SHE Level 5
SCQF Credit Points 45.00
ECTS Credit Points 22.50
Module Code MMN224304
Module Leader Karen Fryer
School Glasgow School for Business and Society
Subject Management
  • B (January start)-A (September start)-B (January start)
  • S-B (January start)-A (September start)-B (January start)

Summary of Content

This module focuses on three different key aspects of modern business - managing strategy, managing and measuring people to deliver that strategy and managing innovation to ensure that the business is sustainable. The module is split into three units which cover innovation, strategy and HR and whilst they are taught separately, there are links and overlaps between them. Innovation management looks at developing new ideas and solutions and then managing people and projects to implement the changes that are essential for business growth and survival. The Strategic Management unit will include tools and techniques to develop a strategy including examining the strategic potential of organisations. Throughout the unit strategic management will be framed within the role innovation plays in determining and underpinning strategy People management for Leaders covers measuring performance of both people and the organisation to ensure that the organisation is delivering the strategy that is developed in the strategic management unit. Each unit will include assignments that provide both formative and summative feedback relating to the specific unit and on completion of the three units, students will have a capstone assignment. A common thread through all the units will be the importance of responsible and ethical leadership with respect to both organisational and societal good. The syllabus and learning and teaching strategy are underpinned by the United Nation's Principles for Responsible Management Education (PRIME) values and Glasgow Caledonian University's commitment to acting 'for the common good'. Unit 1 - Innovation The aim of the unit is to introduce students to the concepts and frameworks associated with innovation management. This unit is designed to bring innovation management skills and knowledge to those faced with new challenges in the twenty first century professional workplace. Innovation is about change and renewal which often features rapid advances in technology and often creates conflict. With service provision often challenged by rising costs then it is essential that professional managers are equipped with skills and knowledge enabling them to innovative around challenges and towards sustainable organisational practices. Whilst the whole module is underpinned by the research of the teaching teams, the University's research agenda around social innovation is particularly evident in this unit. This unit will encourage students to develop their ability to manage innovative projects and manage teams and self in the innovation process. On completion students will have a capability to manage the innovation process with an ethical guiding perspective to adding social value. Unit 2 - Strategy The unit aims to provide students with a critical understanding of the theories, tools and techniques necessary to formulate, implement and evaluate strategy within their own organisational context. The unit explores the strategic management process of analysing, formulating and implementing strategy in the commercial, public and not-for-profit sectors, but focuses particularly on the role of innovation in sustaining competitive strategic advantage. The teaching examines an organisation's strategic potential in relation to its ambitions by considering its environments, stakeholders and culture. This context enables the practitioner to evaluate and select the most appropriate choice, especially in confronting the issue of innovation. The unit then examines the themes associated with implementing and evaluating strategy. These include issues, concepts and theories relating to managing people, processes and structures in periods of change. Students on the module will also develop various employability skills necessary to deliver an effective strategy, but also relevant to their doctoral thesis. These skills will be developed and applied within the context of the teaching and learning strategy. Unit 3 - People Management for Leaders The unit provides a comprehensive and in-depth analysis of key knowledge and skills required by leaders to help fulfil their people management roles. Within an international context, the unit will explore theory and practice to develop and deepen students' insights into the fit between people management (HRM), business strategy and organisational performance. At the same time, it will develop self-awareness through critical reflection of their own professional practice and enhance the students' abilities to critically evaluate theories in relation to the management of organisational and employee performance. Drawing on research-led theory and real case problem-solving, this unit will analyse the roles of key stakeholders in managing organisational and employee performance in challenging international and local environments. By building on the personal experiences of students, this unit aims to achieve a critical and applied appreciation of the dynamics of managing people and performance within a specific national, sectoral and/ or organisational context.


Unit 1 - Innovation -360b7 Why innovation in the organisation matters b7 Sources of innovation; innovating for society and adding value b7 Understanding types of innovation b7 Exploring the innovation process b7 Managing self, individuals and teams in the innovation process b7 Resourcing innovations and the innovation process b7 Managing an organisational culture for innovation . -360b7 . Unit 2 - Strategy -360b7 Analysis - ideas and theories, surrounding "what is strategy", competitive advantage, the importance of ethics and the social good, before evaluating the impact the external and internal environments play in formulating strategy. Tools evaluated will include PESTLE, Five Forces, VRIO/VRIN their relevance and limitations b7 Formulation - an examination of business and corporate strategy, evaluating various tools, such as Porter's generic strategies and applicability in different sectoral contexts. b7 Implementation - explore ideas surrounding people, structure and systems in implementing strategy, before closing on techniques designed to evaluate the strategy. Unit 3 - People Management for Leaders -360b7 HRM and Organisational Performance e.g. high performance working; 'black box' research; employee engagement; psychological contract; social exchange theory; b7 Managers and HRM e.g. line managers and HRM; key partnerships, roles and responsibilities; -360b7 Performance Management e.g. performance management strategy: trends and developments; systems and cultures; models, underlying theories and critiques; evaluating performance; measurement criteria; performance feedback and appraisal processes; personal development planning (PDP); recognition and reward; legal, cultural and ethical dimensions

Learning Outcomes

On completion of this module, the student should be able to:Unit 1 Innovation 1. Critically evaluate theoretical models and frameworks for innovation management;2. Explore methods of idea generation and innovation management;3. Critically evaluate the creation and management of innovation teams;4. Understand how to develop an innovative mind-set for 'self' and 'others' for the purpose of adding social value.Unit 2 - Strategy1. Demonstrate a critical understanding of key strategic management theories, tools and techniques in analysing, selecting and implementing a strategy2. Apply these theories, tools and techniques within different organisational contexts and evaluate their relevance to the strategic development of their own organisation3. Demonstrate various employability skills necessary to develop, deliver and evaluate an effective strategy in the context of various organisations, including their own organisationUnit 3 - People Management for Leaders1. Critically evaluate linkages between HRM and organisational performance;2. Understand and critique the role of employee engagement in linking people with performance in contemporary organisations;3. Critically analyse the role of line managers in managing people and performance; and,Critique a range of approaches used to obtain effective employee performance and to reflect on their own experience of such performance management approaches/ techniques.

Teaching / Learning Strategy

The teaching and learning strategy will be student-centred. Each unit will be delivered in a 'block' over two days. Across the module as a whole, a learning community approach will be adopted where students will be encouraged to engage in peer learning and support through group work, group discussions and challenging problem based scenarios. Students will then critically assess and evaluate approaches and strategies used by their peers and provide constructive assessment feedback to them and the module tutors. Throughout the module students will be encouraged to reflect on organisational and personal experience. Specifically each student will be required to regularly populate a 'reflective blog' containing materials, sources, insights and reflections relating to the module and their learning journey. Unit 1 - Innovation Sessions are designed to discuss key concepts and frameworks while workshops are set aside for enquiry and debate. Students are encouraged to evaluate innovation management scenarios in their own work setting as well as other professional work settings. Central to this teaching and learning strategy is the concept of robust debate. Students are expected to prepare for and lead debate issues that surround innovation management, specifically innovation around ethical dilemmas and leadership challenges in their professional contexts. The debating approach will require students to fully research and argue key positions that relate to innovation management and various professional contexts will provide a rich debating territory. Directed readings as well as live debate groups will support a contextual, flexible and personalised learning strategy. Unit 2 - Strategy A set of directed readings and activities are designed to provide students with an understanding of key theories, tools and techniques associated with strategic analysis, choice and implementation. These theories, tools and techniques will be critically explored through case studies, team activities and self-reflection during two days of residential workshops. The teaching and learning approach is designed to encourage peer learning and support through group work, group discussions and challenging problem based scenarios. Students will critically assess and evaluate approaches and strategies used by their peers and provide constructive assessment feedback to them and the module tutors. Guest speakers and sector-specific material aims to maximise the relevancy of the learning experience. Throughout the module students will be encouraged to reflect on organisational and personal experience. Unit 3 - People Management for Leaders This is a blended learning unit and, as such, teaching and learning will be delivered face to face and digitally facilitated, promoting flexible and personalised learning. There will be the opportunity for students to interact face to face with their peers and tutors. Whilst much of the learning will be digitally based, the face to face element will support the development of social learning (Bandura, 1977) and the establishment of virtual 'communities of practice' (Wenger, 1999); both key benefits of this type of learning experience. GCULearn will be used to provide directed reading and offer web-based resources, such as webinars, interactive presentations, video clips, and podcasts. Online discussion forums will be incorporated to cultivate group interaction and, subsequently, learning. The unit will provide contemporary research and consultancy-led materials, including those developed by the module team. It will encourage engaged learning and real-world problem solving, as students will work on real situations/ cases from their workplace and/or previous experience, as well as those from the literature. It will stimulate broader and deeper learning, as well as divergent thinking. Internationalisation and cross-cultural awareness will also be incorporated in the syllabus to reflect today's globalised workplace and labour market. The unit will be assessed through an investigation and critical analysis of a particular aspect of HRM and organisational performance/ performance management, including a critical review of research and best practice applied to an organisational setting. This assessment structure will provide students an opportunity to articulate knowledge and understanding of the generic principles of HRM and organisational performance / performance management through critical review of research and practice, including their own practice. Underpinning this module will be the concept and practice of Responsible leadership, reflecting the school's commitment to the UN Global Charter and PRME (Principles for Responsible Management Education).

Indicative Reading

Aguinis H. (2013) Performance Management, 3rd edit, Prentice Hall, New Jersey, U.S. Armstrong M. (2015) Armstrong's Handbook of Performance Management 5th edition UK, Kogan Page Bach S. and Edwards MR (ed.) (2013) Managing Human Resources, 5th ed., UK, Blackwell Barney, J.B. & Hesterly (2010) Strategic Management and Competitive Advantage, 3rd edition, Prentice-Hall, Upper Saddle River, NJ Barr,J. & Dowding, L. (2012) Leadership in health care, Sage, London Boselie P. (2014) Strategic Human Resource Management: A Balanced Approach, 2nd edition, UK, McGraw-Hill Boxall P. and Purcell J. (2015) Strategy and Human Resource Management, 4th edition, Palgrave MacMillan, UK Brewster C., Houldsworth E, Sparrow P. and Vernon G. (2016) International Human Resource Management, 4th edition, UK, CIPD Bygrave, W.D., and Zacharakis, A. (2014) Entrepreneurship, 3rd Edition , Wiley, ISBN : 978-1-118-58289-3. Campbell, D., Edgar, D. and Stonehouse, G. (2011) Business Strategy: An Introduction (3rd Edition), Palgrave, Macmillan, Basingstoke. Carpenter, M.A. & Sanders, W.G. (2009) Strategic Management: A dynamic perspective, Pearson, Upper Saddle River Combe, C.A. (2006) An Introduction to e-Business: Management and Strategy, Butterworth-Heinemann, Oxford. Coulter, M. (2010) Strategic Management in Action, 5th Edition, Prentice-Hall Upper Saddle River, NJ Crane, A., & Matten, D. (2010) Business Ethics: Managing Corporate Citizenship and Sustainability in an Age of Globalisation, 3rd edition, Oxford University Press Dess, G.G., Lumpkin, G.T. & Eisner, A. ; McNamara,G. (2015) Strategic Management, McGraw Hill, New York Ellis, T. (2010) The New Pioneers: Sustainable business success through social innovation and social entrepreneurship , Wiley, ISBN: 978-0-470-74842-8. Grant, Robert (2013) Contemporary Strategy Analysis 8th Edition, John Wiley, Chichester Grunberger N. (2013) Human Capital Oriented Performance Management, Create Space Independent Publishing Platform Guest DE, Paauwe J & Wright P. (2013) Managing People and Performance, Wiley-Blackwell, UK Haslberger A. Brewster C. and Hippler T. (2014) Managing Performance Abroad, UK Routledge Houldsworth E. & Dilum J. (2007) Managing and Measuring Employee Performance, Kogan Page, UK Hudson, M. (2009) Managing without profit, leadership, management and governance of third sector, Directory of Social Change Hutchison S. (2013) Performance Management UK, CIPD Jenkins, M., Ambrosini, V. & Collier, N. (2007) Advanced Strategic Management 2nd edition, Palgrave, Basingstoke Johnson, G., Scholes, K. & Whittington, R. (2014) Exploring Corporate Strategy, 10th edition, Prentice Hall, Harlow Lynch, R. (2015) Strategic Management, 7th Edition, Prentice Hall, McGee, J., Thomas, H. & Wilson, D. (2010) Strategy Analysis and Practice, 2nd Edition McGraw-Hill, London Mintzberg, H.; Quinn, B. & Ghoshal, S. (2014) The Strategy process: concepts, contexts, cases, 5th edition, Prentice Hall, Harlow Mone E.M. and London M. (2010) Employee Engagement: Through Effective Performance Management, Routledge, Hove, UK Owen, R., Bessant , J. and Heintz , M. (2013) Responsible Innovation: Managing the Responsible Emergence of Science and Innovation in Society, Wiley, ISBN: 978-1-119-96636-4. Paauwe J. Guest DE & Wright PM (2013) HRM and Performance: Achievements & Challenges, UK, Wiley Purcell J. et al. (2009) People Management and Performance, Routledge, Chapters 1-4 Purcell J., Kinnie N., Hutchison S., Rayton B. & Swart J. (2003) Understanding the People and Performance Link: Unlocking the 'black box', CIPD, UK Rothaermael, F. (2013) Strategic Management McGraw Hill Spender, J-C (2014) Business Strategy: Managing Uncertainty, Opportunity, and Enterprise, Oxford University Press, Oxford Thompson, A., Janes, A., Peteraf, A, Sutton, C., Strickland, A., and Gamble, J. (2013), Crafting and Executing Strategy: The Quest for Competitive Advantage, 18th Edition, McGraw-Hill, Boston Tidd, J. and Bessant J. (2013) Managing Innovation: Integrating Technological, Market and Organizational Change, 5th Edition, Wiley, ISBN : 978-1-118-36063-7. Tidd, J. and Bessant J. (2014) Strategic Innovation Management, Wiley, ISBN : 978-1-118-45723-8. Truss C, Delbridge R, Alfes K, Shantz A. and Soane E. (2014) Employee Engagement in Theory and Practice, London, Routledge Volberda, H., Morgan, Reinmoeller, Hitt, Ireland & Hoskisson (2011) Strategic Management: Competitiveness and Globalisation Cengage Journals: -284 Academy of Management Journal -284 Entrepreneurship Theory and Practice -284 European Journal of Innovation Management -284 European Management Journal -284 International Journal of Innovation Management -284 Journal of Change Management Journal of Organizational Change Management Long Range Planning Strategic Management Journal -284 Technovation

Transferrable Skills

-360b7 Cognitive self: creativity, decision making, self-awareness and ethical responsibility, negotiation, intellectual capacity b7 Communication including oral, written, networking, digital b7 Collaboration: social capital, people management, project management b7 Critical thinking, analysis and synthesis including analysis, retrieval, evaluation, knowledge contextualisation and interpretation of information b7 Leadership and influencing skills b7 Self-awareness skills b7 Reflective independent learning b7 Interdisciplinary awareness b7 Flexibility and ability to manage complexity b7 Interpersonal skills b7 Time management and team working skills b7 Continuous professional development practice

Module Structure

Activity Total Hours
Independent Learning (PT) 315.00
Seminars (PT) 30.00
Tutorials (PT) 15.00
Assessment (PT) 90.00

Assessment Methods

Component Duration Weighting Threshold Description
Coursework 3 n/a 25.00 45% Design, delivery and create an electronic record of a presentation on innovation, 2000 words plus audio and visual material.
Coursework 1 n/a 25.00 45% 2,000 word blog on a critiquing an aspect of HRM and organisational performance
Coursework 4 n/a 25.00 45% 3000 word reflective assignment, such as a blog, wiki or report
Coursework 2 n/a 25.00 45% 2,000 word blog