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.  In this course we deliberately focus more on management than business and since the practice of managing and leading is not a separate subject like marketing, finance or economics etc, the course is deliberately designed around five generic realities that collectively form the subject of inquiry.  We treat managing and leading not as an academic discipline, but as a subject of reflective inquiry, and the focus is deliberately holistic to help you develop a broad understanding of management in practice as a whole.  In considering the five generic realities, the course draws on multiple disciplines including history, management studies, philosophy, psychology, organisation studies, sociology and neuroscience, and there will be a strong emphasis on relating the study materials to your own ideas and experiences.  Other important delivery features include a highly interactive lecture programme, the use of film and video, and various 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

The focus of this course is on understanding management in practice and by this we mean the actual practice of managing and leading in any organisational setting. In short, we consider five realities that apply to all practising managers in organisations: (1) all managers have responsibilities; (2) all managers have to make decisions in challenging situations; (3) all managers engage in social interaction and various forms of communication ; (4) all managers exhibit different styles of managing and leading; and (5) all managers have power to advance particular interests and objectives. These five realities are important to consider because of their practical implications and consequences, and the aim is not to cover them in a series of bland theoretical lectures but rather to consider them both practically and critically, using ideas from various subjects and disciplines. In delivering the course this way, 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, facilitative leadership and reflective practice 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, contextual aspects, management responsibilities and 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 some practical implications, ideas and tools.

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

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

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%]

Personal Reflection Portfolio (self-explanatory slide pack (max 15 slides/3000 words)) [60%] The individual self-explanatory slidepack replaces the 3000 word reflection paper and will be expected to show evidence of critical personal reflection on the five course topics: specifically, five personal learning points instead of the current three, and 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 2019/20

Updated: May 2019

Approved by: March UG Committee

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