Organisational Management

Module Title	Organisational Management
Module Code	25-5030-00S
Semester of Delivery	See Module Information Table
Mandatory/Elective/Option	See Module Information Table
Level	5
Credit Points	20
Assessment Mode Weighting	Coursework	30%
	Examination	70%
Pre-requisites	None
Co-requisites	None
Class Contact Hours
Average Weekly	2.5
Directed Learning
Average Weekly	10
Module Leader	Ann Norton
	Sheffield Business School
Module Banding	A
Approval Status	Validated

Rationale

The module is intended to introduce organisational factors and management processes influencing the behaviour and performance of people at work. The module is designed to give students an understanding of the principles, concepts and techniques needed in exercising management and supervisory responsibilities. It aims to develop the skills needed in applying these techniques to a wide range of business situations.

The module is designed for those who intend to be specialists in their chosen finance profession but who will find a study of the role and responsibilities of a manager a useful and relevant subject, both in preparation for placement but also as a practical grounding for their future employment. The module may be relevant to gaining professional body exemptions.

 

Summary of Aims

The module aims to:

1 Provide the student with a critical appreciation of theory and concepts to develop their abilities in analysing and understanding organisational behaviour and working relationships;

2 Introduce some HRM techniques critical to performing a manager's role;

3 Enable the student to develop some of the key skills needed by managers in exercising their role in order to improve organisational performance;

4 Develop a critical awareness of the application of management theory to practical situations in a changing environment.

 

Anticipated Learning Outcomes

On completion of the module, students should be able to:

1 Explain the key roles and responsibilities of manager's and supervisors;

2 Discuss the main inter-related influences on individual behaviour at work;

3 Analyse organisational situations using management theory;

4 Evaluate alternative management interventions to resolve work place problems;

5 Identify and apply the key skills needed by a manager in exercising their role, for example, communication, presentation, team working, problem solving and interviewing skills.

 

Assessment and Feedback Strategy

Formative assessment will take place through practical exercises and case study work. Students will be provided with feedback on their progress in achieving the desired outcomes during seminars/tutorials and workshop sessions.

The formal assessment of the module will be by:

1. Examination at the end of the module, which will require application of theory to business situations - weighted 70%.

b. Coursework involving, group presentations and individual written report - weighted 30%.

Verbal feedback will be provided immediately after the group presentations, A detailed written feedback sheet will also be provided. Feedback on the written report will be via an assessment sheet identifying achievement and level of assessment outcomes, with written commentary on overall strengths and weaknesses.

Module Assessment Criteria

Learning Outcome	Assessment Criterion	Level descriptors
		fail	PASS	2.2	2.1	First
Outcome 1	Examination	Inadequate & inaccurate explanation of a manager's role and responsibilities.	Limited but accurate explanation of a manager's role and responsibilities.	Reasonable and accurate explanation of a manager's role and responsibilities.	Thorough and accurate explanation of a manger's role and responsibilities.	Extensive explanation of a manger's role and responsibilities.
Outcome 2	Examination	Confused examination of the inter-related influences in individual behaviour at work.	Limited but accurate examination of the inter-related influences in individual behaviour at work.	Some examination of the inter-related influences in individual behaviour at work.	Clear examination of the inter-related influences in individual behaviour at work.	Wide ranging examination of the inter-related influences in individual behaviour at work.
Outcome 3	Group presentation Individual written report Exam	Incomplete, confused and superficial discussion of the relationship between management theory and practice. No or minimal relevant theory. No contextualisation. Very limited sources of information.	Limited but accurate discussion of the relationship between management theory and practice. Limited use of relevant theory. Weak contextualisation. Adequate sources of information.	Some discussion of the relationship between management theory and practice. some use of relevant and contrasting theory. Some contextualisation. Draws on a range of sources.	Detailed and clear discussion of the relationship between management theory and practice. Effective use of relevant and contrasting theory Well-explained and relevant contextualisation. Draws on a wide range of sources.	Comprehensive discussion of the relationship between management theory and practice. Extensive use of relevant and contrasting theory. Fully considered and relevant contextualisation. Draws on an extensive range of sources
Outcome 4	Group Presentation Written Report Exam	Evaluation of the alternative management interventions is weak.	Limited evaluation of alternative management interventions.	Some accurate evaluation of alternative management interventions.	Evaluation of alternative management interventions is reasoned and clear.	Evaluation of alternative management interventions is through insightful and well informed.
Outcome 5	Group presentation Individual Management Report	Weak application of managerial skills.	Limited but appropriate application of managerial skills.	Some application of appropriate managerial skills.	Effective application of appropriate managerial skills.	Outstanding application of appropriate managerial skills.
Generic Written Communication	Individual written report	Inadequately structured and poorly written, hard to follow, no logical structure, full of grammatical errors and spelling mistakes. No referencing.	Some weaknesses in presentation, including errors of grammar, spelling . Limited bibliography.	Generally clear and appropriate structure. Grammar and spelling generally accurate. Bibliography is accurate and related to references in text.	Generally of an appropriate academic standard. Themes are developed logical, arguments followed through. Very few spelling and grammatical errors. Accurate bibliography, related to references in text.	Very high academic and professional standard. Creative but logical and coherent structure, convincing development of arguments. Accurate spelling well presented data. Bibliography is accurate, related to references in text.

Teaching and Learning Strategy and Methods

The module will be taught via a series of formal lectures linked to a programme of seminars, workshops and directed learning. Case study material will be used as a means of applying theory to practice and as illustrations of the kinds of issues which mangers face in various organisational setting. The learning strategy is designed to encourage students to develop a critical and reflective approach to course content.

Underpinning the rationale for this module is inter-personal skill development, including communication, team working, problem solving, and interviewing skills. Students will be encouraged to develop their skills in these areas by preparation and contributions in seminars and assessment activities.

 

Indicative Content

• The role of the manager
• Structure and New Organisational Forms
• The concept of strategy and it effect on the structure and management of organisations
• Stakeholders, Power, Politics and Conflicts
• Characteristics, operations and interaction between different functional areas
• Leadership
• Group dynamics and team building
• The process of human resource planning, recruitment and selection and induction
• Career development/management and performance management including appraisal
• Introduction to legal aspects of employment
• Motivating people in organisations through job design and reward systems
• The concept of culture and culture change
• The context for managing organisational change
• Organisational and Professional Ethics

 

Indicative Reading List

Each year the module guide will be revised to provide an indicative list of text book and journal articles which will support the learner, for example:

Mullins LJ (1999) Management and Organisational Behaviour, Financial Times Pitman Publishing

McKenna E (2000) Business Psychology and Organisational Behaviour, 3^rd edition, Psychology Press

Furnham A (1997) The Psychology of Behaviour at Work. The Individual and the Organisation, Psychology Press

Bratton J and Gold J (1999) Human Resource Management Theory and Practice, 2^nd edition, Macmillan Business

Johnson G and Scholes K (1999) Exploring Corporate Strategy, 5^th edition, Prentice Hall

Other support materials including management and professional journals. Students will also be expected to engage in relevant databases and websites searches (e.g. Emerald and Proquest).