Students preparing for their graduation ceremony at Canterbury Cathedral

Management with a Year in Industry - BSc (Hons)

UCAS code N207

This is an archived page and for reference purposes only

2017

As a student at Kent Business School, you also have the opportunity to gain the Chartered Management Institute’s (CMI) Level 5 Professional Diploma in Management and Leadership alongside your degree.

Overview

The Management BSc is taught in Kent Business School (KBS). The programme aims to develop a new kind of business professional for the 21st century, as alive to their social responsibilities to the community as to the needs of their investors, shareholders and employers.

The programme develops your leadership skills in relation to decision-making, problem-solving, teamworking, negotiation and employee performance management. It produces graduates who can pursue operational line management positions in a range of diverse organisations, including public, private and non-profit, as a stepping stone to senior management positions.

You gain the skills and knowledge essential for managing key areas of organisations, including accounting, human resources, quantitative methods, marketing, strategy and operations. You also develop an understanding of the role and interrelationship between strategic management, human resource management and operations management.

Graduates of the Management BSc have an appreciation of the global challenges facing managers from both an operational and a strategic perspective, and are sensitive to the need for business ethics and corporate social responsibility to be an integral part of management policy and practice.

KBS is a top 20 UK business school for academic teaching, student satisfaction and graduate employment prospects. We provide a friendly, student-focused environment, which helps you to make the most of your studies.

Our Management programme is also available as a joint honours degree with, for example, Economics or a modern European language.

It is also possible to take this programme as a three-year degree without a year in industry. For details, see Management.

Independent rankings

Business, Management and Marketing at Kent was ranked 18th in The Guardian University Guide 2017. In the National Student Survey 2016, Management Studies at Kent was 9th for overall satisfaction.

Management Studies students who graduated from Kent in 2015 were the most successful in the UK at finding work or further study opportunities (DLHE).

Course structure

The following modules are indicative of those offered on this programme. This listing is based on the current curriculum and may change year to year in response to new curriculum developments and innovation.  

On most programmes, you study a combination of compulsory and optional modules. You may also be able to take ‘wild’ modules from other programmes so you can customise your programme and explore other subjects that interest you.

Stage 1

Modules may include Credits

Topics the module will cover include:

• Orientation to studying at university, time management and learning styles.

• Research and cognitive development (writing essays and reports in higher education, research and referencing, plagiarism, how to make a reasoned argument, literature searches and introduction to critical and analytical thinking).

• The theories underlying personal skill development needed to achieve success at university and in the workplace (i.e. effective communication; working in groups, teamwork, problem solving, creative thinking, conflict management and negotiation).

• Personal Development Planning for Employability (including career search, CV writing, and making sense of employer skills requirements).

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15

The module introduces students to theories of management, beginning with classical management systems through to contemporary management concepts. It will illustrate the continuities and transformations in management thinking throughout the 20th and 21st century. The main topics of study include:

• Scientific Management

• The Human Relations School

• Bureaucracy

• Post Bureaucratic Organizations

• The Contingency Approach

• Culture Management

• Leadership

• Decision-Making

• Managing Ethically

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15

So much of the world of business is based on quantitative information—sales, stock control, investments, loans, production levels, staffing numbers, share prices, interest rates, quality control, etc. etc. In almost any organisation where you work you must expect to deal with numbers. This module introduces you to the way you can make use of quantitative information through statistical analysis.

Topics may include:

The nature and use of numerical information

• Summarising data

• Graphical representation of data: histograms, pie charts, cumulative frequency curves

• Measures of location and dispersion

• Probability, distributions and expected values

• Sampling and its uses

• The ?2 distribution, questionnaire analysis and contingency tables

• Correlation

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15

The module will cover various aspects of the changing global environment. An indicative list of topics is given below, however the main aim of the module is to examine contemporary issues within the global business environment that are likely to impact upon business operations and strategy:

• Globalisation: Definition, Evolution, Implications for countries, firms and people,

• The Triad: European Union, United States, Japan - Investment, Trade, Relations

• International Capital and Financial Markets: New York, London, Frankfurt, Tokyo

• World Institutions: World Trade Organisation, International Monetary Fund, United Nations

• International Economic Environment: Exchange Rates and patterns of trade

• Environment: Global Warming – Kyoto Agreement

• Business and Corporate Culture: Japan & Germany VS UK & US

• Innovation & Technology

• Mergers and Acquisitions

• Firm and Stakeholders - Ethical Issues

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An indicative set of topics to be covered within the module are outlined below.

• Basic Spreadsheet Functionalities: Introduction to common spreadsheet features: workbooks, worksheets, menus, cells, rows, columns, data types, relative and absolute cell addressing, copying, basic formulae, naming cells, formatting, charts and graphs, printing.

• Data Management Facilities: sorting, filtering, data forms, pivot tables.

• What-If Analysis: scenario manager, goal seek, data tables.

• Basic Financial Analysis: Introduction to basic financial analysis and how to carry this out using spreadsheets: compound interest, discounting, NPV, IRR, loans and mortgages.

• Advanced Spreadsheet Functionalities: automating tasks and solving simple optimisation business problems.

• The Art of Modelling: effective methods for designing, building and testing business models.

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15

The module will begin with an introduction to the link between business and accounting in order to show the value to the students of their having some knowledge of accounting. The module is designed to teach students how to prepare, read and interpret financial information with a view to their being future business managers rather than accountants.

The module will continue with a brief demonstration of double-entry bookkeeping. Students will not be examined on this, it is merely to put bookkeeping and accounting in context. Following on from this, students will be shown how to prepare financial statements from a trial balance and make adjustments to the figures given by acting on information given in a short scenario.

The regulatory framework of financial reporting will be considered as will the annual reports and accounts of a variety of organisations. The module will finish will an analysis of financial statements with students shown how to interpret data and make sensible recommendations

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15

A synopsis of the curriculum

The module introduces to students the importance of marketing in competitive and dynamic environments.

The key topics of the module are:

• The marketing concept

• The marketing environment

• Market segmentation & targeting

• Brand development and management

• Management of the marketing mix

o Product; including new product development and the marketing of services

o Pricing

o Promotion; including digital media, advertising, sales promotion, publicity, PR, personal sales et al.

o Place

o Extended marketing mix; including people, physical evidence and process

• Ethical issues in marketing

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15

This module is designed for students who have not studied Microeconomics for Business before or who have not previously completed a comprehensive introductory course in economics. However, the content is such that it is also appropriate for students with A-level Economics or equivalent, as it focuses on the analysis, tools and knowledge of microeconomics for business. The module applies economics to business issues and each topic is introduced assuming no previous knowledge of the subject. The lectures and related seminar programme explain the economic principles underlying the analysis of each topic and relate the theory to the real world and business examples. In particular, many examples are taken from the real world to show how economic analysis and models can be used to understand the different parts of business and how policy has been used to intervene in the working of the economy. Workshops are included in the module to apply economic analysis and techniques to business situations. The module is carefully designed to tell you what topics are covered under each major subject area, to give readings for these subjects, and to provide a list of different types of questions to test and extend your understanding of the material.

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15

Stage 2

Modules may include Credits

Information Systems (IS) are at the heart of every business and pervade almost every aspect of our lives (work, rest and play). Information Systems are treated in this module within the context of the social sciences, offering students a management and organisational perspective on the role of IS in business and how they are managed. This one term module is not technically orientated but designed to show how information systems are conceived, designed, implemented and managed in contemporary organisations.

The aim of this module is to provide students with the methods and approaches used by managers to exploit new digital opportunities and position their organisations to realise enhanced business value. By the end of this module, students will be equipped with the necessary tools to deal with current business issues including digital transformation through information systems and emerging business models via technological innovations.

The first part of the modules looks at the transformations in contemporary organisations and the strategic and operational decisions in managing digital IS in organisations. In particular, we shall see how some organisations have centred themselves on their information systems and highlight critical issues in the debates regarding the use of information technologies in organisations. The second part of the module provides a view of state-of-the-art enterprise systems applications, cloud computing, big data, cyber-defence and social networking/media and Web 2.0 (including mobile) tools and discusses how they are integrated into business life and used to improve organisational performance. The third part focuses on green IS/IT / green business practices and sustainability and core legislative frameworks (DPA, Computer Misuse Act, Intellectual Property).

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15

• Nature of research - what is it and who cares?

• Research approaches, Philosophy of thinking and claims; and key methodologies of research.

• Research and consultancy project designs and methodologies (case study, survey, etc): interplay between research questions; analytical and empirical approaches; the relationship between design and method; negotiating access and sampling strategies implications for design choices contextualised for students studying management, technology and enterprise;

• Data collection and analysis: sources of information; questionnaires, interviews, literature reviews, policy documents, observations, measurement, statistical techniques; qualitative data analysis; sources of bias and error; reporting research, etc, contextualised for business and management problem solving;

• Formulating research & consultancy aim(s) and objectives;

• Nature of consultancy and consultancy approaches/interventions;

• Role of management consultancy;

• Research proposal and tender writing, research ethics and project planning.

• The management consulting process;

• Strategy problem solving skills;

• Client engagement;

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15

This module is designed to provide students across the university with access to knowledge, skill development and training in the field of entrepreneurship with a special emphasis on developing a business plan in order to exploit identified opportunities. Hence, the module will be of value for students who aspire to establishing their own business and/or introducing innovation through new product, service, process, project or business development in an established organisation. The module complements students' final year projects in Computing, Law, Biosciences, Electronics, Multimedia, and Drama etc.

The curriculum is based on the business model canvas and lean start up principles (Osterwalder and Pigneur 2010) on designing a business plan for starting a new venture or introducing innovation in an established organisation. It includes the following areas of study:

• The new business planning process and format, developing and evaluating the business idea, producing a business plan, which includes four main sections, namely, business concept, marketing plan, operational plan and financial plan.

• Researching internal and external environment – market research, value co-creation with customers, company’s macro (i.e. PESTEL) and industry (Porter’s five forces) environment analysis, internal company analysis (Resource Based View), external collaborator analysis, and SWOT

• Developing the business concept – Identifying/developing the value proposition, specifying the business offer (i.e. use product anatomy analysis for presentation), deciding an appropriate ownership structure, laying out mission, aims and objectives (i.e. using SMART), and identifying legal formalities including intellectual property strategies.

• Developing the marketing plan – Identifying target customer groups, designing customer relationship management strategies and distribution channels, planning the sales and marketing processes, customer perceptions and customer care, developing quality standards for the business (i.e. using 7 Ps analysis for presentation).

• Developing the operation plan – Identifying key activities to be carried out, matching key activities with resources for an effective and efficient use of resources, planning and employing staff, planning and obtaining premises, physical and financial resources; phased implementation of the business plan.

• Developing the financial plan – Identifying appropriate sources of finance, and evaluating and managing the financial viability of a business by developing Forecast cash flow statement, Sales and Profit account and Profit and Loss Account, a description of the composition of the balance sheet, financial indicator- Breakeven analysis, by highlighting underlying assumptions.

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15

Creativity, Innovation and Organisation aims to provide a critical understanding of the challenges of managing creativity and innovation within contemporary organisations. The experience of work and employment, management practices are affected by rapid technological change, intensifying global competition and changing demographic profiles and values of the work force. Contemporary organisations are pressurised to tackle these developments through creativity, innovation and new organisational forms.

This module examines the nature, antecedents, processes and consequences of creativity and innovation and their complex links with organisation, while also exploring major social and technological changes relating these to organisational creativity and innovation. Students will be introduced to the main concepts and theories on creativity, innovation and organisation through readings and discussions of the main themes and debates in the field. Case studies will be used to illustrate how these concepts are connected together and how they could impact upon management decision making within contemporary organisations. Students will be encouraged:

• To explore some of the most notable historical and contemporary shifts in media and technology and discover how new organisational forms and methods have been devised to exploit them

• To develop awareness for the cross-fertilisation between disciplines in analyzing the dynamics of creativity, innovation and organisation and their complex relationships.

Key topics of the module include:

• Conceptual foundations of creativity, innovation and organisation

• Personality and individual creativity

• Organisational creativity and innovation

• Cognition, knowledge and creativity

• Models and processes of innovation

• Organisational culture and systems for supporting creativity and innovation

• Leadership and entrepreneurship

• Creative organisations across fields/ industries

• Socio-technological change and new forms of organisation.

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15

Project Management aims to provide an understanding of the key concepts and practices within the context of the organisational setting and the wider business and technological environment.

This module aims to develop a critical understanding of project management to enable students to recognise the importance of the discipline in a variety of organisational and functional contexts. Students should develop a critical understanding of the concepts employed in project management at strategic, systems and operational levels, and an appreciation of the knowledge and skills required for successful project management in organisations.

The key topics of the module are:

1. Project life cycles and alternative development paths

2. Project planning and control techniques, including CPM and PERT

3. Learning and innovation in projects

4. Resource planning

5. Team management and motivation

6. Contracts and incentives

7. Evaluation and returns

8. Stakeholder management

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15

A synopsis of the curriculum

Students will be expected to develop the ability to use appropriate techniques of analysis and enquiry within Operations Management and to learn how to evaluate alternatives and make recommendations. Topics include:

• Strategic role of operations and operations strategy

• Design of processes and the implications for layout and flow

• Design and management of supply networks

• Resource planning and management

• Lean systems

• Quality planning and managing improvement

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15

The module provides a broad, basic understanding of strategy and strategic management, on which further strategic analysis and exploration of strategic issues can be built. It introduces students to the key vocabulary, concepts and frameworks of strategic management and establishes criteria for assessing whether or not a strategy can be successful. It introduces students to frameworks for analysing the external and internal environments and to different theories of how these relate and of their impact on strategy formulation and implementation.

Students will learn how to identify strategic issues, develop strategic options to address them and decide which option(s) to recommend. Through theoretical readings and case studies, students will develop an appreciation of strategy in different contexts and from different perspectives and of the complexity of strategic decision-making. Students will enhance their ability to read business articles from a strategic perspective and to present strategic arguments in a structured manner

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15

Year in industry

You spend a year in industry, supported by a dedicated placement team and a programme designed to ensure that students gain experience in the functional areas and industries of their choice. For students taking one of the specialist pathways, our strategic partnerships provide opportunities for placements in specific areas.

The placement allows you to experience, first hand, many of the issues addressed in the taught programme and to use the tools, techniques and applications in a real business setting. It will become a vital component of your CV and will give you a distinct advantage over other business graduates.

Modules may include Credits

Synopsis of the curriculum

  • The placement provides you with a structured opportunity to combine work experience with academic study.

  • It allows you to develop and reflect on managerial and/or professional practice in real and often complex situations, and to integrate this with the study of the relevant subject(s) of your main degree programme.

  • Where relevant, you develop, reinforce and apply professional and/or technical expertise in an employment context.
  • The placement report requires you to integrate theory and practice, and to show how you have developed as an independent learner able to reflect effectively on what you are doing.

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    Synopsis of the curriculum

  • The placement experience provides you with a structured opportunity to combine work experience with academic study.

  • It allows you to develop and reflect on managerial and/or professional practice in real and often complex situations, and to integrate this with the study of the relevant subject(s) of your main degree programme.

  • Where relevant, you develop, reinforce and apply professional and/or technical expertise in an employment context. The placement portfolio requires you to document your experiences in relation to both your university studies as well as to a wide range of employability skills.

  • In addition, the portfolio allows demonstration of professional development through the collection and presentation of relevant evidence.

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    Stage 3

    Modules may include Credits

    Business ethics and sustainability are central to contemporary management and thus this module will explore the following topics:

    • History, definitions and timeline of society's view on business ethics and sustainability

    • Cross-disciplinary approaches to ethics and sustainability

    • Role of globalisation, policy and culture

    • Ethics and ethical dilemmas

    • Change Management, Values, Governance and Leadership

    • Sustainable Business Models

    • Social Innovation

    • Partnerships and collaboration

    • Responsible Supply Chain Management

    • Environmental Assessment Frameworks and Sustainable Management in practice

    • Sustainable Supply Chain Management

    • Innovation and creativity

    • The role and responses of Corporations, SMEs, Public and not-for-profit organisations

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    15

    This module will explore more advanced management and organizational theory to facilitate students’ examination of contemporary management challenges. As well as considering these challenges from a mainstream managerial perspective, the module will also draw on the perspective of critical management studies as a means of providing an alternative viewpoint on contemporary management issues. Indicative topic areas may include:

    Globalization and anti-globalization

    The character of ownership – foreign versus national ownership

    Social and environmental sustainability

    Corporate social responsibility and corporate criminality

    Corporate governance

    Organizational misbehaviour and resistance

    Organizational identity and identity work

    Masculinisation and Feminisation of Management

    New forms of work such as emotional labour and aesthetic labour

    New organizational forms

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    15

    This module will extend students' knowledge and understanding of strategic management and strategic issues. It will introduce a range of contemporary issues associated with the formulation and implementation of corporate and business strategies with an emphasis on identifying and implementing strategic change within the organisation, building dynamic capabilities and developing coherent strategies. Issues might include strategies for a recession, global strategies, knowledge-based strategies, firms and industries, strategies where profit is of secondary (or no) importance. The module will also extend students’ theoretical knowledge by presenting contemporary debates and issues in strategic thinking. The module will use a project in which students identify and suggest possible strategic solutions to a strategic issue in a real organisation to develop students’ ability to link theory and practice in real-life situations.

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    15

    This module facilitates the development of an entrepreneurial mind-set, and equips students with necessary cutting-edge knowledge and skills vital for generating value in a knowledge based economy. The curriculum will include the following areas of study:

    • Broader application of entrepreneurship – The definition of "entrepreneurship" has been evolving from a narrow use to denote start-up formation to a broader application in a wide array of settings, leading to the recognition of it as a general framework. The module provides students with a broader understanding of entrepreneurship by covering the unique characteristics and similarities of different types of entrepreneurship including, corporate, start-up, academic, public and citizen, entrepreneurship. This enables students to understand how to act entrepreneurially in different contexts.

    • Co-creation as a new form of generating value in an innovation ecosystem – Emerging co-creation initiatives such as living labs, joint research labs, accelerators and social innovation labs highlight how different types of entrepreneurs should work together closely to solve complex challenges by generating business, social and academic benefits. The module discusses the processes, heterogeneous organisational forms, advantages and challenges (with a special emphasis on intellectual property management) of co-creation initiatives, providing students with necessary knowledge and skills to engage in value co-creation with networks of diverse entrepreneurs.

    • Managing innovation entrepreneurially – In a knowledge based economy, it is of paramount importance to balance between internal and external R&D activities. The module discusses how relational and internal capabilities of businesses facilitate a wide array of knowledge based interactions such as knowledge exploration, exploitation, transfer and co-production etc. in order to solve challenges that cannot be dealt with in-house.

    • Entrepreneurial opportunity – A key for success in entrepreneurship is the identification of opportunities, which is debated as to whether they are recognised, discovered or created. The module discusses the importance of entrepreneurial opportunity by shedding light on this debate.

    • Entrepreneurial Motivation – Entrepreneurs could be motivated by 'pull' or ‘push’ factors. The module help students to understand how, when and under what circumstances ‘pull and ‘push’ factors drive entrepreneurship.

    • Entrepreneurial Marketing – Complex challenges that we have faced today mean that marketing is not unidirectional flowing from producer to customer, but something co-created with customers. The module discusses how entrepreneurs could co-create a marketing strategy with customers.

    • Entrepreneurial Finance – Finance fuels entrepreneurship. The module explores different sources of entrepreneurial finance including traditional and emerging sources by highlighting advantages and disadvantages of each source and its suitability depending on the age and profitability of a venture.

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    15

    This module presents an overview of what workforce diversity is and its relevance and usefulness in improving our understanding and management of people (including ourselves) at work. The demographics of the population and the workplace are changing drastically because of a number of factors, such as an increasing number of ethnic minorities and women in the workforce and in management. Accordingly, there is a need to effectively understand and manage workforce diversity not only to increase organisational business outcomes but also to create an inclusive workplace in a socially responsible manner.

    The module will examine issues confronting managers of a diverse workforce. In particular issues such as ethnicity, race, language, ageing, disability, gender, and intersectional identities will be discussed. Two key approaches towards managing diversity will be explained, i.e. the social equity case of managing diversity, and the business benefits case of managing diversity. The module will explore a range of diversity related concepts and topics, such as social identity, stereotyping, discrimination, intergroup conflict, structural integration, and organisational change.

    Main themes covered by this module will include:

    Origins of diversity and equal opportunity in the workplace context;

    Social and psychological perspectives on workplace diversity;

    The UK and European diversity contexts;

    Business benefits case and social equity case of managing diversity;

    The legal framework for diversity;

    Organisational approaches to diversity;

    Contemporary issues central to the experiences of diverse individuals in the UK and in organisations across a range of diversity dimensions;

    Diversity management in an international context

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    15

    This module offers a critical analysis of how multinationals select their target markets and modes of entry and how they manage their various functions in an international context, balancing the needs for global integration and local responsiveness respectively.

    • Managing the internationalisation process

    • Country selection

    • Choosing and designing entry modes

    • Managing collaborative arrangements

    • International marketing

    • International human resource management

    • International supply chain management

    • International finance

    • Research and development in an international perspective

    • Managing multinationals using electronic commerce

    • Managing multinationals responsively

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    15

    This module presents an overview of what work psychology is and its relevance and usefulness in improving our understanding and management of people (including ourselves) at work. Many work places operate sophisticated and expensive systems for assessing the costs and benefits of various workplace elements but often do not extend this to the management of employees. This module aims to demonstrate the benefits of having a comprehensive understanding of the role psychology can play in the management of people in contemporary organizations. Indicative content includes:

    • Work psychology

    • Individual differences and psychometrics

    • Best practice personnel selection

    • Stress and well-being

    • Motivation

    • Stereotypes and group behaviour

    • Leadership and diversity

    • The dark side of personality

    • Political behaviour in the workplace

    • The psychology of entrepreneurs

    • Using work psychology to enhance employability

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    15

    International and Comparative Human Resource Management aims to provide an analysis of the HRM systems in seven countries: USA, Germany, Sweden, France, Italy, China and India. Students will be introduced to the main concepts and theories through readings and discussions of the main authors in the field.

    Within a broad historical context, an international comparative approach will be adopted to consider the development of the relationship between national governments, employers and trade unions. This will include an investigation of the development and decline of employment relations systems and the emergence of human resource management.

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    15

    This module will allow students to work on a substantive piece of research which will allow them to frame and prioritise real business problems using well known fields and frameworks within academic business and management disciplines.

    • Developing important research questions in the area of business and management

    • Literature search and review

    • Understanding different research designs used in business and management research projects

    • Collection, use and analysis of secondary and primary data

    • Developing Analytical and Critical Thinking in using theory and data to frame and address business and management problems

    • Preparing and structuring the Business/Consultancy Project

    • Referencing, Citations and Developing writing skills

    • Communication and Presentation skills

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    30

    Making decisions is one of the most important things any manager or business must do. Making smart decisions, however, can be extremely difficult due the complexity and uncertainty involved. Decision Analysis (DA) provides a structured and coherent approach to decision making. It involves a wide range of quantitative and graphical methods for identifying, representing, and assessing alternatives in order to determine a best course of action. DA is regularly employed by many leading companies in the pharmaceutical, oil and gas, utilities, automotive, and financial services sectors. In this module, you learn about the basic concepts of DA and how to apply it in a variety of practical business planning situations. An indicative list of topics is provided below.

    • Introduction to decision making: understanding why decisions are hard, the art of making good decisions, the main building blocks of structured decision making.

    • Decision trees: a walk through of the construction and use of decision trees for graphically representing and analysing risky decision problems.

    • Expected value decision criterion: a short introduction to probability theory, how to compute expected values, and the use of an expected value decision criteria for solving decision trees.

    • Alternative decision criteria: different types of risk attitude and a brief overview of alternative decision criteria for incorporating risk attitude.

    • Overview of utility theory: a critical look at expected value and potential problems with using it, the concept of utility and the elicitation of a utility function, the exponential utility function for modelling risk neutral, risk-averse and risk-seeking decision makers.

    • Dominance and sensitivity analysis: deterministic and stochastic dominance, tornado diagrams, one-way and two-way sensitivity analysis of probability estimates.

    • Value of information: information and decision making, value of perfect information, value of sample information.

    • Multi-criteria decision making: the analytical hierarchy process, comparing attributes, scoring alternatives, ranking alternatives, checking for consistency.

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    15

    This module provides a critical introduction to the main theories and debates in International Business and uses these theoretical lenses to explain core phenomena in international business.

    • Explaining international economic transactions (trade theories, national competitiveness)

    • Explaining the existence of MNEs (internalisation theory, eclectic theory, monopolistic advantages)

    • Explaining the coevolution of environment and MNEs (institutional theory, resource dependence theory, evolutionary theory, investment development path, product life cycle theory)

    • Explaining the growth and decline of MNEs (stages model, network theory, market entry/expansion modes, transaction cost theory)

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    15

    A synopsis of the curriculum

    Students will be expected to develop the ability to use appropriate techniques of analysis and enquiry within Operations and Service Management and to learn how to evaluate the alternatives and make recommendations. Topics include:

    • The nature of services and service strategy

    • Service development and technology

    • Service quality and the service encounter

    • Project/Event management and control

    • Managing capacity and demand in services

    • Managing inventories

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    15

    This module aims to provide students with understanding and experience of the theory and practice of marketing research. During the module students design and implement a marketing research plan, design a questionnaire, collect and analyse data, prepare an oral presentation and write a marketing research report.

    The main topics of study are as follows:

    • Introduction to marketing research: Defining and designing marketing research projects

    • Understanding data: Secondary data and databases

    • Primary data collection techniques.

    • Questionnaire design

    • Measurement and measurement scales and error.

    • Sampling and sample design and error

    • Entering and coding data with SPSS

    • Data analysis techniques

    • Communicating the results of marketing research.

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    15

    The module will provide students with the tools of marketing communications. Specifically students taking this module will be able to evaluate strengths and weakness of marketing communications channels. Over the course of a term the module will provide students with an understanding of the principles, methods and strategies of marketing communications. The main tools of marketing communications will be discussed as well as their suitability and effectiveness:

    Topics may cover:

    • The communications process

    • Advertising

    • Strategy and media planning

    • Image, brand management and packaging

    • Direct marketing

    • Digital and interactive media

    • Sales promotion, merchandising and point of sale

    • Public relations and corporate identity

    • Exhibitions, trade shows, product placement and sponsorship

    • Personal selling

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    15

    The module looks at how digital marketing applications can be used by modern organisations. The module considers the fundamental technologies that support digital marketing along with the regulatory and societal challenges that must be taken into account, for example, privacy and data protection. The methods available to attract customers through digital marketing are covered making a distinction between paid methods, such as sponsored search, and non-paid methods, such as an organisation's own social media assets. Issues around loyalty are considered especially in the context of falling search costs which enable customers to switch providers.

    The unique nature of digital products, for example music downloads or video streaming, are outlined with the marketing challenges and opportunities this presents. The module stresses the importance of implementation, using applied examples, and the uncertainty involved.

    The digital marketing environment; Enabling technologies for digital marketing; Website design, implementation and analysis; Social media; Social commerce; Customers in the Internet age: knowing, reaching & retaining the customer; Network effects and versioning; Loyalty, Customer Relationship Management and Data Mining; E-Marketing campaigns; Brands in the Internet age; Data protection, privacy and legal issues; Digital marketing and globalisation

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    15

    A synopsis of the curriculum

    The curriculum is organised into two parts.

    Part I:

    Understanding the European Business Environment (Autumn)

    The European Business Environment (PESTEL), History and Development of the EU, Political and Institutional Framework of the EU. Impact of EU policies on business operations: from Single Market to Single Currency, EU Competition and Social Policies, Regional Policy and Industrial Policy, EU Trade Policy.

    Part II:

    Doing Business in the 'New' Europe (Spring)

    Formulating a European Business Strategy, Identifying Market Opportunities and Evaluating Modes of Entry. Understanding the impact on business of cultural diversity. Management within a European environment. Finance, Marketing and HRM issues for European Business.

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    Teaching and assessment

    We use a variety of teaching methods, including lectures, case-study analysis, group projects and presentations, and problem-based learning scenarios and management simulations. Assessment is by a mixture of coursework and written examinations.

    Learning outcomes

    Knowledge and understanding

    You gain knowledge and understanding of:

    • the impact of external factors on key strategic decisions relating to the performance and competitiveness of business operations in a global and local context
    • key theories and research on effective leadership and management development, including cross-cultural challenges of managing in an international context
    • the main theories, frameworks and practices relating to employee performance management
    • a range of theories, models, frameworks and research directed at improving operational performance in relation to customer satisfaction, supply chain management, sustainability and business excellence
    • approaches to fostering innovative, enterprising and creative business solutions in organisations and the digital age
    • research and consultancy methodologies appropriate to the analysis and evaluation of business management problems.

    Intellectual skills

    You develop the ability to:

    • evaluate the importance of subject-specific facts, theories, paradigms, principles and concepts in relation to their ability to explain and solve problems
    • assess and critically evaluate evidence with detailed reference to methodology and the source of data
    • critically analyse the strengths and weaknesses of the analytical techniques employed in empirical data
    • analyse and synthesise information and present a structured and evidential reinterpretation of the information, which can be used to give an insight into issues relevant to a business and management context
    • have the capacity to develop a reasoned and well-structured argument that challenges underlying assumptions
    • reflect critically upon own learning and continuing professional development.

    Subject-specific skills

    You develop the ability to:

    • manage people effectively demonstrating team building and leadership skills as well as sensitivity to intercultural issues
    • demonstrate competence in analysis and interpretation of business performance data
    • plan and execute a sustained piece of independent work to a set time frame
    • use information technology to record and communicate business data in a logical and accurate manner
    • select and apply a range of appropriate quantitative and qualitative methods to investigate business problems
    • employ a range of techniques associated with managing and improving organisational performance in the digital age.

    Transferable skills

    You develop the ability to:

    • work and learn independently, exercising initiative, self-discipline and responsibility for personal development
    • demonstrate an awareness of international management issues and challenges
    • take a creative, innovative and adaptable approach to change
    • demonstrate professional interpersonal communications and networking skills
    • work effectively in teams, demonstrating leadership skills
    • exercise ethical risk-taking and decision-making.

    Careers

    Graduate destinations

    We have an excellent record of graduate employment with recent graduates finding work in a variety of careers in management, business analytics, marketing, recruitment and business development.

    Recent graduates have taken up positions in a wide range of companies and organisations, including:

    • Deloitte
    • IBM
    • KPMG
    • Lloyds
    • Microsoft
    • PwC
    • Heineken
    • Sainsbury's
    • Tesco
    • Transport for London
    • Yahoo! UK
    • Thames Valley Police.

    Help finding a job

    Kent Business School has an excellent international reputation and good links with businesses globally. This network is very useful to students when looking for work in industry. Our qualified careers practitioners provide support to all business undergraduate students for up to three years after graduation.

    The University also has a friendly Careers and Employability Service, which can give you advice on how to:

    • apply for jobs
    • write a good CV
    • perform well in interviews.

    Career-enhancing skills

    You graduate with a solid grounding in core business management concepts, theories and skills, with a particular focus on global business.

    To help you appeal to employers, you also learn key transferable skills that are essential for all graduates. These include the ability to:

    • think critically
    • communicate your ideas and opinions
    • manage your time effectively
    • work independently or as part of a team.

    You can also gain skills by signing up for one of our Kent Extra activities, such as adding much-sought-after analytical skills to your degree via Kent’s Q-Step Centre or learning a language.

    Professional recognition

    As a student at Kent Business School, you also have the opportunity to gain the Chartered Management Institute’s (CMI) Level 5 Professional Diploma in Management and Leadership alongside your degree. CMI qualifications are highly sought after by employers.

    Independent rankings

    Management Studies students who graduated from Kent in 2015 were the most successful in the UK at finding work or further study opportunities (DLHE).

    According to Which? University (2017), the average starting salary for graduates of this degree is £22,500.

    Professional recognition

    Chartered Management Institute (CMI)

    Entry requirements

    Home/EU students

    The University will consider applications from students offering a wide range of qualifications. Students offering alternative qualifications should contact us for further advice. 

    It is not possible to offer places to all students who meet this typical offer/minimum requirement.

    New GCSE grades

    If you’ve taken exams under the new GCSE grading system, please see our conversion table to convert your GCSE grades.

    Qualification Typical offer/minimum requirement
    A level

    ABB

    GCSE

    Mathematics and English grade C or above

    Access to HE Diploma

    The University will not necessarily make conditional offers to all Access candidates but will continue to assess them on an individual basis. 

    If we make you an offer, you will need to obtain/pass the overall Access to Higher Education Diploma and may also be required to obtain a proportion of the total level 3 credits and/or credits in particular subjects at merit grade or above

    BTEC Level 3 Extended Diploma (formerly BTEC National Diploma)

    The University will consider applicants holding BTEC National Diploma and Extended National Diploma Qualifications (QCF; NQF; OCR) on a case-by-case basis. Please contact us for further advice on your individual circumstances.

    International Baccalaureate

    34 points overall or 16 points at HL, including Mathematics 4 at HL or SL 

    International students

    The University welcomes applications from international students. Our international recruitment team can guide you on entry requirements. See our International Student website for further information about entry requirements for your country.

    If you need to increase your level of qualification ready for undergraduate study, we offer a number of International Foundation Programmes.

    Meet our staff in your country

    For more advise about applying to Kent, you can meet our staff at a range of international events. 

    English Language Requirements

    Please see our English language entry requirements web page.

    Please note that if you are required to meet an English language condition, we offer a number of 'pre-sessional' courses in English for Academic Purposes. You attend these courses before starting your degree programme. 

    General entry requirements

    Please also see our general entry requirements.

    Fees

    The 2017/18 tuition fees for this programme are:

    UK/EU Overseas
    Full-time

    UK/EU fee paying students

    The Government has announced changes to allow undergraduate tuition fees to rise in line with inflation from 2017/18.

    In accordance with changes announced by the UK Government, we are increasing our 2017/18 regulated full-time tuition fees for new and returning UK/EU fee paying undergraduates from £9,000 to £9,250. The equivalent part-time fees for these courses will also rise from £4,500 to £4,625. This was subject to us satisfying the Government's Teaching Excellence Framework and the access regulator's requirements. This fee will ensure the continued provision of high-quality education.

    For students continuing on this programme, fees will increase year on year by no more than RPI + 3% in each academic year of study except where regulated.* 

    The University will assess your fee status as part of the application process. If you are uncertain about your fee status you may wish to seek advice from UKCISA before applying.

    Fees for Year Abroad/Industry

    As a guide only, UK/EU/International students on an approved year abroad for the full 2017/18 academic year pay an annual fee of £1,350 to Kent for that year. Students studying abroad for less than one academic year will pay full fees according to their fee status. 

    Please note that for 2017/18 entrants the University will increase the standard year in industry fee for home/EU/international students to £1,350.

    General additional costs

    Find out more about accommodation and living costs, plus general additional costs that you may pay when studying at Kent.

    Funding

    University funding

    Kent offers generous financial support schemes to assist eligible undergraduate students during their studies. See our funding page for more details. 

    Government funding

    You may be eligible for government finance to help pay for the costs of studying. See the Government's student finance website.

    The Government has confirmed that EU students applying for university places in the 2017 to 2018 academic year will still have access to student funding support for the duration of their course.

    Scholarships

    General scholarships

    Scholarships are available for excellence in academic performance, sport and music and are awarded on merit. For further information on the range of awards available and to make an application see our scholarships website.

    The Kent Scholarship for Academic Excellence

    At Kent we recognise, encourage and reward excellence. We have created the Kent Scholarship for Academic Excellence. The scholarship will be awarded to any applicant who achieves a minimum of AAA over three A levels, or the equivalent qualifications (including BTEC and IB) as specified on our scholarships pages.

    The scholarship is also extended to those who achieve AAB at A level (or specified equivalents) where one of the subjects is either Mathematics or a Modern Foreign Language. Please review the eligibility criteria.