SH7002 - Managing Self and Others (2019/20)
|Module specification||Module approved to run in 2019/20, but may be subject to modification|
|Module title||Managing Self and Others|
|Module level||Masters (07)|
|Credit rating for module||20|
|School||School of Social Professions|
|Total study hours||200|
|Running in 2019/20||
The module focuses mainly on the micro level of management: managing oneself and relationships with others. Management issues are addressed in the context of values-based organisations whether in the public, voluntary, or community sectors or social enterprises. Participants are introduced to management and leadership theories and relevant policy frameworks in order to facilitate critical reflection on aspects of their management and leadership role. In addition, participants will explore key practice areas, drawing from relevant theories and reflecting on their relevance to their own experience. Particular attention will be paid to time management, leadership and communication skills, assertion, and negotiation skills. Students will also review the developmental role of the leader and manager, and the module will critically explore current ideas and practices regarding enabling change and managing risk, and in working with teams, networks, and inter-professional working groups.
Prior learning requirements
Sufficient current or recent work experience (paid or unpaid) to complete the module assessment.
1. To provide an overview and introduction to management within organisational contexts encompassing both community and voluntary organisations and the wider public sector.
2. To enable participants to apply an analytical and reflective approach to their personal management skills and leadership styles.
3. To explore the relevance and application of current theories and concepts in the management and organisational studies field to participants’ own experience, work context and roles.
4. To explore a range of strategies and approaches to improve the performance of self and others across diverse organisational contexts.
The syllabus will include the following key areas:
• Theoretical frameworks of management and leadership and their relevance to different organisational and policy contexts; the key role of service users and other stakeholders in shaping management models and priorities.
• Key areas of managing the self and relationships with others, applying relevant theory and concepts to develop time management, communication, team-building, assertion and negotiation skills.
• Methods of staff development, and their use in supporting quality improvements and in achieving organisational goals and objectives.
• Theories of learning and development and their application to individual, management and organisational learning and to the building of communities of practice.
• Initiating and enabling change – through teams, multi-agency networks and groups; addressing concerns of risk and resistance to change
Learning and teaching
This module is currently delivered in two modes: an intensive 6 day programme or a series of 3 hour weekly workshops. In each case the teaching methods provide opportunities for participants to actively practise management skills and to learn from their own and other's experience. In addition to short tutor inputs and discussion participants are provided with case studies and toolkits which are used to develop reflective practice and the development of skills. Readings and other resources relating to the module are made available via Weblearn.
Participants are asked to bring work-based issues and experiences into the interactive sessions. The aim is to bring together theory, policy and practice issues within a supportive environment to enable students to reflect and improve their practice. Action Learning sets are used to support students in their efforts to bring about such improvements.
On successful completion of this module participants will be able to:
1. Reflect critically on the relevance of a range of management skills and concepts to their current work role/s.
2. Review their strengths and weaknesses in relation to these skills, drawing on appropriate diagnostic tools in order to identify areas for learning and personal development.
3. Evaluate the relevance of a range of models in areas including leadership, personal and management development, team building and performance management to areas of practice where improvements are required and service user issues, including risk, are properly considered.
4. Identify and apply appropriate skills and understanding to aimed at developing the performance of self, others or the organisation and demonstrate critical reflection and learning from this process.
The learning outcomes are assessed through participants' completion of an individual self-audit (1500 words) and of an individual development report (2500 words). The self-audit is completed early in the module and requires participants to identify relevant experience in the field of management and organisation, to assess their own strengths and weaknesses in relation to a number of management skills and to identify areas for development (Outcomes 1and 2). At the end of the module participants submit an individual report, which provides evidence of their reading and critical reflection on the relevance of management theories (Outcome 3), and evidence of their developing and applying relevant skills and understanding to their own work and organisational role (Outcome 4).
Adirondack, S (2005) Just about managing? Effective management for voluntary organisations (4th ed) London: London Voluntary Service Council
Clegg, S., Kornberger, M. and Pitsis, T. (2008) Managing Organizations: an introduction to theory and practice London: Sage
Coulshed, V. et al (2005) Management in Social Work London: Macmillan
Dracopoulou, S. (1998) Ethics and Values in Health Care Management. London: Routledge,
Flynn, N (2007) Public Sector Management London: Harvester Wheatsheaf
Guirdham, M (2005) Communicating across cultures at work (2nd edition) Palgrave Macmillan
Hafford-Letchfield, T (2006) Management and Organisations in Social Work, Learning Matters Exeter
IDeA, (2003) A Guide to Workforce Planning in Local Authorities (2003) http://www.idea-knowledge.gov.uk/idk/aio/4465844
Koprowska, J (2005) Communication and Interpersonal Skills in Social Work, Learning Matters, Exeter
Lambley, S. (2009) Proactive Management in Social Work Practice Exeter: Learning Matters
Martin, V., Charlesworth, J. and Henderson, E. (2010) Managing in Health and Social Care London: Routledge
Pedler, M Burgoyne, J and Boydell, T. (2006) A Manager's Guide to Self-development McGraw-Hill (5th ed)
Rayner, C and Adam-Smith, D. (2009) Managing and Leading People (2nd edition) London: CIPD
Sutton, R (2002): Weird Ideas that Work: 11 ½ ways to promote, manage and sustain innovation. Allen Lane, the Penguin Press.
Walshe, Keiran (2006) Healthcare Management Buckingham: Open University Press
Winstanley, D. (2005) Personal Effectiveness London: CIPD