BSc Management (Innovation, Strategy and Entrepreneurship)
Year of entry: 2021
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Course unit details:
Exploring Management in Practice
|Unit level||Level 3|
|Teaching period(s)||Semester 1|
|Offered by||Alliance Manchester Business School|
|Available as a free choice unit?||No|
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.
Option for Mgt/Mgt (Specialism), IM & IMABS.
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.
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
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.
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.
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.
|Scheduled activity hours|
|Independent study hours|
|Mark Winter||Unit coordinator|
Dependent course units: N/A
Programme Restrictions: BSc Management and Management (Specialisms), IM and IMABS.
For Academic Year 2020/21
Updated: March 2020
Approved by: March UG Committee