Business and Management (with a year in industry) BA
AAB at A level; graduates earn a median £30,500 three years on.
Typical A level offer
AAB
100% of entrants came with A levels · 95% stay on after year 1 · York course page, Discover Uni
Year 13 · applying
What do you need to get in?
AABtypical A level offer
Typical offer — the grades most applicants are asked for. Contextual offer: BBB, for applicants from under-represented backgrounds.
York course page, read 19 September 2026 · Discover Uni entry profile
Who actually got in: 100% with A levels. 5% arrived with 208 or more UCAS tariff points — roughly A*A*A or better. Based on 45 entrants.
UCAS tariff points — a points scale for grades: A* = 56, A = 48, so A*A*A = 160. Entrants’ totals include extra subjects.
Other qualifications5
| Qualification | Typical offer | Required subjects |
|---|---|---|
| Access | 36 credits at Distinction and 9 credits at Merit or higher | — |
| BTEC | DDDDDD We consider a range of BTEC qualifications equivalent to 3 A Levels, or in combination with A Levels or other qualifications. For example: Distinction, Distinction in BTEC Level 3 National Diploma | — |
| IB | 35 points | — |
| T Level | Distinction overall including grade A in the Core T Level subjects in AccountingDistinction overall including grade A in the Core T Level subjects in Accounting; Design and Development for Engineering and Manufacturing; Design, Surveying and Planning for Construction; Digital Bus | A in the Core T Level subjects in Accounting |
| Scottish Highers | AABBB | — |
Years 1–4
What do you study?
6compulsory modules in year 1
Compulsory modules this year: business & administration 47% · transversal skills 33% · green & sustainability 8% · language & communication 6%.
Module — one course unit, usually a term or a year long; “core” means everyone takes it. One UK credit is about ten hours of study; a full year is 120 credits.
York course page · optional modules vary by year
Year 1 · 6 core · 120 credits ≈ 1,200 hours
- Humanity, Economics and Management
What you learn (6)
- identify how economic activity connects to human wellbeing
- describe different economic theories of how societies organise themselves
- compare economic approaches to creating and distributing wealth
- evaluate how economics contributes to collective welfare
- conduct independent research using academic sources
- appraise academic sources critically to inform understanding
- Research in the Age of Disinformation
What you learn (11)
- collect and collate relevant business data from suitable sources
- evaluate the quality and relevance of gathered business data
- explain the nature of empirical problems in business research
- analyse real-world business scenarios using appropriate methods
- identify gaps and weaknesses in evidence to clarify ambiguity
- describe how qualitative and quantitative data are applied in research
- explain how combining qualitative and quantitative data improves understanding
- search for additional data sources on a given topic
- integrate multiple data sources to form a rounded interpretation
- explain the ethical issues involved in handling research data
- apply ethical principles when conducting and reporting research
- Business Accounting
What you learn (7)
- explain the fundamental nature and purpose of accounting and finance
- apply management accounting techniques to support business decisions
- interpret financial management techniques to improve decision quality
- manage own time and workload to meet study deadlines
- solve business-related problems using structured reasoning
- collaborate effectively within a group to achieve shared tasks
- produce a clear written report presenting findings and analysis
- Intro to Business Ethics and Sustainability
What you learn (11)
- identify key claims in current business ethics debates
- describe arguments and counterarguments found in ethical business discussions
- identify problems and proposed solutions in contemporary business ethics issues
- identify one's own personal ethical values
- reflect on how personal ethics influence future professional conduct
- interpret ethical positions presented in academic literature
- synthesise multiple ethical perspectives from scholarly sources
- critique ethical arguments drawn from academic debates
- present a clear and logically structured ethical argument
- evaluate the strength and rigour of an ethical argument
- select and reference appropriate academic sources correctly
- Marketing Principles and Practice
What you learn (8)
- describe core concepts underpinning marketing theory
- analyse how the marketing function operates within an organisation
- explain the contribution of marketing to organisational success
- apply analytical frameworks to examine the marketing environment
- evaluate how environmental factors influence marketing decisions
- apply the marketing planning process to varied business scenarios
- reflect on personal learning to identify development needs
- develop professional skills relevant to employability
- History of Management
What you learn (9)
- identify key events shaping the history of management thought
- describe major theories in the development of management
- explain management history as a distinct field of academic study
- apply classical management concepts to modern organisational contexts
- explain how historical and political context shapes management practice
- evaluate the strengths and weaknesses of different organisational perspectives
- critique academic texts to identify underlying arguments
- construct persuasive written arguments supported by evidence
- compose reflective writing on personal learning
Year 2 · 4 core, 6 optional · 80 credits ≈ 800 hours
- Business Planning and Sustainable Entrepreneurship
What you learn (10)
- select a viable idea for a sustainable new venture
- develop a customer value proposition for a new venture
- propose a business model for delivering a product or service
- explain how different management functions interact within an organisation
- gather relevant data from diverse sources
- organise collected data into a coherent structure
- analyse complex business problems
- design sustainable solutions to business challenges
- apply teamwork skills within a group setting
- reflect on personal contribution to group performance
- Management of Human Resources
What you learn (16)
- analyse the external and internal context shaping HRM
- evaluate how contextual factors influence HRM policies and practices
- explain strategic thinking approaches in human resource management
- describe methods for managing conflicting stakeholder interests
- describe the aims of HRM in resourcing, performance and reward
- identify core policies and practices within employee resourcing
- identify core policies and practices within performance and reward management
- apply HRM concepts and theories to construct written arguments on HR practice
- produce a structured essay or report on a given topic
- construct a coherent and persuasive argument
- reference sources accurately using an appropriate citation style
- locate and evaluate relevant academic sources
- critically evaluate arguments and evidence relating to HRM issues
- produce academic writing conforming to scholarly conventions
- collaborate effectively with peers on shared tasks
- communicate ideas clearly in written and verbal formats
- Behaviour in Organisations
What you learn (6)
- explain how management practice is shaped by social and political context
- apply organisational behaviour theories to analyse firm behaviour
- apply module theories to interpret managerial experience
- describe the theoretical assumptions underlying management knowledge
- relate core social science concepts to management theory and practice
- evaluate management theory and practice using multiple theoretical perspectives
- Strategy, Management and Society
What you learn (8)
- identify competing theories and frameworks in strategic management
- interpret strategic management texts within their historical and disciplinary context
- apply strategic management concepts to real-world organisational challenges
- evaluate the societal effects of applying strategic management theory
- formulate strategic solutions to organisational and social problems
- compare and critique theoretical perspectives in strategic management
- construct scholarly arguments supported by synthesised evidence
- analyse complex management problems from multiple viewpoints
6 optional modules
- Future of Food
What you learn (10)
- collaborate with peers from different disciplines to tackle real-world challenges
- identify the main components that make up the food system
- critically discuss trade-offs and synergies between food system elements
- formulate strategies to address issues affecting the food system
- evaluate the effectiveness of proposed food system strategies
- explain the theoretical basis of systems mapping
- apply systems mapping methods to analyse a given context
- describe how climate change affects food systems
- explain causes and impacts of food waste
- discuss challenges in achieving balanced diets for diverse populations
- Management Information Systems
What you learn (7)
- explain the purpose of management information systems in organisations
- describe typical applications of management information systems in business
- evaluate the technological, ethical and social dimensions of mis adoption
- assess international factors influencing mis deployment
- identify notable examples of successful mis implementation
- identify notable examples of failed mis implementation
- analyse how organisations develop and sustain information systems
- Project and Operations Management
What you learn (7)
- assess how operations activities affect organisational competitiveness
- describe the range of responsibilities held by an operations manager
- explain how operations interacts with other functions such as marketing
- compare operational characteristics of service and product provision
- apply process models to analyse operational systems
- develop a plan for a complex project
- implement a complex project plan to achieve set objectives
- Employment Relations
What you learn (4)
- explain recent developments in uk work and employment practices
- identify the roles of key actors in employment relations
- analyse structures and processes shaping employment relations outcomes
- evaluate the ongoing influence of eu law on uk employment relations
- Innovation and Creativity within Organisations
What you learn (7)
- critique different theories explaining creativity
- evaluate implications of creativity theories for managing innovation
- explain how organisations use creativity to manage people and teams
- explain how organisations apply creativity to steer innovation processes
- recognise the unpredictable nature of creativity in organisations
- predict how innovation dynamics influence group work
- predict how innovation dynamics shape organisational culture
- Management in the Age of Artificial Intelligence
What you learn (8)
- review how AI technologies are applied in management theory and practice
- explain ethical challenges raised by AI use in management
- critically analyse how AI deployment affects different stakeholders
- propose alternative solutions to issues arising from AI deployment
- communicate proposed solutions clearly to an audience
- apply analytic and evaluative skills to management and AI topics
- apply management, operations, sustainability and marketing theories to AI contexts
- evaluate technology-specific and historical perspectives on AI for professional contexts
Year 4 · 2 core, 19 optional · 40 credits ≈ 400 hours
- Management in the Twenty-First Century
What you learn (6)
- describe challenges faced by workers, managers and organisations today
- explain how the modern business environment differs from the past
- evaluate managerial strategies used to address organisational challenges
- compare present-day business issues with historical business issues
- assess the effects of changes in working practices on organisations
- reflect on personal work experience to identify future career challenges
- Responsible Business and Management: Accountability in the International Political Economy
What you learn (9)
- locate relevant academic resources on corporate governance
- incorporate key sources and examples into governance analysis
- explain the function of formal corporate governance codes
- describe informal and unwritten approaches to corporate governance
- critique current models of ownership and control in capitalism
- question prevailing reward systems in modern business
- analyse constraints affecting corporate behaviour
- critically assess processes used to achieve responsible management
- evaluate the effectiveness of governance structures across business contexts
19 optional modules
- Company Law
What you learn (20)
- identify the different sources of law
- distinguish case law from statutory legislation
- distinguish between different forms of business organisation
- advise a client on the suitable form of business organisation
- explain the concept of legal personality
- analyse the principal duties owed by company directors
- apply directors' duties to given company scenarios
- evaluate the legal protections available to shareholders
- evaluate the legal protections available to creditors
- analyse different types of employment relationship
- advise on the appropriate choice of employment relationship
- advise an employer on approaches to terminating employment
- describe different forms of civil obligation
- apply civil obligation principles to factual scenarios
- identify the essential principles of a binding contract
- assess the effectiveness of common law and statutory controls on contracting parties
- identify the core principles of negligence in tort law
- analyse cases of negligent misstatement
- assess potential liability arising from negligent misstatements
- evaluate how criminal law affects commercial organisations
- Managing Diversity
What you learn (9)
- explain different theoretical perspectives on diversity in organisations
- identify structural barriers to equality in society and organisations
- describe alternatives to dominant structural norms that produce inequality
- analyse media representations of gender, race, disability and age
- examine how such representations become embedded as organisational assumptions
- assess the effects of these embedded assumptions on organisational practice
- identify institutional and individual initiatives to manage diversity
- critique the effectiveness of diversity management initiatives
- reflect critically on personal implications for future managerial practice
- Management, Technology and Society
What you learn (9)
- explain the significance of technology within management and organisational contexts
- discuss the influence of technology on wider society
- evaluate the design features of a technology
- assess the intended and unintended outcomes of technology use in practice
- construct a theoretical perspective on the social and political dimensions of technology
- investigate real-world technology-related problems through empirical research
- connect theoretical frameworks with research methods and practical application
- reflect on personal and organisational decisions regarding technology adoption
- evaluate the broader consequences of technological choices for society
- Strategic Management of Risk
What you learn (9)
- explain how risk is defined and perceived across varied organisational settings
- describe strategic approaches organisations adopt to manage risk
- explain how culture and organisational structure influence risk management
- compare risk management approaches across different industries and sectors
- describe how organisations respond to emerging environmental and societal risks
- evaluate and compare risk management practices between different organisations
- apply risk management theories to real-world cases across sectors
- conduct primary research to gather reliable data on organisational risk management
- participate in reasoned debate on the role of risk management in society
- Innovation and Firm Competitiveness
What you learn (2)
- critique competing paradigms in strategy formation and implementation
- compare conflicting theoretical perspectives in innovation and strategic management
- Supply Chain Management
What you learn (4)
- explain material, finance and information flows in a supply chain
- analyse evidence against supply-chain models for a real-world case
- evaluate a chosen organisation's supply-chain management approach
- construct a supply-chain argument supported by evidence
- Business Consultancy Project
What you learn (5)
- manage a business investigation from problem definition through to final reporting
- apply a systematic method to explore a business issue and derive recommendations
- reflect on personal growth in knowledge and skills during the project
- evaluate academic literature and research methods relevant to a business topic
- synthesise theoretical and empirical findings into a well-supported argument
- Dissertation The dissertation is completed over the whole year. If you choose to undertake a dissertation you will only study two additional option modules. A dissertation draws on the knowledge and skills you have developed throughout your degree. You'll collect and analyse empirical data to illumi
What you learn (14)
- integrate knowledge across the degree to analyse a complex management issue
- collect empirical data relevant to a chosen management issue
- analyse collected data to generate findings or solutions
- present empirical findings clearly to support conclusions
- research a management topic in depth using diverse sources
- critically evaluate current literature on a chosen topic
- explain underlying theory relevant to the research topic
- compose an extended academic document with structured argument
- identify appropriate research methods for a given study
- justify the choice of research methods used
- combine empirical data, literature and personal reflection into a coherent argument
- draw conclusions from research findings and analysis
- propose feasible solutions based on research evidence
- apply accurate referencing conventions and construct bibliographies
- Managing and Leading Change
What you learn (7)
- explain contemporary critical theories of change management
- analyse how change theories affect society, organisations, groups and individuals
- evaluate implications of critical change approaches for management practice
- apply theoretical arguments to analyse real-world organisational change
- reflect on personal experience and research to interpret change processes
- challenge personal assumptions about managing change through reflexive thinking
- situate change management theory within historical and socio-political contexts
- Globalisation, Politics and Culture
What you learn (7)
- critically examine the concept of globalisation
- challenge assumptions underlying definitions of globalisation
- describe the historical development of globalisation since the 1990s
- explain key theoretical approaches to globalisation
- explain the economic dimensions of globalisation
- explain the political dimensions of globalisation
- explain the cultural dimensions of globalisation
- The Dark Side of Organisation
What you learn (6)
- critique research approaches using differing theoretical perspectives
- evaluate innovative research methods applied to management issues
- formulate challenges to prevailing business and management assumptions
- explain difficulties of applying theory to practice in diverse global settings
- evaluate critical management studies research methods
- evaluate critical management studies theoretical frameworks
- International and Comparative Employment Relations
What you learn (12)
- describe the key features of the employment relationship
- explain recent changes in global patterns of work and employment
- compare national employment relations systems by their key actors
- analyse structures and processes of different national employment relations systems
- evaluate outcomes produced by varying national employment relations systems
- evaluate the effectiveness of EU employment relations regulation
- analyse the impact of EU social policy on national employment relations systems
- explain the practical outcomes of selected EU directives on employment
- explain the challenges multinational enterprises pose for labour
- describe the growth of private voluntary regulatory initiatives in employment
- explain the role of the ILO and international labour standards in global governance
- apply employment relations knowledge to management roles in international settings
- The Literature and Art of Management
What you learn (8)
- interpret literary and visual texts in light of their historical context
- analyse how language and narrative shape emotional and cultural impact
- apply insights from narrative analysis to explain management contexts
- evaluate complex management situations using literary and aesthetic perspectives
- assess the consequences of management decisions from multiple perspectives
- synthesise visual and literary sources to generate creative management solutions
- reflect on one's own development as a professional manager
- explain the role of empathy and sensemaking in management practice
- Managing Professional Services Firms
What you learn (8)
- describe the structure and composition of professional service firms
- identify key trends affecting professional service firms globally
- assess organisational responses to sectoral challenges
- evaluate strategies and managerial practices used in professional service firms
- analyse organisational structures characteristic of professional service firms
- explain professionalism as a distinctive model of work organisation
- compare professionalism with managerialism and entrepreneurship as organising models
- evaluate the economic and social significance of professional service firms
- Sustainability and Business
What you learn (9)
- evaluate historical and contemporary sustainability theories
- describe methods of communicating sustainability performance
- critique corporate sustainability reporting and marketing practices
- analyse the roles of stakeholders in sustainability decision-making
- critique how corporate purpose evolves through stakeholder influence
- explain sustainability practices across different business functions
- critique sustainability approaches used in various industry sectors
- develop sustainability-focused strategies for business scenarios
- present evaluated sustainability strategies to an audience
- Marketing and Innovation Management
What you learn (15)
- explain why innovation matters to competitive strategy
- describe how marketing supports development of new products and services
- describe the stages of the new product development process
- explain the contribution of market research to product development
- explain the role of product testing and launch strategies
- identify key drivers of successful new product development
- analyse causes of new product failure
- explain why customer satisfaction underpins commercial success
- identify sources of new product ideas and concepts
- apply creativity techniques to generate innovative concepts
- explain how customer expectations evolve over time
- describe the role of users in driving innovation
- explain the relevance of sustainability to responsible innovation
- evaluate marketing and innovation theories critically
- apply theoretical concepts to solve practical business problems
- Leadership in Practice
What you learn (19)
- critically analyse leadership theories and concepts
- evaluate how leadership theories apply within organisations
- identify capabilities needed by a contemporary leader
- identify administrative skills needed for effective leadership
- identify conceptual skills needed for effective leadership
- identify interpersonal skills needed for effective leadership
- demonstrate how leadership practice affects organisational performance
- explore ethical issues related to leadership
- develop analytical skills for evaluating business situations
- develop evaluative skills for assessing business situations
- conduct independent research through workshop-based tasks
- apply leadership theory to organisational case studies
- research contemporary organisations to inform leadership analysis
- apply strategic thinking to analyse organisational practice
- think critically about contemporary organisational practice
- plan tasks effectively within workshop activities
- communicate ideas effectively during workshop tasks
- solve business scenario problems using workshop analysis
- apply theory independently to resolve a business issue
- Workplace Mental Health and Wellbeing
What you learn (7)
- examine political and social drivers of employee wellbeing practice
- evaluate psychosocial factors contributing to mental ill health
- assess how workplace conditions influence mental wellbeing
- describe changes in work patterns and workforce demographics
- explain the impact of workforce change on mental wellbeing
- reflect on tensions managers face handling mental ill-health
- critically evaluate evidence on effective wellbeing interventions
- Applied HR, Business and Society
What you learn (5)
- resolve HR business issues considering their societal impact
- diagnose complex HR business problems using relevant theory
- propose solutions to HR business problems in real time
- demonstrate ethical behaviours in employee-employer conversations
- develop a range of organisational behaviours for an hr career
“What you learn” restates each module’s published learning outcomes in our own words, as short skill statements in the same form as the GCSE and A level curriculum, with the help of an AI model; fields of knowledge follow the twelve fields of the knowledge sphere. The university’s module page, linked from each title, is the authoritative description.
After graduating
Where does it lead?
£30,500median pay three years after graduating
Lower quarter£23k
Median£31k
Upper quarter£39k
Median — the middle earner: half earned more, half less. Pay is for graduates of this subject at this university who finished in 2016-18, not adjusted for inflation; based on 175 graduates.
Discover Uni dataset (HESA and Office for Students, CC BY 4.0, contains HESA data); earnings from the Longitudinal Education Outcomes data (Department for Education) · aggregation level 14, 12, 22
Half of graduates earned between £23,000 and £39,000. Five years on, the median is £40,000. 90% were in work or further study 15 months after finishing; 65% of those in work were in professional or managerial jobs.
All outcome figures7
| Measure | Value | Based on |
|---|---|---|
| Continue after year 14% left | 95% | 55 |
| In work or study, 15 months on0% studying | 90% | 15 |
| Professional or managerial job | 65% | 10 |
| Pay 15 months on, median | £28,500 | 60 |
| Pay 3 years on, median | £30,500 | 175 |
| Pay 5 years on, median | £40,000 | 200 |
Money
What does it cost?
£10,050a year for UK students, 2027/28 entry
Tuition fee loan — paid straight to the university; repayments start the April after you leave, at 9% of income above the threshold. UK fees are capped by government and rise with inflation; placement and study-abroad years are usually charged at a lower rate.
York fees page · source
About £40,200 in fees over 4 years, covered by a tuition fee loan you repay only when earning above the threshold. International students: £28,600 a year (2027/28).
National Student Survey 2025-26
What do students say?
90%agreed the course was good overall (question 26)
NSS — a yearly survey of final-year students at every UK university; 85% of this course’s final year answered. Small groups can swing a lot year to year.
National Student Survey, via Discover Uni · 40 students answered
Highest: 95% agreed on question 20; lowest: 45% on question 14.
All questions26
| Question | Agree |
|---|---|
| Question 1 | 78% |
| Question 2 | 68% |
| Question 3 | 68% |
| Question 4 | 65% |
| Question 5 | 90% |
| Question 6 | 68% |
| Question 7 | 70% |
| Question 8 | 73% |
| Question 9 | 55% |
| Question 10 | 80% |
| Question 11 | 62% |
| Question 12 | 70% |
| Question 13 | 63% |
| Question 14 | 45% |
| Question 15 | 90% |
| Question 16 | 75% |
| Question 17 | 63% |
| Question 18 | 73% |
| Question 19 | 75% |
| Question 20 | 95% |
| Question 21 | 90% |
| Question 22 | 88% |
| Question 23 | 65% |
| Question 24 | 65% |
| Question 25 | 74% |
| Question 26 | 90% |
Question texts are published by the Office for Students; the dataset carries only the question numbers.
Modules, entry requirements and fees are facts read from University of York’s course page on 2026-09-19 and may change; the university’s page is authoritative. Descriptions are not reproduced. Outcome figures are from the Discover Uni dataset. University of York is a trade mark of the university; sch.today is independent of it.