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If you decide to top up to a full undergraduate degree through an accredited UK university, the costs are listed below. Please note, the below costs are for distance learning/online only. You have the option of finishing on campus, costs will vary depending on which university you chose to complete the final year at.

Northampton University

• BA (Hons) in Business and Management Top up
• BSc (Hons) in International Accounting Top up

University of Derby

• Undergraduate Top up to BA

University of Worcester

• BA (Hons) Business Administration Final Year Top up

University of Portsmouth

• BA (Hons) Business
• BA (Hons) Business and Computer Studies
• BA (Hons) Professional Studies
• BSc (Hons) Professional Studies
• BSc (Hons) Engineering and Management Studies
• BSc (Hons) Engineering Project Management

University of Sunderland – On Campus

• BA (Hons) Business and Management (Year 3 )

Coventry University

• BA (Hons) Top-up

University of Bolton

• BA (Hons) Top-up

University of Lincoln

• BA (Hons) Business Studies Top-Up

Anglia Ruskin University

• BSc (Hons) Business Management (Final Year)
• BA (Hons) Management (Top-Up)

University of West Scotland

• BA (Hons) International Business & Finance

Edinburgh Napier University

• BA in Business Management (Top-Up)
• BA in Business and Enterprise (Top-Up)
• BA in Sales Management (Top-Up)

Buckinghamshire New University

• BA (Hons) Top-up

University of Lincoln

• BA Top-up

Southern Cross University

• Bachelor of Business
• Bachelor of Business Administration
• Bachelor of Business in Convention and Event Management
• Bachelor of Business in Hotel Management
• Bachelor of Business in Tourism and Hospitality Management

University of Nicosia, Cyprus

• Undergraduate Top up to BA

NOTE: UK/EU students may be eligible for student loans for the top-up portion of their studies. Visit www.slc.co.uk for more information.

To enrol onto the Level 4 course, you must be at least 18 and have a full secondary education. Before enrolling onto the Level 5 course, you must have attained a Level 4 or equivalent.

Managing people in organisations
Effective management of people within an organisation is essential if the objectives of the organisation are to be achieved. People represent the single most important resource of the organisation and their needs must be understood and respected.

Culture and the organisation
What is culture? What do you associate with culture? Perhaps art and music, perhaps values and beliefs, language and communication, behaviour – in fact, culture is a collection of all of these things. Terpstra and David (1991) define culture as ‘a learned, shared, interrelated set of symbols which unite and identify members of a society’.

Developing personal skills
The manager working in a modern organisation needs a wide range of skills. The manager needs to be able to work with people. This may involve a very wide range of skills in communication, leadership, encouraging teamwork, listening, and so on.

Effective communication
During a typical day a manager is likely to encourage team members, tell them about a change in their future work or conditions, take part in a formal meeting, have an informal conversation at the water cooler or coffee machine, study a strategy planned by senior management, send e-mails to customers or suppliers, and search the Web.

Managing ethically
Unfortunately, it is not always easy to decide on what we mean by ‘the right action’. For example, think of the company that produces excessive amounts of waste in its factory. Closing the factory will harm the employees and shareholders, and will reduce the amount of money available in the local community. Keeping it open without reducing waste will damage the environment for local people and for future generations.

Performance management
The people in an organisation determine whether the organisation is successful or not. Think for a moment about any organisation – in doing this you will also be thinking about people. Every organisation has people within it, and the success of the organisation is largely due to those people.

Strategic human resource management
Human Resource Management is the management of a key resource in the organisation – people. Without people there is a limit to what the organisation can achieve. The machines cannot operate without people to work them (even if they are automatic machines there needs to be a person who programmes them). The raw materials need to be turned into something that can be sold: this requires people. The computers need people to operate them.

High performance teams
In a world of change, uncertainty and complexity, high performance in an organisation requires a blend of diverse skills and experiences. Organisations recognise that this blend is best achieved through team working

Leadership skills
Good leadership is essential for success in any organisation, whether private or public sector. Today, rapid change, in the form of a constantly changing competitive environment, innovations in technology and changing economic conditions, have led to the realisation that leadership is a skill to be developed.

Motivating and influencing people
Think about two teams carrying out the same activity. Their manager may ask how a series of tasks will be completed to create a product or service. The manager can plan how the work will be done, make sure that the teams have all the right materials, explain everyone’s tasks and deadlines, and measure progress once they get started. However, the two teams will almost certainly not work at the same speed, not create output of the same quality, nor show the same attitude to their work.

The entrepreneurial manager
What is an Entrepreneur? Examine the skills and qualities of entrepreneurship.

Organisation structures
Why are organisations structured in the way they are? What determines the optimum structure and how does it differ between organisations? In this module, learners will look at the numerous models and theories that make up organisational structure.

Practical accounting analysis
Learners will complete exercises in accounts throughout this module to understand what they are telling us and the actions that analysis can precipitate.

Business planning and goal setting
What is the business trying to achieve? What will it do? How will it do it? This module focuses on the creation of clear goals and clear plans to achieve a clear objective.

Politics and business
Impact of politics on business and how it may help or hinder business. This module will educate learners on economic impact, exports and government support.

Business law
Explore the statutory responsibilities of managers as learners look into the legalities of business and business executives.

Managing in today’s world
Business in the modern world. This module focuses on governance and equality as a means to do right in business.

Performance management
Understanding how your people and your business can continually improve together, learners will review reward structures, CPD, training and development to ensure high performance in business.

Marketing and sales planning
Learners will analyse how markets, customers, competitors and products can come together in a cohesive plan.

Quantitative skills
On successful completion of this module, learners will have knowledge of numeric exercises and will understand their use within the context of the business.

Successful completion of The Undergraduate Level 4 (Leadership and Team Working) and Level 5 (Extended Diploma in Management) and final year of an accredited Undergraduate Degree programme will give students the right credentials to go on and apply for a job in management, human resources, management or business consultancy.