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Learning Outcomes

 

On successful completion of the module, students will be able to:

 

· critically appraise markets at macro and micro level both empirically and through market research.

· segment and target market opportunities and develop positioning strategies appropriate to each.

· prepare marketing plans with appropriate mix activity and control mechanisms and understand the financial implications of marketing mix activity with assessment of risk

· critically reflect on the key generic marketing strategies

 

 

Aaker D.A., Strategic Market Management, 5th ed, John Wiley & Sons Inc, New York

 

Doyle P. (2000) Marketing Strategy and Management, McGraw Hill

 

Kotler P., Armstrong G., Saunders J. and Wong V. (2001) Marketing, Prentice Hall, Euro ed

 

Ries A. and Trout J. (1982) Positioning: The Battle For Your Mind, McGraw Hill


 

Organisational Behaviour,Human Resource Management and Leadership

 

MODULE SUMMARY (INDICATIVE)

This module introduces students to a systemic approach to identifying, understanding and analysing macro, meso and micro issues which have significant implications for the successful management of people and organisations to produce appropriate detailed recommendations for organisational implementation. This organisational focus is complemented by a second on the individual’s leadership development needs required to achieve these organisational objectives and thus for career progression.

AIMS (DEFINITIVE)

· to develop an in depth understanding of human behaviour in organisations and how managerial performance can be enhanced through its effective management

  • to provide a structured and supported framework to enable students to critically reflect and evaluate their own learning, performance and development, and to plan for their future personal and professional career development

· to develop an ability to integrate the management of human resources with other aspects from other business and management disciplines

 

LEARNING OUTCOMES

 

On successful completion of the module, students will be able to:

· critically reflect upon the significance of key theories of human behaviour with respect to the management of people and organisations

· critically evaluate the importance of personal and professional development in the context of a rapidly changing business environment

· critically reflect on individual learning, leadership style, performance and behaviour and develop strategies, tools and techniques for improvement

· conduct a detailed diagnosis of the external and internal organizational environment to analyse the implications for the management of people and organisations and to make appropriate recommendations

 

 

BIBLIOGRAPHY (INDICATIVE):


Core Text(s):

Clegg, S., Kornberger, M., & Pitsis, T. (latest edition). Managing and Organizations: An introduction to theory and practice. Thousand Oaks, CA: Sage.



 

Recommended Reading:

Adler (latest edition) International Dimensions of Organizational Behaviour. South-Western, Thomson Learning.

 

Bloisi, Cook & Hunsaker (latest edition) Management and Organisational Behaviour. Maidenhead: McGraw-Hill Education.

 

Boxall & Purcell (latest edition) Strategy and Human Resource Management. New York: Palgrave Macmillan.

 

Bratton & Gold (latest edition) Human Resource Management. New York: Palgrave MacMillan.

 

Brooks (latest edition) Organisational Behaviour: Individuals, Groups and Organisations. FT Prentice Hall.

 

Buelens, et al. (latest edition) Organizational Behavior. Maidenhead: McGraw-Hill Education.

 

Buchanan, D and Huczynski, A (latest edition), Organizational Behaviour. London: Prentice Hall

 

Cottrell, S. (latest edition). Skills for Success. The Personal Development Planning Handbook. Basingstoke: Palgrave Macmillan.

 

Dowling & Welch (latest edition) International Human Resource Management Thompson.

 

Edwards & Rees (latest edition) International human resource management: globalization, national systems and multinational companies. Harlow: Financial Times Prentice Hall.

 

Hatch, M. (latest edition). Organization Theory. Oxford: Oxford University Press.

 

Lane, DiStefano, & Maznevski (latest edition) International Management Behaviour. Blackwell Publishing.

 

Lane, Maznevski, Mendenhall, & McNett (eds.) (latest edition) Handbook of Global Management: A Guide to Managing Complexity, Blackwell Publishing.

 

Linstead, S., Fulop, L. & Lilley, S. (latest edition) Management & Organization: A Critical Text. Basingstoke: Palgrave Macmillan

 

Marchington, M. and Wilkinson, A. (latest edition) Human resource management at work. London: Chartered Institute of Personnel and Development.

 

McKenna, E.F., and Beech, N. (latest edition) Human resource management: a concise analysis. Harlow: Financial Times Prentice Hall.

 

Mullins (latest edition) Management and Organisational Behaviour. Pearson Education.

 

Robbins & Judge (latest edition) Essentials of Organizational Behaviour. Prentice Hall.

 

Schuler and Jackson (eds) (latest edition) Strategic Human Resource Management. Oxford: Blackwell.

Storey, J. (latest edition) Human Resource Management: A Critical Text, London; Thomson

 

Winstanley, D. (latest edition) Personal Effectiveness. London. Chartered Institute of Personnel and Development.

 

 

Website

www.skills4study.com

 

Journals

Academy of Management Executive

Academy of Management Journal

Culture & Organization

Harvard Business Review

Journal of Applied Psychology

Journal of International Business Studies

International Journal of Human Resource Management

Leadership Quarterly

Organization

Organization Studies

Organizational Behavior and Human Decision Processes

Sloan Management Journal

 

Additional references and further reading are available for each lecture.

 

 

Leadership

 

Linstead, S., Fulop, L. and Lilley, S. (2004) Management & Organization: A Critical Text. Basingstoke: Palgrave Macmillan

 

Recommended Reading:

 

Buchanan, D and Huczynski, A (2004)), Organizational Behaviour. (5th ed.)London; Prentice Hall

Buelens, Van den Broeck, Vanderhayden, Kreitner and Kinicki, (2006) Organisational Behaviour (3rd ed.), Maidenhead; McGill Hill

 

Cottrell, S. (2005). Skills for Success. The Personal Development Planning Handbook. Basingstoke: Palgrave Macmillan.

 

Mullins, (2005) Management and Organisational Behaviour (7th ed.), Harlow; FT Prentice Hall

 

Storey, J. (2001) Human Resource Management: A Critical Text, London; Thomson

 

Winstanley, D. (2005) Personal Effectiveness. London. Chartered Institute of Personnel and Development.

 

 

Strategic Management

MODULE SUMMARY (INDICATIVE)

 

Strategic Management is concerned with the central questions of competition; Why is firm A more or less successful than firm B? and What should it do to attain or sustain this performance?

Answering these questions involves looking at the complex sets of resources and relations found in the firm and its environment. To achieve this we will be examining a number of conceptual and analytical approaches and models to help us understand the assets and capabilities of the organisation, and its relationships with suppliers, customers, regulatory bodies and other firms. Following on from this analysis we will consider the issues involved in acting upon that understanding and designing and implementing strategic change.

AIMS

· to integrate the key themes of the programme, including concepts of organisational interdependence, globalisation, and informationalism

· to evaluate and prioritise environmental impacts upon organisational strategy, including cross-cultural influences, path dependencies and the impact of risk and uncertainty.

  • to analyse various bases of competitive advantage available to the firm
  • to appreciate uniformity and diversity in the strategies of public, private, voluntary, profit and not for profit organisations

 

LEARNING OUTCOMES

 

On successful completion of the module, students will be able to:

 

· contribute effectively to strategic analysis to problems of organisational growth and sustainability within and across mature and transition economies

· work effectively in multi-cultural strategic groups

· synthesise strategically relevant data

· develop and apply strategic models and frameworks to organisations

· balance different stakeholder interests in designing, financing, evaluating and implementing strategy

· balance creative and intuitive faculties with analytic skills.

 

Making Smarter Decisions (2007) Harvard Business Review, HBS: Boston, Mass

 

Recommended Reading:

Barney, J.B., and Hesterly, W.S. (2006) Strategic Management and Competitive Advantage: Concepts and Cases, Upper Saddle River, NJ, Pearson Prentice Hall

 

De Wit, B., and Meyer, R. (2004) Strategy: Process, Content, Context: an International Perspective, London: Thomson Learning

 

Fitzroy, P., and Hulbert, J. (2005) Strategic Management: Creating Value in Turbulent Times, Chichester: John Wiley & Sons.

 

Johnson, G., Scholes, K., and Whittington, R. (2008) Exploring Corporate Strategy, 8th ed. Harlow: Financial Times Prentice Hall

 

Mintzberg, H., Ahlstrand, B., and Lampel, J. (2005) Strategy Bites Back, Harlow: FT Prentice Hall

 

Ridderstrale, J., and Nordstrom, K. (2008) Funky Business, Harlow: Prentice Hall

 

Cummings, S. & Wilson, D. (2003) Images of Strategy Oxford: Blackwell

 

Helfat, C., Finkelstein, S., Mitchell, W., Peteraf, M.A., Singh, H. Teece, D., Winter, S.G. (2006) Dynamic Capabilities: Understanding Strategic Change in Organizations, Blackwell, Oxford.

 

Jenkins, M. and Ambrosini, V. (2002) Strategic Management: A Multi-Perspective Approach, Basingstoke: Palgrave

 

Mintzberg , H., Ahlstrand, B.W., Lampel, J. (1998) Strategy Safari Harlow: Financial Times Prentice Hall

 

Thurbin, P. (2001) Playing the Strategy Game Harlow: Financial Times Prentice Hall

 

Journals

 

Strategic Management Journal

Academy of Management Journal

Academy of Management Review

Organization Science

Organization Studies

Human Relations

 

Change Management

 

MODULE SUMMARY (INDICATIVE)

Why organisations change? And can we manage change? Change is a defining feature in contemporary organisations and poses key challenges and questions for all sorts of organisations and their members. To learn more about how organisations change, whether change is manageable at all, what people understand by change, and the complexities involved becomes an essential component in the study of organisation and the improvement of organisational activities and relationships not only among members but with the wider community as well. All of these exciting issues are explored in this module focusing on both, the epistemological and ontological aspect of change.

Aims

 

· to develop an understanding of the major theories and concepts underpinning approaches to change management

· to enhance students’ ability to act as a change agent within organisations

· to enable students to apply an awareness of human responses to change within organisations

· to develop an ability to integrate the management of change with other business and management disciplines.

 


Date: 2015-01-12; view: 762


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