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 approach 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 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;
• 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 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

• Managing People: includes goal setting, performance management, and team management, and the role of theories of motivation in improving performance. LO2

• Becoming a Manager: including a wide variety of skills, such as communication, listening, emotional intelligence, self-management, critical thinking, team working, and problem solving. LO2

 PDP and reflective learning are integral elements of this module.  The module is delivered through weekly sessions, which will include a variety of group activities and participation in group projects. 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 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.

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

LO2: Understand the impact between classical and contemporary approaches to management

LO3: Demonstrate an in-depth understanding of teams and motivational theories reflect on own management and employability skills

LO4: Demonstrate understanding of the key skills required in becoming a manager

In addition to formative assessments, formative feedback will run throughout the module and will involve the completion of a range of in-class activities. These, along with the summative assessment, are designed to provide regular opportunities to consolidate learning and provide feedforward and will focus on the ability to apply theory and management skill in practical and real world situations.

There is one assessment point, which is divided in two parts:
Part A is a short reflective paper demonstrating the knowledge and understanding of management theory and reflecting on the own learning.
Part B  is designed to focus on people management and students’ own development as  managers.

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

Additional Textbooks:
Child, J.(2015), Organisation: Contemporary Principles and Practice. Blackwell: Oxford.
Clegg, S., Kornberger, M. Pitsis, T. (2016) Management and organisations: An Introduction to Theory and Practice. London: SAGE.
Gallagher, Kevin (2013) Skills Development for Business and Management Students. 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. (2016), Management. Harlow: Pearson.

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