module specification

This module explores the theoretical and philosophical bases of leadership and how this translates into both formal and informal leadership roles within real life organisations.  The module aims to demystify leadership. It introduces some of the key management processes relevant to contemporary organisations while recognising the cultural and ethical aspects of such processes. Particular attention will be given to small and medium sized organisations in the voluntary and community sectors (VCS). The module will be divided approximately in three, and will move from the concrete to the abstract with the expectation that students will integrate theory with their practice. The first part will be a task to be completed during the visits to organisations. In the second part students will draw on their observations to relate theory to practice. In the third part students will be encouraged to reflect on their own capabilities as leaders and to prepare for work situations outside of the university and in the future. Case studies and visits will be used to identify appropriate criteria for the definition of good practice (values, standards and models), to critically reflect on the relationship between theory and practice in a community development setting.

The module aims to:
• Introduce students to the key processes for the management of community organisations
• Provide opportunity for students to recognise cultural and ethical aspects of such processes.
• Develop students understanding and awareness of the issues of managing in community organisations by means of case-study analysis
• Encourage students to reflect on their capabilities as a manager and leader
• Help students to expand the depth and scope of their work after leaving university

• Key processes in managing organisations:
• Planning - mission, goals and culture
• Models of management and leadership
• Recruitment, Selection, induction and training
• Leadership behaviours and motivation
• Controlling and empowering
• Co-ordination and Organisation
• Managing change
• Managing oneself: presentation, time management, reflection and learning
• Planning and prioritising,
• Monitoring, review and evaluation
• Budgeting, funding/fund raising

Building on the work carried out in the certificate level modules the core emphasis of this module is to explore the management processes and leadership practices within organisations. While the core emphasis will be on organisations within the third sector, reference will also be made to organisations in the public and private sectors.   The face-to-face teaching will be mainly delivered through three-hour weekly sessions,which will include a variety of delivery styles based around small group and individual activities. Visits to various organisations will take place and speakers will be invited from the ICCD Employers Forum to enable students to put theory into context and to reflect on their own values. Extensive use will be made of peer supported learning activities. Directed learning will be provided weekly using online facilities such as weblearn. Use will be made of the careers service as well as other relevant support external to the university. E-learning will be actively encouraged through, for example, web-based tasks.

On successful completion of the module, students should be able to:
• identify a range of management processes
• describe the range of skills required of managers in various aspects of management and particularly in community organisations
• outline some of the contexts in which community organisations are located
• outline some of the cultural and ethical issues related to the management of community organisations
• discuss some of the conflicting demands that occur within organisations, particularly those organisations which aim to support community initiatives and /or vulnerable people
• identify their own strengths in the context of managing a community or voluntary organisation.
 

The assignments provide a staged development process whereby students build their knowledge and confidence. The first assignment will focus ona series of visits during which students will be encouraged to make structured observations. The second assignment will assist students to place this experience within a theoretical framework in order to reflect on their own and other’s practice in relation to voluntary/community sector organisations in London. In the third assignment students will be encouraged to review their own learning and experience and to present this, for example as to a future employer. 

• Beardwell, I., L. Holden, et al., Eds. (2004). Human resource management : a contemporary approach. Harlow, Financial Times Prentice Hall.
• Boddy, D. (2010). Management : an introduction. Harlow, Financial Times Prentice Hall.
• Burgess, A. C. (2007). Charity trading. London, Tottel Publishing.
• Daniels, K. and L. Macdonald (2005). Equality, diversity and discrimination: a student text. London, Chartered Institute of Personnel and Development.
• Flynn, N. (2007). Public sector management. Los Angeles ; London SAGE.
• Kellerman, B. and D. L. Rhode, Eds. (2007). Women and leadership: the state of play and strategies for change. San Francisco, CA, Jossey-Bass.
• Mullins, L. J. (2008). Essentials of organisational behaviour. Harlow, Financial Times/Prentice Hall.
• Stone, H. (2004). Better charity management. Cirencester, Management Books.

websites

• Department of Communities and Local Government http://www.communities.gov.uk/corporate/
• National Council for Voluntary Organisations www.ncvo-vol.org.uk/
• Federation for Community Development Learning (FCDL) http://www.fcdl.org/home
• Chartered Institute of Personnel and Development  http://www.cipd.co.uk/hr-resources/factsheets/