Module Code: H7MGMT
Long Title Management
Title Management
Module Level: LEVEL 7
EQF Level: 6
EHEA Level: First Cycle
Credits: 10
Module Coordinator: Danielle Mc cartan-Quinn
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 Interpret principles of management, theory and individual characteristics which contribute to managerial effectiveness, applying them to different business scenarios and contexts.
LO2 Examine management examples and practices in organisations to determine best practice.
LO3 Analyse and assess the primary activities of management: planning, organising, leading, controlling.
LO4 Demonstrate teamwork by formulating and reporting findings after the analysis of a business situation and develop a reflective approach to problem solving.
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

As per programme requirements. 
 

Module Content & Assessment

Indicative Content
Introduction to Management and Managers
Defining and examining ‘Management’ and ‘Managers’. The nature and context of Management. Exploring management roles, activities and behaviours. Propositions on effective management and effective manager characteristics.
The Evolution of Management
Modern approaches to management theory Classical Human Relations Systems Theory Contingency Theory
Planning
The importance of planning and the difficulties involved. A planning framework. Examining the purpose of the organisation and Mission. Planning and the business environment. Differing types and levels of plans and strategies. Implementing plans.
Organising
The importance of organisational structure. Key elements in designing structure. Contingency factors influencing structure. Common organisational structure types. Contemporary issues in structure: Boundaryless organisations; flexibility and the contingent workforce; integration and innovation. Consequences of structural choices.
Controlling
The importance of Control. The Control Process. Differing Control frameworks. The Balanced Scorecard. Issues with applying Control.
Leading
Comparing concepts of 'Leadership' and 'Management'. Examining the contribution of leadership to effective management. Leadership theory.
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: 1,2,3,4
Non-Marked: No
Assessment Description:
All learning activities are centred on a comprehensive case study which depict a company with specific strategic issues. At the outset, students are presented with the problem of analysing the case study from a variety of viewpoints each one based on a particular analytical framework from the subtopics in the course content. Each assignment takes the form of a review (exam-like) question, which needs to be addressed analysing the case study from a particular viewpoint.
End of Module Assessment
Assessment Type: Terminal Exam % of total: 50
Assessment Date: End-of-Semester Outcome addressed: 1,2,3
Non-Marked: No
Assessment Description:
Final Examination, which will involve the same series of analyses run during the coursework, but on a fresh case study, provided in advance for preparation. The exam will be 3 hours in duration and will consist of two essay question in which students are asked about their findings of the analysis carried out on the case study.
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.

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 36 Per Semester 3.00
Tutorial Mentoring and small-group tutoring 12 Per Semester 1.00
Independent Learning Independent learning 202 Per Semester 16.83
Total Weekly Contact Hours 4.00
 

Module Resources

Recommended Book Resources
  • G. A. Cole, and P. Kelly. (2020), Management Theory and Practice, 9th Edition. Cengage.
Supplementary Book Resources
  • Mintzberg, H. (1990), The Manager's Job: Folklore and Fact. Harvard business review, Available on-line through the library.
  • Mintzberg, H. (2003), The Structuring of Organisations, Mintzberg.
  • J.B., and Ghoshal, S. The Strategy Process, 4th Edition. Global, Pearson Education.
This module does not have any article/paper resources
This module does not have any other resources
Discussion Note: