module specification

The focus of this module is management and the development of students as managers.  Managers are crucial to getting things done, for example, they plan, organise, lead and coordinate the work of others in order to meet organisational goals efficiently and effectively. The challenges of managing in today’s ever-changing, increasingly uncertain, complex economic environment requires managers to have the knowledge, ability and skills to take action, such as managing information, delegating tasks, setting goals, building teams, motivating others and, along with numerous other activities, achieve organisational success. 

The traditional view of the purpose and role of management in the world of work was to seek stability and efficiency in a top-down hierarchy aimed at achieving bottom-line results. In contrast, the contemporary management paradigm expects managers to engage in motivating people and harnessing their creativity, sharing information and power, leading change, and finding shared vision and values in an increasingly diverse and complex workplace.

Today’s managers require the knowledge and ability to draw on both traditional and contemporary approaches to management when formulating workplace decisions. They also need the skills, tools, and techniques to manage their own career trajectory based on the acquisition of sound employability skills and accompanying behaviours.

In addition to knowledge, the module focuses on developing students as managers
which involves the ability to interact with, and motivate, a diverse range of people.
The module aims are to:  

 enable students to identify and explain major developments in the history of managerial thought;

 provide students with the knowledge and skills to deal with the variety and complexity of challenges facing the management of people and organisations in the 21st century;

 provide students with the opportunity to develop management, leadership and employability capability to enhance their individual potential;

 develop students appreciation of the different management approaches that can be used when managing in uncertain and complex environments;

 allow students to experience managerial competence through a variety of methods including field visits and case studies. 

 enable students to develop their management and employability skills, such as critical thinking and writing, interpersonal skills, self-management, communication, team-working, problem solving, and presentation skills, in order to maximise their competitive edge in the business world.

Standard university requirements for Level 4 entry.

The four major themes covered in this module reflect the QAA subject benchmark statement and include:

 The Nature of Management: including both traditional and contemporary approaches, key management concepts, processes, procedures, practices and techniques for the effective management of organisations; This includes theories, models, frameworks, tasks, and the roles of management; LO1

 Organisation Behaviour: including the design, development of organisations, including cross-cultural issues, change management, diversity and values, and the design of organisations for optimal performance using the Job Characteristics Model of Hackman & Oldham (1980) (see Mullins, 2016 :p287).   LO2

 Managing People: includes goal setting, performance management, and team management, and the role of content theories of motivation in improving performance. It also includes  managing in a socially responsible way and managing the recruitment process; 

 Becoming a Manager: including a wide variety of skills, such as communication, listening, emotional intelligence, self-management, critical thinking, team working, and problem solving. LO3

PDP and reflective learning are integral elements of this module.  The module is delivered through weekly 3 hour workshops which will include a  variety of group activities and participation in group projects. The workshops will consist of a combination of theoretical input, independent reading. Group activities and problem-based tasks are supported by multimedia, and student led discussions. Theoretical input consists of defining and clarifying the topic content to an appropriate depth and breadth. Working in groups students will identify the main concepts of the topic, analyse the implications for managing an organisation, evaluate the approach and articulate how it could be used in current business practice.  Teaching, learning and assessment activities have been designed to develop student’s awareness of and engagement with their own personal development. They will be encouraged to reflect on their own skill development throughout the module and consider how these will contribute to their future careers as managers. The module will engage a variety of approaches to teaching and learning including Blogs, e-journals, podcasts and multimedia. Weblearn is used as an interactive mechanism between students and tutors, for example, to direct students to particular readings and/or to provide news about the module or the module content. It is also be used for the timely provision of generic feedback following formative assessment.

The learning outcomes reflect the integration of the Quality Assurance Agency for Higher Education (QAA) subject benchmark statement and the CMI requirements. 

On successful completion of this module students will be able to:

LO1:   identify major developments in the history of managerial thought including classical and contemporary approaches, and explain the principles of job specialisation and division of labour and say why the study of person-task relationships is central to increased efficiency.

LO2:  describe the roles of managers and discuss how they can be utilised to plan, organise, lead and control an ethnically diverse workforce. Design an organisational structure for optimal performance using Hackman & Oldham’s (1980) Job Characteristics Model.   

LO3:   demonstrate an in-depth understanding of teams; their composition; the advantages and disadvantages of group decision-making and describe techniques that can improve it. Identify the main theories of motivation and discuss their advantages and disadvantages as a means of coordinating and motivating employees. Describe both content and process theories of motivation and explain how they can be used to improve employee motivation and productivity

LO4:    define essential management skills, and explain how emotional intelligence, interpersonal skills, self-management, communication, team-working, problem solving, decision-making and critical thinking contribute to the effectiveness of an organisation.

In addition to a formal formative assessment, formative feedback will run throughout the module and will involve the completion of a range of in-class activities. These, along with summative assessment, are designed to provide regular opportunities throughout the year to consolidate student learning and provide feedforward and will focus on the ability to apply theory and management skill in practical and real world situations.
There are three assessment points:
The first assessment is a short paper demonstrating understanding of the theory underpinning the ‘Competing Values Framework.  
The second assignment is designed to enhance students understanding of the management of organisations, and the third assignment is designed to focus on people management and students’ own development as managers.

Textbooks:

Core Texts:
Boddy, D. (2017) Management: An Introduction, (7th edn) Harlow: Pearson.
Mullins, L. J. (2016) Management and Organisational Behaviour (11th edn) Harlow: Pearson.
Quinn, R.E., Faerman, S.R., Thompson, M.P., McGrath. M.R., (2007) Becoming a Master Manager: A Competency Framework, (4th edn) New York: Wiley
Torrington, D. et al (2014) Human Resource Management, (9th.edn) Harlow, Pearson.

Additional Textbooks:
Child, J.(2005), Organisation: Contemporary Principles and Practice. Blackwell: Oxford.
Clegg, S., Kornberger, M. Pitsis, T. (2016) Management and organisations: An Introduction to Theory and Practice. (4th edn). London: SAGE.
Gallagher, Kevin (2013) Skills Development for Business and Management Students (2nd edn). Oxford:OUP.
Parker, L.D. and Ritson, P.A. (2005) Revisiting Fayol: Anticipating Contemporary Management. British Journal of Management, Vol 16, No.3. pp.175-194.
Robbins, S.P. & Coulter, M. (2014), Management, (12th edn) Harlow: Pearson Ed.

Journals:
• European Research on Management and Business Economics 
• Harvard Business Review 
• International Journal of Management and Economics 
• Journal of Management Studies
• Management: Journal of Contemporary Management Issues
• People Management

Websites:
www.bbc.co.uk/news/business
www.ft.com
www.theguardian.com/uk/business
www.independent.co.uk/news/business/news
www.uk.reuters.com/business

Electronic Databases:
• Academic Search Complete
• Business Source Ultimate
• FAME (UK Companies)
• Marketing & Management Collection
• Mintel

Social Media Sources