MANAGEMENT ISSUES AND CONCEPTS

SHE Level 2
SCQF Credit Points 20.00
ECTS Credit Points 10.00
Module Code M2N225534
Module Leader Shariq Sheikh
School Glasgow School for Business and Society
Subject Management
Trimester
  • A (September start)

Summary of Content

The practise and analysis of management is complex and controversial. This module examines foundational issues and concepts, including definitions of management, management functions and managerial roles. The research base and contemporary business relevance of alternative models of management are explored. The development and application of management theory in different sectors and international contexts is a further theme. Students will also explore the research and assumptions that inform conventional management theories. Students will analyse the activities of planning, organising, leading and controlling. Decision-making levels (strategic, tactical and operational) will also be examined. Students will also be required to develop an understanding of organisational structures and culture. Students will also be introduced to the differences between strategic and operations management and the theoretical models that help managers formulate and implement strategy. In addition, students will study issues relating to the management of organisational change with an introduction to issues relating to managing and influencing the development of innovation and creativity. Summary of how PRME-related issues/topics are covered in this module: Within this module, the process of organising and managing are discussed in a range of organisational types (for-profit, not-for- profit, and public), sizes, sectors and national economies. Students will develop a critical appreciation of the local and global environmental and social consequences of traditional and alternative conceptions of business goals and behaviour, one aspect of which is knowledge of the values that frame conventional and emerging accounts of business.

Syllabus

b7 Origins and evolution of management thought. Managerial skills and competencies and the challenges managers face in the modern global environment . The planning process. Goals and objectives of organisations - strategic v operational level. Strategic v operational management skills. b7 Formalising the organisation of work. Organising authority, chain of command and span of control. Centralisation and decentralisation. Types of control systems b7 Conditions affecting decision making and types of decision making models b7 Organisational structure. Determinants and types of organisational structures b7 Models of organisational culture. Managing and influencing organisational culture b7 The strategy process. Levels of strategy in organisations. The development of strategic management. b7 Models of organisational change. Managing successful change in organisational development. Managing change for developing creativity and innovation.

Learning Outcomes

On successful completion of this module, the student should be able to:- Analyse and apply management concepts and models.- Discuss the meaning and limitations of the standard definition of the manager's role in relation to the efficient delivery of products and services.- Explore and understand essential aspects of effective management such as strategic and operational planning, decision-making, organisational structure and culture, and change management.- Criticise the standards of justification for the knowledge-claims made in specific fields of management research and practice.

Teaching / Learning Strategy

To support the student learning experience this module's lectures and seminars are carefully structured to present a consistent and logical progression of issues and concepts. The learning process includes analysis of the normative and cognitive dimensions of key management concepts through case studies, whole class and team based activities. These activities are designed to place the discussion topic in context and stimulate reflection on the practical complexities and cognitive limitations of standard concepts and models, and new and different perspectives on management. Case studies are drawn from a wide range of organisations from around the globe. They encourage reflection on standard business goals but also draw attention to the local and global, individual and social, impacts of business that conventional metrics do not reflect. On GCU Learn, students will find PowerPoint slides relating to each lecture with added hyperlinks to podcasts, You Tube Videos, and other sources of information. Outline answers for the seminar case studies. Test Bank Questions and audio podcasts from practitioners. Students are encouraged to use various forums on GCU learn to enhance interaction through discussion boards and Wikis. Embracing essay writing and examination skills, the assessment strategy encourages students to reflect critically on the practical application, research base, the value judgements, and other assumptions that shape the analysis and practice of management. During each session, students will receive feedback from the tutor on their management of seminar tasks. Essay marks and electronic feedback will normally be provided within 3 working weeks of submission. In addition, students may seek further advice from members of the teaching team. GSBS will continue to use the advancement of GCU Learn as a blended learning tool through its teaching and learning as well as through engagement with students. GSBS will ensure that all modules are GCU Learn enabled and with the support of the Learning Technologists at the cutting edge of development of online materials. Academic staff and the Learning Technologists will continue to work together to develop and operate all modules on GCULearn to ensure student support and information sharing. Summative assessments reflect testing students knowledge on all learning outcomes. Learning Outcomes 1 and 2 are tested through coursework 1 in the form of an essay which expects students to critically evaluate the theories and models of management. Assessment 2 tests students knowledge of applications of some of the theories and aspects of management practice. Through a written examination, these specifically test learning outcomes 3 and 4. Students are provided with formative and summative feedback via a variety of mechanisms. Feedback on coursework is provided within 3 working weeks of submission.

Indicative Reading

Books and articles: Adair, J. (2010) Decision Making and Problem Solving Strategies: 66 (Creating Success), London, Kogan Page. Alterburger R. (2018) Innovation Management and Corporate Social Responsibility, Springer Alveson, M. and Sveningsson, S. (2015) Changing Organizational Culture: Cultural Change Work in Progress, London, Routledge Alvesson, M. and Willmott, H. (2012) Making Sense of Management: A Critical Introduction (2nd Edition), London, Sage Publications Boddy, D. (2016) Management: An Introduction, (Sixth Edition) Harlow, Prentice-Hall. (Recommended Text) Bryson J. M., (2018) Strategic Planning for Public and Non-profit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, John Wiley & Sons Cole, G.A. and Kelly, P. (2011) Management: Theory and Practice (7th Edition), Basingstoke, Cengage Learning Campbell, D., Edgar, D. and Stonehouse, G. (2011) Business Strategy: An Introduction (Third Edition), Basingstoke, Palgrave Macmillan Daft R. L., Kendrick M. & Vershinina N. (2010) Management, Cengage Learning Di Domenico, M-L., Haugh, H. & Tracey, P. 2010. Social bricolage: theorizing social value creation in social enterprises, Entrepreneurship Theory and Practice, 34(4): 681-703 Dodgson, M. (2017) Innovation Management: A Research Overview, Routledge Drucker P. (2012) Management Routledge Ltd. Gratton, L. (2011) The Shift: The future of work is already here, Collins, London Handy, C. (1996) Understanding Organizations, New York, Penguin Hayes, J. (2010) The Theory and Practice of Change Management (3rd Edition), Basingstoke, Palgrave Macmillan Horrigan, B. (2010) Corporate Social Responsibility in the 21st Century: Debates, Models and Practices, Cheltenham, Edward Elgar Publishing Jamil, G. L., Ferreira, J., Pinto, M. M., Pessoa, C. R. M. & Xavier A. (2018) Handbook of Research on Strategic Innovation Management for Improved Competitive Advantage: Advances in Business Strategy and Competitive Performance, IGI Global Mele D. (2012), Managing Ethics, Palgrave MacMillan, Kogan Page Ltd Merchant, K. and Van der Stede, W. (2011) Management Control Systems: Performance Measurement, Evaluation and Incentives, Third Edition, Harlow, Financial Times/Prentice Hall Mullerat. R. (2010) International Corporate Social Responsibility, London, Kluwer Law International Naylor J. (2004) Management, Second Edition, Pearson Education Raab G., Ajami R. A., Gargeya V, B. & Goddard G. J. (2010) Customer Relationship Management, Gower Thurrow, K. (2011) Virtual Organisations - The Creation of Value Networks, GRIN Publishing, San Francisco, CA (Kindle edition - eBook) Van Assen, M., Van den Berg, G. and Pietersma, P. (2008) Key Management Models: The 60+ Models Every Manager Needs to Know (Financial Times Series), Harlow, Prentice Hall Witzel, M. (2011) A History of Management Thought, London, Routledge Online sources: British Journal of Mgt; Management Today; Sloan Management Review; Journal of Business & Mgt; Harvard Business Review; Journal of Management; Journal of International Mgt; Social Enterprise Journal; Journal of Social Entrepreneurship.

Transferrable Skills

By the end of this module students will have gained competence in the following key areas: Analytical and critical thinking skills Communication skills (oral and written) Discussion skills Essay writing Problem solving skills Interpersonal skills Time management skills Team working skills

Module Structure

Activity Total Hours
Seminars (FT) 12.00
Assessment (FT) 50.00
Independent Learning (FT) 114.00
Lectures (FT) 24.00

Assessment Methods

Component Duration Weighting Threshold Description
Course Work 01 n/a 50.00 35% Essay 1500 wordsWeek 7
Exam (Exams Office) 2.00 50.00 35% Exam