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.
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.
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.