Account Login Historical background Like all professions and aspiring professions, management has evolved as the result of a combination of accidents, piecemeal and isolated incidents and initiatives, together with lucky discoveries, pioneering and targeted activities, expert research and pioneering ventures. Management has had to respond to public, economic and environmental demands, and the pressures placed by politicians, financial interests and social and legal changes. Management has had to come to terms with industrial, social and technological revolutions, and to become and remain effective in response to the constraints and opportunities offered by each. Above all, management is a human activity, requiring a strong identity and affinity with the people who make up the stakeholder bodies — customers, suppliers, staff and backers, as well as vested interests, experts and commentators. There is no agreed body of knowledge, understanding or expertise for management, though this is in the clear process of development. The vast majority of managers are not self regulating; indeed the main professional bodies of management have little statutory influence, though they do seek de facto to set the highest possible standards for their members.
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Account Login Example syllabus This example syllabus is a reflection of the basis on which the foundations of management courses are structured and delivered by staff at the Management Studies Centre, University College London. The purpose is to show how the course and textbook can be effectively integrated.
The courses at UCL are based on a twenty session syllabus delivery. This is not prescriptive, however. Especially, it is both very easy and also highly effective to structure introductory units and modules on CMS, DMS and professional management education scheme foundation courses around weekly sessions together with directed readings from the chapters.
This includes the consideration the processes of management, skills and qualities, and the range of activities and distinctive expertise that managers are increasingly required to have.
The range of topics is deliberately broad. The intention is to give the students a substantial yet wide-ranging introduction to the whole field. This then acts as a general basis and foundation on which more focussed and concentrated studies can be developed. Topics are therefore not treated in depth, but rather introduced in terms of their relationships with each other, in preparation for later development.
Throughout, the presentation of the course is informed by the key management priority of coping with change and uncertainty. Issues of equality and discrimination are addressed through using appropriate choice of language and range of examples.
Learning outcomes After studying this half unit, you should be able to: use your awareness, overview and understanding of the basic principles of management to evaluate concrete organisational scenarios, management dilemmas and decisions think, reason and argue in a managerial way apply the knowledge and understanding gained to a range of examples and situations.
Timetable and Schedule The course is taught via two x one hour lecture sessions per week, over a period of twenty weeks. There are also five seminar sessions, details of which are given below. Seminar sessions follow straight on after the main lecture. Course Delivery This course is conducted on the following basis and assumptions: you have access to the textbook and have read the relevant chapters before the lecture you have access to the business and management press, journals and main websites, and are familiar with their contents; and that you additionally have selectively accessed and used material from a sample of books from the reading list you have attended lectures and seminars and are familiar with the content, coverage and examples and cases used.
Attendance at lectures and seminars is compulsory. Guidance on studying this course and on how to complete assignments and the examination successfully is given at seminars and cannot be caught up with by other means. It is therefore your own responsibility if you do not attend lectures or seminars.
A register is always taken, and absences notified. Assessment Assessment is designed to consolidate your learning by requiring you to bring your learning to bear on questions and tasks that focus knowledge skills and understanding; and b to provide a clear measure of the progress of your learning, both for your own development and also to demonstrate that you have reached a quantifiable standard. There are two components to the assessment of this course: Examination A three hour examination is held during term 3 which comprises: short questions designed to test out your basic knowledge; and longer questions designed to give you the opportunity to demonstrate a deeper understanding and analytical ability.
You must sit the examination in order to gain a grade for this course. Coursework There are two pieces of coursework for this course. You must attempt and submit both pieces of coursework in order to obtain a grade for this course. Details of the coursework are to be found later in this outline, and you will receive a more detailed briefing note from your tutors during the progress of the course.
The coursework requirements and outlines are attached. Word limits are specified for each of the two pieces of coursework.
You will be penalised for going over these limits. You must therefore stick to the word limits. You must hand in two copies of the coursework by noon on the date given. In addition, failure to make appropriate acknowledgement of material taken from sources may leave you open to charges of plagiarism, which incur serious penalties.
Both pieces of coursework will be marked and written feedback provided within four university weeks of submission. Syllabus The Chapter references given are for the recommended course text.
You should read these chapters and be familiar with the material, before the lecture takes place. Block One - What is Management? This block introduces the roles and importance of management 1. This block introduces the key interactions of managers with others. Leadership, decision making and responsibility Chapter 21 and 22 Motivation Chapter 25 Teams and groups Chapter 24 Ethics and corporate governance Chapter 23 Block Six - Managing for the present and future This block summarises the present state of management practice and expertise and indicates likely developments for the future.
Organisation and management development; the expertise of management; examples from the most successful and enduring organisations Managing for the future; course review Chapter 28 Seminars Seminars are an integral part of this course.
You will receive more detailed guidance on study and assignments, as well as having the opportunity in seminars to explore themes and concepts in more detail. Failure to attend seminars is likely to leave you short of key information needed to pass the course. There will be five seminars for every student, each taking place immediately after a lecture. Seminar groups will not normally exceed 15 in membership.
Each seminar will be run in a similar manner, though each tutor will interpret the material in their own way. In some cases you will be required to prepare seminar material. You are required to be familiar with the Body Shop continuous case study from the course text, in advance of attending any seminar session. Topics for Seminars Seminar 1 Introduction to the subject; coursework briefing Seminar 2 Progress on coursework; reading widely; use and value of different sources Seminar 3 Reading and writing critically Seminar 4 Feedback on coursework one; briefing on coursework two; establishing linkages between theories, concepts, applications and practice Seminar 5 Discussion of progress on coursework two; preparation for the exam Note: The Body Shop Case Study is used in each seminar, relating each part to the seminar session.
In addition, there are four case studies at which attendance is compulsory. The list is designed to introduce to the variety of approaches and perspectives available.
You should become familiar with as many of these works as possible. Look at the business section but also scan the other news stories for organisationally related stories. You should do this at least once a week. You should scan a weekly such as the Economist or Newsweek, even if only briefly, each week. You should regularly set aside some time to scan academic journals such as the Harvard Business Review, Academy of Management Review, British Journal of Management etc.
You should spend at least an hour on this each week.
9780230000384 - Introduction to Management by Pettinger, Richard
Introduction to Management Summary Introduction to Management by Richard Pettinger This popular core textbook provides an authoritative introduction to business management. Covering all the functional areas of the field, the text provides a robust framework to help students understand the inter-relatedness of different aspects of management and how they fit together in an organisation. Strong emphasis is placed throughout on providing students with a thorough and practical grounding in the topic, with a focus on helping them developing effective management skills. Now in its fourth edition, Introduction to Management has been fully updated and expanded to cover new developments in the field. Written by a leading expert with extensive management experience, this is ideal reading for students studying introductory courses in management at undergraduate, postgraduate or MBA level.