Sociology/Business and Management MA(SocSci)
AAB – BBB at A level, A-level English or Humanities subject; graduates earn a median £23,000 three years on.
Typical A level offer
AAB – BBB
A-level English or Humanities subject · 61% of entrants came with A levels · 90% stay on after year 1 · Glasgow course page, Discover Uni
Year 13 · applying
What do you need to get in?
AAB – BBBtypical A level offer
Typical offer — the grades most applicants are asked for. A contextual offer can be lower for applicants from under-represented backgrounds; none is published for this course.
Glasgow course page, read 19 September 2026 · Discover Uni entry profile
- 1A-level English or Humanities subject
Who actually got in: 61% with A levels, 1% with the IB, 21% via Access courses, 7% with other higher education. 48% arrived with 208 or more UCAS tariff points — roughly A*A*A or better. Based on 105 entrants.
UCAS tariff points — a points scale for grades: A* = 56, A = 48, so A*A*A = 160. Entrants’ totals include extra subjects.
Other qualifications2
| Qualification | Typical offer | Required subjects |
|---|---|---|
| Scottish Highers | AAAAAAminimum from S5: AAABB | Higher English and a Higher Humanities subject at AA. Higher Mathematics is recommended. |
| IB | 36 (6,6,5) | English HL6 or Humanities HL6 with English SL6. |
Years 1–4
What do you study?
4compulsory modules in year 1
Compulsory modules this year: business & administration 83% · transversal skills 11% · mathematics & statistics 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.
Glasgow course page · optional modules vary by year
Year 1 · 4 core · 40 credits ≈ 400 hours
- Introduction to Marketing
What you learn (7)
- examine core marketing theories relevant to modern practice
- analyse different levels of the marketing environment
- assess how environmental factors influence marketing decisions
- evaluate alternative marketing strategies for business effectiveness
- evaluate marketing tactics used to implement strategy
- collaborate with peers to develop marketing recommendations
- apply marketing theories to real-world business scenarios
- Organisational Behaviour
What you learn (8)
- explain why organisational behaviour theory matters for studying modern organisations
- explain key concepts of organisational behaviour
- analyse how organisational behaviour concepts affect individuals, teams and organisations
- identify different approaches to structuring organisations and job design
- assess the consequences of organisational and job design choices
- identify how organisational culture shapes individual behaviour
- identify how power relations influence individual action within organisations
- apply critical thinking when engaging in learning and workplace activities
- Principles of Management
What you learn (6)
- discuss key management theories and their limitations
- describe how managers convert resources into goods and services
- illustrate factors shaping contemporary management practice
- explain how management practice has evolved since the twentieth century
- apply management theory to interpret managerial activities and challenges
- participate actively in learning and work-based activities
- Foundations of Finance
What you learn (8)
- describe the purpose of financial management within an organisation
- explain how financial management relates to other business functions
- interpret financial statements to extract relevant company information
- apply financial statement analysis to improve investment decisions
- identify alternative sources of corporate finance
- compare the uses and costs of different financing options
- evaluate the significance of the time value of money concept
- apply time value of money principles to valuation problems
Year 2 · 4 core · 40 credits ≈ 400 hours
- Business Decision Analysis
What you learn (8)
- analyse a business problem within its organisational context
- identify the scope of investigation needed to address a business issue
- select appropriate data sources for a business inquiry
- identify useful data from academic, industry and media reports
- evaluate the feasibility of different research methods for decision-making
- assess the plausibility of alternative approaches to evidence-based decisions
- evaluate data collection and analysis processes across different organisational sectors
- assess reporting practices using qualitative and quantitative data
- Fundamentals of Human Resource Management
What you learn (7)
- evaluate major theoretical schools underpinning human resource management
- critique how hr theories are applied in modern organisational practice
- evaluate key hr functions such as recruitment, training and reward
- critique procedures and processes used in managing people at work
- assess the effects of hr practices on organisational performance
- assess the impact of hr practices on individual employees
- participate actively in academic and workplace-based learning tasks
- Service and Operations Management
What you learn (6)
- explain approaches and techniques used in operations management
- describe suitable contexts for applying particular operations management approaches
- explain the implications of controlling operations for delivering goods and services
- apply operations management principles to business decisions
- evaluate the effectiveness of operations management techniques in business contexts
- evaluate how operations contribute strategically to organisational value creation
- Entrepreneurship
What you learn (4)
- explain the role of entrepreneurship in modern economies and varied contexts
- compare stages of the entrepreneurial process from launch to exit
- identify the reach and constraints of government policy on entrepreneurship
- collaborate in a team to devise entrepreneurial solutions and initiatives
Year 3 · 29 core · 460 credits ≈ 4,600 hours
- Work & Labour in Britain Since 1940
What you learn (4)
- summarise key scholarly debates on a major theme in British labour history since 1940
- identify primary and secondary sources used to study post-1940 British work history
- evaluate the reliability and usefulness of historical sources on work and labour
- analyse central problems and controversies in British work and labour history since 1940
- Entrepreneurship: New Venture Creation
What you learn (11)
- design a plan for a new venture
- analyse the process of creating a new venture
- compare stages of identifying, evaluating and exploiting opportunities
- identify tools used for recognising business opportunities
- apply tools to evaluate and exploit business opportunities
- evaluate how entrepreneurs create value in new and existing businesses
- relate entrepreneurship to personal career goals
- critically reflect on concepts related to launching a venture
- apply tools used for launching a new venture
- develop group working skills through collaborative tasks
- deliver a group presentation effectively
- Project Management
What you learn (7)
- identify characteristics of projects requiring specialised management approaches
- apply selected project management methods and tools to a given context
- explain the benefits and drawbacks of project management tools in specific contexts
- evaluate common causes of project failure
- assess factors contributing to successful project delivery
- apply project management knowledge and skills to practical tasks
- collaborate effectively within a group across different project settings
- Business Competition
What you learn (9)
- explain why strategy matters for achieving lasting competitive advantage
- analyse an organisation's external environment using strategic frameworks
- analyse an organisation's internal environment using strategic frameworks
- devise strategic options for achieving sustainable competitive advantage
- justify chosen strategic options using real business case studies
- identify key organisational actors influencing strategic direction
- explain how different actors shape an organisation's strategic decisions
- deliver a clear and persuasive oral presentation
- collaborate effectively within a group to complete shared tasks
- Marketing Campaign Development: Research and Tactics
What you learn (8)
- explain how customers move from information gathering to decision-making
- map a customer's journey using a practical example
- design a marketing communications plan using suitable analytical tools
- evaluate alternative marketing communication channels
- select appropriate communication channels for a given campaign
- formulate objectives for a marketing communications programme
- create a marketing communications campaign collaboratively in a group
- present a marketing campaign proposal to an audience
- Business and Management Dissertation
What you learn (8)
- formulate a researchable business or management problem
- summarise relevant academic literature on a chosen topic
- synthesise academic sources into a coherent argument
- evaluate theoretical arguments relevant to the research topic
- apply relevant techniques to address the research problem
- assess the suitability of data collection methods for a study
- justify chosen data analysis methods for a research project
- plan and manage time effectively across a research project
- Global Business
What you learn (6)
- evaluate theories of international trade and firm internationalisation
- evaluate frameworks for international business strategy
- assess globalisation and recent global economic shifts
- assess political, legal and cultural differences affecting international business
- interpret numerical and graphical data on trade and foreign direct investment
- collaborate effectively with others in a formal group setting
- Human Resource Management
What you learn (13)
- explain reasons why organisations adopt strategic hr approaches
- identify factors influencing strategic hr decisions
- explain the link between hr management and organisational performance
- evaluate the strength of evidence linking hr practices to performance
- assess debates concerning the structure and influence of hr functions
- describe key employment laws affecting individual workers
- explain workplace policies such as discipline and grievance procedures
- identify core skills required of an hr practitioner
- describe how to communicate with stakeholders during organisational change
- analyse contemporary hr management practices
- apply hr management practices to organisational contexts
- analyse the effects of hr practices on individual employees
- evaluate the role of hr in supporting employee wellbeing
- Digital Marketing Strategy
What you learn (7)
- apply core digital marketing concepts to consumer behaviour scenarios
- assess the contribution of digital marketing to overall business strategy
- design a tactical marketing plan meeting a client brief
- determine product, pricing, distribution and promotion decisions for a marketing plan
- reflect on personal contribution within group project work
- collaborate within a group to produce a digital marketing project
- incorporate current marketing trends into group project outputs
- Marketing Communications
What you learn (11)
- evaluate the contribution of integrated marketing communications to marketing strategy
- construct a situation analysis to support an IMC programme
- formulate objectives for an IMC programme
- justify budget and resource allocation for an IMC programme
- select suitable marketing communication methods for given scenarios
- evaluate marketing communication tools against IMC objectives
- select creative and media planning strategies for an IMC campaign
- identify issues in measuring IMC effectiveness
- discuss ethical considerations in IMC programmes
- develop an IMC plan collaboratively within a group project
- produce an individual report on an IMC plan
- Project Management
What you learn (3)
- identify the distinct stages of a project life cycle
- evaluate tools and techniques used at each project stage
- develop project plans considering timing, cost and risk
- Management Research Methods
What you learn (5)
- evaluate current trends in management research and scholarship
- analyse existing literature to inform a review on a chosen management topic
- critique key research design approaches used in management studies
- identify ethical issues arising in management research practice
- describe the stages of planning and carrying out a small research project
- Entrepreneurial Ventures: Management and Growth
What you learn (7)
- identify factors enabling or limiting venture growth
- evaluate opportunities and constraints affecting business development
- evaluate a specific challenge facing the host venture
- develop strategic recommendations for a host venture
- deliver a structured oral presentation of business strategy
- reflect on personal self-management during a project
- reflect on collaborative teamwork in delivering a project
- Strategic Marketing
What you learn (9)
- describe core concepts involved in building marketing strategies
- analyse strategic marketing scenarios to uncover underlying problems
- identify key areas requiring marketing decisions
- develop a strategic marketing plan for an organisation
- produce an operational marketing plan to implement strategy
- evaluate emerging trends and techniques in strategic marketing
- discuss new concepts relevant to strategic marketing issues
- examine marketing decision-making practices across different sectors
- critique academic journal articles on marketing strategy topics
- Strategic Management
What you learn (9)
- critique theories of strategic decision-making
- compare different strategic management concepts
- explain the role of strategy in organisational decision-making
- assess the significance of strategy for organisational success
- analyse an organisation's external environment using strategic frameworks
- analyse an organisation's internal environment using strategic frameworks
- identify strategies that create competitive advantage
- design a strategy to sustain competitive advantage
- evaluate factors influencing strategic decision-making
- Ethics and Business
What you learn (7)
- define the meaning of ethics within a business context
- distinguish between ethics and morals in management settings
- identify major competing ethical frameworks used in capitalist business
- analyse why ethical considerations matter to commercial activities
- analyse concepts of corporate social responsibility
- critique notions of corporate accountability
- evaluate the relationship between business and society under capitalism
- Contemporary Issues in Consumer Behaviour
What you learn (9)
- define key concepts relating to consumers and consumption
- explain theories describing consumer and market behaviour
- apply consumption theories to examine real marketplace practices
- analyse shifts in consumer behaviour using multiple disciplinary viewpoints
- evaluate consumption theories for their explanatory power
- assess how well theories reflect actual consumption practice
- appraise effects of changing consumer behaviour on businesses and society
- collaborate within a team to complete a consumer behaviour project
- design project outputs that respond to current marketing trends
- Services Marketing
What you learn (10)
- distinguish between goods and services based on their core characteristics
- explain the specific challenges involved in managing and delivering services
- assess customer needs and expectations relating to services
- assess customer perceptions of service experiences
- identify the key participants within the servuction model of service production
- measure the quality of a service using appropriate criteria
- analyse how service quality influences customer satisfaction and loyalty
- apply a customer-focused relationship marketing approach to service contexts
- collaborate with peers to produce a joint piece of coursework
- coordinate group tasks and meetings to complete shared work
- Social and Community Entrepreneurship
What you learn (8)
- evaluate the nature of social and community entrepreneurship
- explain factors driving the growth of social enterprise
- differentiate concepts, practices and processes in social entrepreneurship
- appraise how opportunity identification applies in social ventures
- appraise how opportunity evaluation applies in social ventures
- appraise how opportunity exploitation applies in social ventures
- differentiate challenges to achieving sustainability in social enterprises
- analyse how social capital affects development of social enterprises
- Contemporary Employment Relations
What you learn (10)
- identify core theoretical frameworks underpinning employment relations
- evaluate key legal concepts governing the employment relationship
- identify contextual factors shaping employment relations
- assess how contextual factors influence regulation of employment relationships
- assess how contextual factors shape management of employment relationships
- evaluate the evolving role of institutions in shaping employment relations
- analyse forms of workplace conflict and their outcomes
- evaluate strategies for managing organisational conflict
- evaluate forms and processes of workplace bargaining and negotiation
- reflect critically on personal approaches to negotiation practice
- Introduction to Management Research Methods Online (exchange students)
What you learn (7)
- evaluate current trends in management research and scholarship
- analyse literature sources relevant to a chosen management topic
- construct a literature review on a selected management subject
- evaluate the main research designs used in management studies
- identify ethical issues arising in management research practice
- describe the stages of designing a small independent research project
- describe the stages of implementing a small independent research project
- Entrepreneurial Selling
What you learn (10)
- evaluate the contribution of sales activities to overall marketing strategy
- identify the stages involved in a business-to-business sales process
- explain the purpose of each stage in a business-to-business sales process
- identify tools and techniques used in personal selling
- explain how specific tools and techniques support successful personal selling
- apply personal selling tools and techniques in a practical selling scenario
- select relevant content for a persuasive sales pitch
- organise selected material into a structured sales pitch video
- deliver a competent sales pitch via video
- reflect on how selling contributes to the entrepreneurial process within an organisation
- Strategic Alliances and Joint Ventures
What you learn (8)
- evaluate theoretical models of strategic alliances and joint ventures
- appraise staffing approaches used in strategic alliances and joint ventures
- appraise management and organisational arrangements of alliances and joint ventures
- propose solutions to common challenges in alliance partnerships
- apply negotiation techniques during collaborative group tasks
- communicate ideas effectively within a team setting
- analyse problems critically when working in a group
- collaborate with peers to produce a joint piece of coursework
- Supply Chain Management
What you learn (8)
- evaluate approaches used to manage relationships between supply chain partners
- identify key features that characterise supply chain design
- evaluate the effectiveness of different supply chain design features
- analyse risks that arise within supply chains
- propose strategies to mitigate identified supply chain risks
- construct the main components of a sourcing process
- collaborate with peers to solve problems and produce a shared output
- exchange constructive feedback with team members
- Performance Improvement through Systems Thinking and Simulation
What you learn (7)
- explain how soft operational research methods structure complex organisational problems
- apply soft systems approaches to model an organisational situation
- design an integrated performance measurement system for an organisation
- evaluate how a performance measurement system can improve organisational performance
- build a simulation model to represent an operational process
- derive data-driven recommendations to improve operational performance
- collaborate within a team to analyse a service performance scenario
“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?
£23,000median pay three years after graduating
Lower quarter£19k
Median£23k
Upper quarter£30k
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 75 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 23, 13
Half of graduates earned between £18,500 and £30,000. Five years on, the median is £29,000. 75% were in work or further study 15 months after finishing; 25% of those in work were in professional or managerial jobs.
All outcome figures7
| Measure | Value | Based on |
|---|---|---|
| Continue after year 19% left | 90% | 100 |
| In work or study, 15 months on0% studying | 75% | 45 |
| Professional or managerial job | 25% | 30 |
| Pay 15 months on, median | £25,000 | 15 |
| Pay 3 years on, median | £23,000 | 75 |
| Pay 5 years on, median | £29,000 | 75 |
National Student Survey 2025-26
What do students say?
76%agreed the course was good overall (question 26)
NSS — a yearly survey of final-year students at every UK university; 64% of this course’s final year answered. Small groups can swing a lot year to year.
National Student Survey, via Discover Uni · 75 students answered
Highest: 96% agreed on question 1; lowest: 58% on question 14.
All questions26
| Question | Agree |
|---|---|
| Question 1 | 96% |
| Question 2 | 94% |
| Question 3 | 93% |
| Question 4 | 86% |
| Question 5 | 86% |
| Question 6 | 84% |
| Question 7 | 88% |
| Question 8 | 80% |
| Question 9 | 72% |
| Question 10 | 77% |
| Question 11 | 82% |
| Question 12 | 75% |
| Question 13 | 82% |
| Question 14 | 58% |
| Question 15 | 96% |
| Question 16 | 91% |
| Question 17 | 89% |
| Question 18 | 93% |
| Question 19 | 85% |
| Question 20 | 93% |
| Question 21 | 92% |
| Question 22 | 87% |
| Question 23 | 89% |
| Question 24 | 60% |
| Question 25 | 75% |
| Question 26 | 76% |
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 Glasgow’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 Glasgow is a trade mark of the university; sch.today is independent of it.