must study and pass one option module of your choosing from Term 1 and two from Term 2.

Brief description

The role of relationship building and customer experience management to business performance. 

Indicative content

  • Defining the nature of customer relationship management: The use of data and insights to drive the strategic, operational and analytical aspects of relationship management. Aligning customer relationships with organisational visions and objectives. 
  • Understanding customer relationships: Understanding the benefit of relationships to customers and to organisations. The use of technology to evaluate the customer lifecycle, develop customer loyalty and enhance the value of the customer relationship. 
  • Customer portfolio management: The process of using data and insight to support segmenting, targeting and profiling customers andw to analyse the value of the various segments and provide them with tailored, relevant acquisition or retention strategies. 
  • Customer experience management: Using various digital tools to support the delivery of customer-experienced value. Exploring how value of a customer experience is determined and by whom.  The difference between customer experience management and customer relationship management.

Brief description

The theory of policy development and its effects on organisations and vice versa. 

Indicative content

  • What is public policy: The process by which governments translate their political vision and ideologies into programmes and actions to deliver outcomes and desired changes in the real world. 
  • The policy process: The foundations, importance and goals of public policy. The stages of the policy cycle and the political factors that influence them.
  • Theories of power and the policy process: Apply the theory such as, Rational Actor Theory and Institutional theory to real-world policy case studies. 
  • How organisations shape and impact on policy: How organisations and industry representatives such as lobbyists can inform, persuade, pressure and influence governments, policy makers and public policy to help serve their interests. 
  • Public policy and the operation of organisations: How public policies and government influence markets for sustainable businesses; Why public policy is important to sustainable business and business more generally; Key influencers and the impacts of relationship of public policy and why public policymaking does not always serve the public interest.

Brief description

The effective mobilisation of a workforce and how organisations can only function if they are able to assemble together individuals and teams of people with the necessary skills, attitudes and experience to meet their objectives. 

Indicative content

  • Introduction - The theoretical background: Employment Markets and Regulations. Resourcing Strategy. The Future of Work. Fairness and Diversity.
  • The context of employee resourcing: Introduction; people and work; Global employment markets and regulation. The Fu.ture of work. Fairness and Diversity 
  • Human resource/Talent planning: The meaning, purpose and importance of long and short term talent planning and succession planning; building long term organisational performance.
  • Job analysis - producing a job description: The meaning and importance of job analysis and role analysis; methods of conducting a job and role analysis and competency framework; job descriptions; person specifications.
  • Recruitment - attracting the right people: The recruitment process: defining requirements; attracting applicants; sending and receiving information; making contacts. Recruitment methods: Advertising; the use of the internet and social media; Application forms and CVs; Internal and external recruitment.
  • Selection - choosing the right people: The selection process; sifting applications; shortlisting candidates; interviewing and other methods; Making an offer.
  • Employee retention: Employer branding; Induction; Talent management strategies.
  • The management of retirement, redundancy and dismissal practices: Retirement. Dismissals. Redundancy.

Brief description

Spend a specified time in a business environment working in an area related to your programme.

Indicative content

  • Placement preparation
  • Placement briefing: Responsibilities of all parties involved; expectations; professional conduct. of placement; requirements of professional conduct.
  • Experiential learning: Supervised Placement carried out 1 day per week for 10 weeks(preferred structure)or 10 day block; feedback; employer assessment, student reflection on performance while on placement.
  • Placement check: Discussions will take place between the placement tutor, student and employer to ensure satisfactory progress is being made.
  • Placement presentation: Prepare a Poster presentation focused on your placement learning and employability skills development, and on learning through experience to peers and employers.
  • Business investigation/Business project: Research within the placement organisation, a business/management issue, or participate in a workplace project and report on the findings/outcomes.

Brief description

Gain a theoretical and evidence basis for decision-making in marketing communications and creative design. Learm to  create, design, analyse, evaluate, provide recommendations for and plan marketing communications. 

Indicative content

  • Marketing communications theories.
  • Planning effective marketing communication campaigns: context analysis, objectives, marketing communications strategy, creative strategy, marketing communications mix, channel selection, budget and scheduling, evaluation.
  • Developing the creative message: Creative design principles and developing marketing communication materials.
  • The marketing communications mix: Advertising, Public Relations, Sales promotion, Personal Selling, Direct Marketing.
  • Digital marketing communications & digital channels
  • Integrated marketing communications.
  • Responsible marketing communications: societal effects and ethics of marketing communications; legal responsibilities.
  • Psychological perspectives on marketing communications.

Brief description

The skills and knowledge needed to launch a small business successfully. Acquire the personal and professional skills needed in order to develop a professional career and/or to succeed as entrepreneurs in Small and Medium sized Enterprises (SMEs).

Indicative content

  • An introduction to entrepreneurship and an analysis of the skills and qualities associated with successful entrepreneurs.
  • Generating successful business ideas.
  • Environmental scanning.
  • Developing a credible business plan that includes evaluating business ideas. Assessing risk and uncertainty; identifying potential customers, markets and market segments; assessing operations, USP and competition; price vs quality and profits.
  • Presenting the business idea.

Brief description

Current thinking on the effects of globalisation and culture on management practice and how national cultures shape the processes of employee development and organisational performance.

Indicative content

  • Introduction: The theoretical background: The meaning and importance of managing across− cultures, perceptions and models of culture and cultural differences in organisation theory and management studies. The context and dimensions of managing across cultures, convergence and divergence theories, and classification of the different approaches to managing in different countries.
  • Managing in the Anglo−Saxon countries: Analysing the Anglo-Saxon approach to management; Managing in the USA and the UK
  • Managing in Asian countries: Effects of Confucianism, Communism and economic dynamism on management and organisation in East Asia countries; Managing in China, Japan and South Korea.
  • Managing in Western European countries: Analysing the Francophone, the Germanic and other European models of management. The impact of the EU integration and expansion on employment and labour markets. Managing in France and Germany.
  • Managing in Less Developed countries: From colonialism to dependency: the impact of international trade, transfer of knowledge and technology, ideologies and religious beliefs on management (mismanagement) and organisation in less developed countries. Managing in selected African and Middle−Eastern countries.
  • Contemporary issues of cross−cultural management: Global ethics and global labour markets: Gender, race, disability and age concerns. International organizations' responses to changing demographics; International organisations' responses to skills shortages. International approaches to managing diversity; and the use of IT in International HRM.

Brief description

How the complexities, dynamics and uncertainties of the contemporary business environment impacts on the organisation of work and the contemporary employment relationship. .

Indicative content:

  • The future working context: The changing context of work, post bureaucratic society, Millennial, and high performance work contexts.
  • The new employment relationship and new forms of control: Flexible work and the precariat, The changing nature of capital - emotional and aesthetic labour; The psychological contract.
  • Conflict in the workplace: The changing nature of power and politics in organisational decision-making and management practice. The changing nature of contemporary employee relations; organisational misbehaviour and counter-productive work behaviours. 
  • Human capital development: The learning organisation and organisational learning, technology mediated work processes, talent sourcing and human capability and knowledge management; career planning and development, rewards and recognition.
  • Outcomes: Learning from high performance organisations; Engaging employees, employee engagement and discretionary effort; building organisational resilience.

Year 4 Core Modules

You must study and pass all three core modules

Brief description

Prepare for graduate recruitment by ensuring you have the professional skills required in the workplace.

Indicative content

  • Analysing the job market: Determining the type of job you would like to move into. Thinking about sectors and finding out what employers want. 
  • Skills audit: Undertaking a skills audit. 
  • Preparing for work: Understanding the trends in your chosen field of employment and employers’ requirements for staff. 
  • Topic specific activity: Options for study of different skills and knowledge.

Brief description

The main concepts, approaches and tools of strategic management in the contemporary business environment. The fundamentals of operations management, such as the supply network, inventory management, and the use of technology in operations processes. 

Indicative content

  • Operations management in its organisational context: The operations function within the organisation and its relationship with other functional areas; The role of the operations manager.
  • Performance Objectives, Operations Strategy and Operations Design: Measuring operations performance, operations strategy, different types of strategies, formulation of operations strategy, product and service innovation, Types of Innovation, stages of product and service innovation, 4Vs.
  •  Capacity Management: Demand v. production, models of capacity planning, measuring capacity (utilisation and efficiency calculations).
  • Inventory Management: Why hold stock? Costs of inventory, ABC analysis, economic order quantity, inventory management strategies.
  • Technology in Operations processes: E-supply chain, IT application in supply chain system, enterprise resource planning, technology strategies.
  • Supply Chain Management: The supply network; designing the supply chain (make or buy); supply chain stages; uncertainly and risk factors, purchasing and supply, materials and distribution management, logistics, balancing flow within a supply chain, managing bottlenecks and restrictions. Supply chain measures, six sigma, strategic alliances and collaborative partnerships, characteristics of supply chains in the contemporary global economy.
  • Outsourcing: Make or buy decisions in sourcing strategy; supplier selection; outsourcing supply chain management; co- ordinating supply and managing supplier relationships & partnerships, supply chain risks management.
  • The customer interface: Meeting customer requirements, forecasting demand, lean operations and JIT, lean principles, reducing waste.
  • Strategy and the organisation: Strategic analysis; strategic thinking; levels of strategy.
  • Strategy context: Industry analysis: turbulences and dynamics. Porter’s five forces.
  • Business level strategy: Business level strategy and sources of competitive advantage.
  • Corporate level strategy: Generic strategies; hybrid strategy; value chains.

Brief description

Undertake some practical research in response to a current business need of a real company and produce a suitable management report with recommendations.

Indicative content

  • Analysing a problem: Using different analysis techniques such as data flow diagrams, entity relationship modelling and process mapping, examine problems to better understand the current position of the business.
  • Innovation and innovation techniques: Using different creativity and innovation tools to help find solutions to business problems.
  • Innovation for global growth (IGG): Work with multiple organisations - public, private and third sector, on a challenge they currently face. This will provide a scoping opportunity for the problem and a chance to test possible solutions. Prior to this event discussions on professional behaviour and communication will take place.
  • Developing and presenting the solution: Take the solutions identified during IGG and further investigate their suitability. Develop one or more solution to provide an implementation plan for the organisation.

Year 4 Option Modules

You must study and pass one option module of your choosing from Term 1 and two from Term 2. 

Brief description

A combination of theory and practice to examine organisational change and transformation in times of uncertainty.

Indicative content

  • Analysing change contexts and drivers: The change context: globalisation, technology, and changing market dynamics; change management and sustainability
  • Theories of change and approaches to change management: Models of change and change management; trans- formational change and organisations; Critical discourse in change management.
  • Human resources issues in change management: Participative change ; managing psychological contracts, social identity, stakeholder positioning and dynamics in times of radical change ; voice, dialogue and rethinking resistances in radical change; Culture, habits and unlearning.
  • Change in context: This will change each year and will form the basis of the guest lectures.
  • Leading and managing change: Transactional and transformational leadership; a competency framework for transformational leadership; values and value-based systems in transformational change;

Brief description

Overview of employee relations theory, practice and processes. It combines a theoretical approach to knowledge development in an applied and practitioner-oriented fashion. 

Indicative content

  • The changing nature of employee relations: From industrial to employee relations; Employee relations theoretical explanations; Employee relations and the global economy; Employee Relations – parties their roles and functions,
  • Employee relations in context: Local, National and International dimensions of employee relations; Trade unions, employer organisations and their role in employee relations; Employee relations and the law.
  • The employment relationship: HRM and employee relations – learning from practice; Perspectives on power in employee relations; Partnership approaches to workplace relations; Organisational processes and the design and implementation of employment relations,
  • Employee engagement: History of engagement; Definitions; HR approaches to employee engagement; enablers; Communication within employee relations and employee engagement and the role of ‘voice’.
  • Employee relations and engagement: Learning from practice. HR practitioners (public-private), CiPD and TU.

Brief description

Theory and techniques to perform predictive and prescriptive analytics in a business context. Prescriptive analytics differs from descriptive and predictive analytics in that prescriptive analytics indicates a course of action to take. 

Indicative content

  • Predictive data mining: Data sampling, preparation and partitioning; performance measures; the logistic regression; and classification and regression trees.
  • Spreadsheet models: Excel functions for modelling and construct predictive and prescriptive models.
  • Monte Carlo simulation: Simulation and applying the techniques learned to specific business cases.
  • Mathematical optimisation: Main optimisation techniques.
  • Linear optimisation models: Linear programming techniques. 
  • Integer linear optimisation models: The different types of integer linear optimisation models and applying excel solver to find solutions.
  • Decision analysis: Decision analysis with and without probabilities, and decision analysis with sample information.

Brief description

Introduction to international trade. A practical guide to sell abroad profitably including the legal regimes applicable.

Indicative content

  • Introduction to world trade: The economic rationale for international trade, barriers to trade and international markets. World Bank data, current trade developments.
  • Building the foundations for exporting: Are you ready for export? Writing an export Business Plan, prepping for exports.
  • Creating and using online marketing platforms: Online fundamentals, creating a social media and networking presence, marketing your business worldwide.
  • Mapping your export journey: Choosing a product to export, exploring your territory, preparing and adapting your product for the export marketplace.
  • Managing the transactions: Transport, logistics and fulfilment options; pricing and preparing quotations; getting paid.
  • Some policies of the institutions and organisations: For example the Generalised System of Preferences and the incorporation of Development issues into International Trade regulation.
  • The effect on business of the International Regulation: To include the Vienna Sales Convention 1980, with a UK focus, letters of credit, cross border guarantees, international carriage of goods, by land, sea and air.

Brief description

The challenges of managing in complex international business environments.

Indicative content:

  • Introduction - The theoretical background: Globalisation and international business; Analysis of international external business environment; political factors; economical factors; social factors; technological factors and implications for international managers; International trade theories and practices.
  • International business strategies: Strategy and international business; Country evaluation and selection; Export and Import strategies; Direct investments and collaborative strategies.
  • International and cross-cultural management: International Dimensions of Culture: Understanding various dimensions of culture; Hofstede's (1980) National Culture Approach and Trompenaars (1993) Cultural Dimensions. Implications for International Managers. managing employee relations in multiple contexts. 
  • Managing in international contexts: Culture and negotiations: Understanding the relationship between culture and negotiations; how to reconcile possible conflicts regarding differences in culture and negotiations. 
  • Contemporary issues in managing international business: Managing international work assignments, Understanding the implications of CSR on MNE decision making.

Brief description

Contemporary accounting, business and management issues and to gain an in-depth understanding of current thinking. 

Indicative content

  • Business and management: Contemporary issues in general management 
  • Human resource management: Contemporary issues in human resource management, organisation theory and structure
  • Marketing: Contemporary issues in marketing  
  • Accounting and finance: Contemporary issues in accounting and finance

Entry Requirements

Please note: All applicants must have passes in English and Maths or Lifeskill Maths - National 5 grade C or GCSE grade C/4 or equivalent.  National 5 ESOL is accepted in lieu of National 5 English.

Below are the literate subjects we accept for entry on this course:

One of the following: Business Management; Classical Studies; Economics; English; ESOL; Geography; History; Media Studies; Modern Studies; Philosophy; Politics; Psychology; Religious, Moral and Philosophical Studies; Sociology

If there is a subject that does not appear, please contact our Admissions Office (admissions@abertay.ac.uk) who will be able to confirm whether or not it would be considered for entry.

Please visit our Entry from College pages for suitable College courses.

See information about studying and applying to Abertay for International students.

Qualification Type Grade Requirements Essential Subjects
Higher (standard entry) BBBB Literate subject
Higher (minimum entry) We may make you an offer at the minimum entry grades if you meet the criteria. Find out if you're eligible for minimum entry (see below). BBC Literate subject at B
A-Level CCC Literate subject
Irish Highers H3H3H3H3 Literate subject
International Baccalaureate 28 Points Literate subject at S5 or H4
BTEC Extended Diploma MMM Business (all pathways), Enterprise & Entrepreneurship, IT (Business), Travel & Tourism
AHEAD - Successful completion of the relevant stream of our AHEAD programme
SWAP Access BBB Access to (one of the following):- University Study, Community, Education & Humanities, Arts & Social Science and Primary Teaching, Languages with Business, Languages, Arts & Social Science, Humanities & Primary Education, Arts & Humanities, Humanities, Humanities (Teaching), Degree Studies
Qualification Type Grade Requirements Essential Subjects
Advanced Higher BBB Business Management
A-Level BBB Business Studies
BTEC Extended Diploma DDD Business, Business (Management) or Business (Marketing)
HNC - Our Entry from College pages list approved HNC courses
Qualification Grade Requirements Essential Subjects
HND - Our Entry from College pages list approved HND courses

Non-country specific qualifications

 

International Baccalaureate

28 points including S5 or H4 in one of the required subjects:

Country Specific Requirements

We accept a wide range of qualifications from applicants from over the world. Select your country from the below options.