Module Code: H6FOM
Long Title Fundamentals of Management
Title Fundamentals of Management
Module Level: LEVEL 6
EQF Level: 5
EHEA Level: Short Cycle
Credits: 5
Module Coordinator: COLETTE DARCY
Module Author: JONATHAN BRITTAIN
Departments: School of Business
Specifications of the qualifications and experience required of staff  
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Explain fundamental concepts in Management and the role of key organisation functions.
LO2 Examine the planning process and basic principles of managing strategy.
LO3 Describe the foundations of organisational structure and implications of structural choices.
LO4 Recognise the importance of Control and how it can be achieved
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is required before enrolment on this module. While the prior learning is expressed as named NCI module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Entry requirements

Programme entry requirements  
 

Module Content & Assessment

Indicative Content
Introduction to Management and Managers
Defining Management. Differentiating types of managers, their roles and responsibilities. How the manager’s job is changing. Overview of core organisational functions (Operations, Marketing, HR, Finance and Accounting)
Planning and Strategy
The importance of planning. The difficulties of planning. A framework for planning. Examining the purpose of the organisation, the business environment and the tools applied in assessing the environment. Different types of strategies and levels of strategy. Implementation of plans and the problems of implementation. Evaluation and feedback.
Foundations of Organisational Structure
The importance of organisational structure. Key elements in designing organisational structure. Mechanistic and Organic structures. Contingency factors influencing structure. Implications of different structural choices.
Contemporary Organisational Structures
Organising for integration, collaboration, and innovation. Boundaryless (Networked / Virtual) Organisations. The Flexible Firm and Contingent Workforce. Issues with contemporary organisation for employees and employers.
Control
The importance of Control. The Control Process. Controlling Employee Performance. Controlling Organisational Performance. Feedforward / Concurrent / Feedback Control. Issues with Control.
Assessment Breakdown%
Coursework50.00%
End of Module Assessment50.00%

Assessments

Full Time

Coursework
Assessment Type: Continuous Assessment % of total: 50
Assessment Date: n/a Outcome addressed: 1,3
Non-Marked: No
Assessment Description:
Candidates are required to complete 2 group assignments which carry equal marks each.
End of Module Assessment
Assessment Type: Terminal Exam % of total: 50
Assessment Date: End-of-Semester Outcome addressed: 2,3,4
Non-Marked: No
Assessment Description:
Open-notebook case-based final Examination.
No Workplace Assessment
Reassessment Requirement
Repeat examination
Reassessment of this module will consist of a repeat examination. It is possible that there will also be a requirement to be reassessed in a coursework element.
Reassessment Description
Sample provided in separate document in shared folder, for Revalidation Panel.

NCIRL reserves the right to alter the nature and timings of assessment

 

Module Workload

Module Target Workload Hours 0 Hours
Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Classroom and demonstrations 2 Every Week 2.00
Directed Learning Directed e-learning 3 Every Week 3.00
Independent Learning Independent learning 8 Every Week 8.00
Lecturer Supervised Learning Mentoring and small-group tutoring 1 Every Week 1.00
Total Weekly Contact Hours 6.00
 

Module Resources

Recommended Book Resources
  • Robbins, S.P., and Coulter, M. (2015), Management, 13th Global Edition Ed. Pearson Harlow, Essex.
  • G. A. Cole, and P. Kelly. (2015), Management Theory and Practice, 8th Edition Ed. Cengage Learning, Andover.
  • Mintzberg, H. (1990), The Manager's Job: Folklore and Fact, Harvard business review, 68(2), pp. 163-176.
  • A Model of Managing (Chapter 3) in Mintzberg, H., (2009). Managing. Financial Times Prentice Hall, Harlow.
  • Foundations of Organization Design (Chapter 1) in Mintzberg, H., (1983). Structure in fives: designing effective organizations, International edition. Prentice-Hall, Englewood Cliffs, NJ.
This module does not have any article/paper resources
This module does not have any other resources
Discussion Note: