module specification

This module  will introduce course members to the theory of the contribution of managers and leaders  in organisations and to prepare them for an organisational leadership role.  key features of the module are an emphasis on effectiveness in role together with doing this in a socially responsible manner.  The issue of ethical and responsible management is an important element of the course and this module embeds this focus at an early stage.

• To provide course members with the personal and interpersonal skills required to work effectively as managers and leaders
• To develop a critical awareness of the organisation in order that an effective understanding of organisational problems and opportunities can be developed.
• To develop an appreciation of responsible management and leadership that emphasises the ethic dimension that informs these activities.
• To focus on the concepts of organisational analysis, knowledge management and organisational learning.
• To develop an appreciation of the resourcing of the organisation, in particular the role of human resources in providing capabilities and distinctiveness
• To analyse the structure of organisations to enable successful management of people

Introduction to the programme & perspectives on management – management roles, management styles, responsible management
What do managers and leaders do?
Management skills and introducing Personal Development Planning (PDP).
Organisation structure and design: How we communicate across organisations
Managing people in organisations – perceptions and learning
Managing people in organisations – motivation, communication.
Managing people in organisations – teams.
Organisational role analysis
Leadership theories
Ethical management and leadership.

Students will develop an awareness of different theoretical perspectives so that the complexity of managerial work is explored..
Classroom sessions will be supported by web-based materials and recommended pre-readings from module texts and other readings.
In addition guest speakers and visits to leading organisations will be uitilised to enable studnets to have a greater understanding of the role of managers and leaders.

Work based learning
This module adopts a work-based learning perspective based upon the application of topics covered in the module to real-life workplace issues and students are encouraged to adopt a reflective approach towards the syllabus in the context of their own particular skill sets. Hence,  through  reflection upon how their existing skill sets compare to the particular requirements of specific workplace issues, they are able to identify where particular knowledge and skills gaps exist. This information can then be used to frame their learning in relation to each element of the syllabus.

E learning
Students will be timetabled for regular workshops which they must attend. Students should also look at Weblearn/Blackboard regularly to see any preparation activities that they need to undertake or slides or other material that they may wish to print or download. Additionally students should  spend time each week online maintaining and updating their Learning Journal which is on WebLearn/Blackboard. This journal records not only what students have done in class but also other activities, and thoughts and reflections which contribute to their learning. Students will be guided in class as to what they should focus on each week. It is important that students make their entries regularly as they will help to consolidate learning throughout the module.
The module tutor / lecturer will regularly review entries in students Learning Journal and will comment and leave feedback. This provides regular formative feedback.

Entries in students learning journals can only be viewed by the student and the tutors on the module.

On successful completion of this module the student will be able to:

1. Demonstrate a systematic understanding of the work of managers
2. Apply a body of knowledge, theory and practice to complex management issues
3. Develop skills inorder to analyse problems in a critical manner showing their grasp of management practice and theory
4. Understand the necessity for firm strategies in ‘soft’ areas such as learning and knowledge management in support of ‘hard’ organisational effectiveness.
5. Evaluate and improve organisational performance and development through people.
6. Identify causes of success and failure in organisational activities.

Work Based Learning:
The assessment strategy has been designed to measure the achievement of learning outcomes using individual instruments and draws, where possible, on the experience of the cohort. Students will be tasked to find an actual problem in their workplace of a management and/or leadership issue. They will analyse the problem using course concepts and theories and will then offer effective courses of action to correct the problem. The solution to the problem can be presented using any multi media technique although it is envisaged that the most popular forms will be either video or audio files. This will ensure that these responses are reusable learning objects and provide a useful benchmark for measuring progress later on in the course.  This assessment is mainly concerned with learning outcomes 1, 2 and 3. And will enable timely feedback to be given which will inform and assist with the successful completion of the second assessment.

Having completed the first component, students will be required to develop and investigate an individual area of interest which is based on their workplace. This assessment provides the opportunity for students to improve their academic writing, develop and support arguments and offer evidence of active engagement with literature. These skills are important for postgraduate study but will particularly assist with the acquisition of the appropriate skills for the successful completion of work based projects. This assessment is mainly concerned with learning outcomes 4, 5 and 6.

Adair, J. (2011) 100 Greatest Ideas for Effective Leadership, Chichester, UK:
Capstone Publishing Ltd.
Bloisi, W., Cook, C. and Hunsaker, P. (2007) Managers and Organisations, Maidenhead UK: McGraw-Hill.
Boddy, D. (2011) Management - An Introduction, Harlow UK: Pearson.
Bolden, R, Hawkins, B., Gosling, J., Taylor, S. (2011), Exploring Leadership: Individual, Organizational and Societal Perspectives, Oxford, OUP
Covey, S. (2004) The 7 Habits of Highly Effective People, London:Simon & Schuster
Collins, D. (2012) Narrating the Management Guru: In Search of Tom Peters, Oxford, UK: Routledge
Daft, R. (2010) Management, Cengage Learning, OH, US: Mason.
Grint, K., (2005), Leadership: Limits and Possibilities, Basingstoke, Palgrave MacMillan
Handy C (1999), Understanding Organisations, 4th ed, Penguin: London UK.
Hayes, J. (2010) The Theory and Practice of Change Management , Basingstoke UK:
Palgrave,.
Jackson, N and Carter, P (2006) Rethinking Organisational Behaviour: Harlow UK Pearson.
Lodge, D. (2011) Nice Work, London, UK: Penguin.
Morgan, G (1997), Images of Organisation, Sage: London.
Northouse, P. (2012) Leadership: Theory and Practice, Thousand oaks, CA.; Sage.
Pardey, D. (2007) Understanding Organisations in their Context Super Series, Oxford: Elsvier
Pedlar, M. (2008) Action Learning for Managers, Aldershot, UK: Gower.
Senge, P. (2006) The Fifth Discipline, London, UK: Random House.

E resources available from http://catalogue.londonmet.ac.uk/search~S1/X?search=management&SORT=RAD&searchscope=1&m=z

Journals

Academy of Management Journal
British academy of Management Journal
Harvard Business Review
Journal of International Management review
Journal of International Managment
Journal of Management