The tuition fees for enrolling onto the Year 1 (Level 4) and Year 2 (Level 5) courses together is £4420 (Saving of 15% = £780). Alternatively, students can enrol onto Year 1 (Level 4) for £2550 and Year 2 (Level 5) for £2650

Examination fees £180 for Year 1 (Level 4) and Year 2 (Level 5) £180

You can pay for your GECOnline course Student Fees once you receive your admission letter and official invoice.

The Undergraduate Level 4 (Leadership and Teamwork) and Level 5 (Extended Diploma in Management) are a 240 credit course designed to fast track students to the final year of an associated Undergraduate degree in Leadership and management, which can either be completed at a UK university on campus or via distance learning.

The Level 4 modules and assignments of this course are equivalent to the first year of a University Degree and the Level 5 modules and assignments are equivalent to the second year of a University Degree.

This course is made up of 10 Level 4 modules (120 credits) and 10 Level 5 modules (120 credits); each level also includes 10 written assignments. If a student decides to only study at Level 4, they will receive 120 credits and can apply for an exemption from the first year of a university Degree course.

Each module consists of approximately 40 guided learning hours of material with an additional 30-50 hours of optional learning material. These materials comprise recommended exercises, recommended readings and internet resources.

All course material, including online modules and written assignments

Personal tutor support with 1-2-1 Zoom sessions

Dedicated student support

Access to an online social learning forum

Assignment marking and feedback

FREE access to Our Hubs

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 – £3800

BSc (Hons) in International Accounting Top up -£3800

University of Derby

Undergraduate Top up to BA – £4400

University of Sunderland – On Campus

BA (Hons) Business and Management (Year 3 ) – £9250

Coventry University 

BA (Hons) Top-up – progression from ATHE Level 5 Extended Diploma in Management, fee £9,560

University of Bolton 

BA (Hons) Top-up, fee £10,250, duration 2 semesters

Anglia Ruskin University

BSc (Hons) Business Management (Final Year) – £4500

BA (Hons) Management (Top-Up) – £4500

Edinburgh Napier University

BA in Business Management (Top-Up) – £4600
BA in Business and Enterprise (Top-Up) – £4600
BA in Sales Management (Top-Up) – £4600

Buckinghamshire New University 

BA (Hons) Top-up, fee £3,000

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

Please enquire for top up prices for Southern Cross University

University of Hertfordshire

BA (Hons) Business Administration (top-up) (Online) | Courses | University of Hertfordshire (herts.ac.uk)

University of Central Lancashire (UCLAN)

Business Management (Top Up), BA (Hons) – University of Central Lancashire (uclan.ac.uk)

University of Cumbria

BA (Hons) Global Business Management (Top-Up) Course – University of Cumbria

BA (Hons) International Business Management (Top-up) Course – University of Cumbria

University of Chichester

London Graduate School (lgsglobal.uk)

University of Nicosia, Cyprus

Undergraduate Top up to BA – €6000

NOTE: UK 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 Teamwork) 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.