UMPC5H-10-M Managing People in Organisations
Code: UMPC5H-10-M
|
Title: Managing People in Organisations |
Version: 2 | |
Level: M |
UWE credit rating: 10 |
||
Module type: Standard | |||
Owning Faculty: BBS |
Field: Human Resource Management | ||
Valid from: 1 September 2001 |
|||
Contributes towards: MA Human Resource Management (see guidance notes) | |||
Pre-requisites: None | |||
Co-requisites: None | |||
Excluded combinations: None | |||
Learning outcomes: On successful completion of the module students should be able to: • Improve the way in which tasks are organised and time is managed at work. • Operate as an effective team member. • Delegate work and monitor work outcomes; set and review objectives. • Exercise skills of leadership in performing group tasks, taking into account members' needs, motives and preferences. • Present self effectively orally and in writing. • Devise simple and fair procedures for managing and improving the performance of employees. • Introduce and monitor effective systems for managing quality. | |||
Syllabus outline: Nature and Functions of Management • The social and economic origins of management. Major landmarks in the development of management theory. The major schools of management thought. • The nature of managerial work. Managerial prerogative and the consent of the managed. The roles of the principal functions in a typical organisation. • Management as a strategic function. Vision and mission statements; organisational values; business plans and objectives. Self -Management • Management of work and time; prioritisation; objective-setting and review. • Managing one's career; setting personal objectives; self-assessment and -development. • Managing one's impact; self-presentation; assertiveness; exercising influence; report-writing and making oral presentations. Working with other People • Group/team membership. The activities involved in contributing effectively to groups/teams and meetings. • Gaining others' commitment; team building, coaching, employee development, briefing. Achieving change; handling conflict; overcoming resistance. • Understanding other people's motivation. • Exercising leadership. Different styles of leadership. Adapting leadership behaviour to circumstances. • Achieving high performance through effective recruitment and performance management/development approaches. • The legislation and legal context of managing people; the institutions of the legal system Managing Quality • Different philosophies of quality management, assurance and control. • Managing relations with internal and external customers. • The implications of quality management for management style. | |||
Teaching and learning methods: • Classes offer a combination of formal lecturing with a wide range of participative activities, including case studies, role plays, problem-solving activities and group discussion. Students are encouraged to relate the knowledge and skills gained through the programme to their own working environment in a creative way, and to try to find competent solutions to current problems facing their organisation. • Classes are complemented by distance learning study packs prepared by tutors. These are designed in such a way as to engage students actively in learning and exploring the subject, and are integrated into class activities and assessment. | |||
Indicative sources: Buchanan D and Huczynski A (1997) Organisational Behaviour: An introductory text (2nd edition) London: Prentice Hall. Hunt J (1992) Managing People at Work (3rd edition) London: McGraw Hill. Pedler M, Burgoyne J & Boydell M (2nd edition) A Manager’s Guide to Self-Development London: McGraw Hill. Thompson R (1995) Managing People (2nd edition) London: Institute of Management/Butterworth Heinemann |
Assessment | |
Weighting between components A and B (standard modules only) |
n/a |
ATTEMPT 1 First Assessment Opportunity Component A Description of each element 1 Supervised mini project |
Element weighting 1 |
Second Assessment Opportunity (further attendance at taught classes is not required) | |
Component A Description of each element 1 Supervised mini project |
Element weighting 1 |
SECOND (OR SUBSEQUENT) ATTEMPT Attendance at taught classes is required. | |
Specification confirmed by …………………………………………………Date …………………………… (Associate Dean/Programme Director) |