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BSc Management (Human Resources) with Industrial/Professional Experience

Year of entry: 2020

Course unit details:
Exploring Management in Practice

Unit code BMAN31681
Credit rating 20
Unit level Level 3
Teaching period(s) Semester 1
Offered by Alliance Manchester Business School
Available as a free choice unit? No

Overview

In business and management studies, the subject curriculum is generally more concerned with BUSINESS than MANAGEMENT, meaning there are more business-related courses than there are courses on the realities of management in practice.  In this course we deliberately focus on the realities of MANAGEMENT in practice rather than the functions of BUSINESS and explore five realities that apply to all practicing managers in organisations:  (1) all managers have responsibilities, eg. performance results, organisational, behavioural; (2) all managers have to think-in-action and make decisions in challenging situations; (3) all managers have to interact, communicate and engage with various stakeholders; (4) all managers have power in situations and have to deal with organisational politics; and (5) all managers have leadership responsibilities, eg. leading companies, projects, and meetings, etc. Notice here that leadership is seen in this course as part of management in practice and not separate to it like some theories suggest.  All five realities are important to explore because of their practical consequences and effects on people, business performance, communities, and the environment.  Moreover, as there is no 'right' way to manage or lead in practice, this course takes an INQUIRY-BASED APPROACH to exploring these realities, which is both practical and critical, and draws on ideas from various subjects and disciplines including management studies, history, philosophy, psychology, neuroscience, organisation studies and sociology.  In taking this approach, the emphasis is on enabling you to explore and develop your own ideas of management in preparation for your future careers.  Other important delivery features include a highly interactive lecture programme, the use of films and video, and applied exercises and tasks to develop your practical skills for working in any organisation after you leave AMBS.

 

Pre/co-requisites

Option for Mgt/Mgt (Specialism), IM & IMABS.

Option for  Mgt/Mgt (Specialism), IM & IMABS.

Aims

In focusing on management in practice, this course is deliberately a GENERALIST course in MANAGEMENT rather than a SPECIALIST course in BUSINESS.  For students interested in pursuing a management career in business or some other sector, experience shows that it is important to develop generalist as well as specialist knowledge and skills, and this course aims to develop your GENERALIST knowledge and skills in management.  It explores management as a whole by focusing on five realities that apply to all practicing managers and explores these practically and critically from multiple perspectives, enabling you to reflect on these in relation to your own ideas and experiences of organisations.   Importantly, there are no best practice prescriptions, no correct theories, and nor any suggestion that there is a 'right' way to manage or lead in practice.  Rather, as each student has different ideas and experiences, the aim is to explore and share various perspectives and experiences to help you develop your own knowledge and skills.  In taking this inquiry-based approach, the learning and development objectives are to deepen your understanding of the realities of management in practice and to develop your practical skills in areas such as decision making, team working, and facilitative leadership for working in any sector of business and management.

 

Learning outcomes

At the end of the course students should have:

1. A more holistic understanding of management in practice: the origins and evolution of professional management, management responsibilities and 21st century challenges.

2. An understanding of how managers think-in-action and how decisions are actually made in practice together with some actionable insights, ideas and tools.

3. An understanding of how managers engage in social interaction and different forms of communication coupled with practical implications, ideas and tools.

4. A critical understanding of how managers use power to advance particular interests and objectives, and how other forms of power influence social action in organizations.

5. An appreciation of different management and leadership styles and development of practical skills for facilitative leadership and working collaboratively with others.

 

 

Teaching and learning methods

Delivery: facilitated class discussions, group exercises, online discussion

Interactive lectures: 30 hours (10 sessions * 3 hours per week, over 10 weeks)

Private study: 170 hours

Total study: 200 hours

Total study hours: 100 hours split between lectures, classes, self study and preparation for classes, and coursework.

Informal Contact Methods
TBA

Assessment methods

Applied Group Exercise (self-explanatory slidepack (max 20 slides/5000 words)) [40%]
Individual Reflective Slidepack (self-explanatory slide pack (max 15 slides/3000 words)) [60%] The individual self-explanatory slidepack is expected to show evidence of critical personal reflection on the five course topics: specifically, five personal learning points, one per topic, each personally narrated in terms of what the learning point is, why it is important to the student personally, and how they intend to apply the learning gained in future situations.

 

Feedback methods

Methods of Feedback to Students
- Informal advice and discussion during a lecture, seminar, workshop or lab.

- Responses to student emails and questions from a member of staff including feedback

  provided to a group via an online discussion forum.

- Specific course related feedback sessions.

- Written and/or verbal comments on assessed or non-assessed coursework.

Recommended reading

An electronic reading list will be provided with all the links to recommended learning materials specifically linked to the course programme and the two assignments.


 





 

Study hours

Scheduled activity hours
Lectures 30
Independent study hours
Independent study 170

Teaching staff

Staff member Role
Mark Winter Unit coordinator

Additional notes

Pre-Requisites: None

Co-requisites: N/A

Dependent course units: N/A

Programme Restrictions: BSc Management and Management (Specialisms), IM and IMABS. 

Timetable
https://ughandbook.portals.mbs.ac.uk/Myprogramme/Teachingtimetables.aspx

For Academic Year 2020/21

Updated: March 2020

Approved by: March UG Committee

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