Course Study Guide 2012 Contemporary Issues in Management Contents 1. Welcome 3 2. Introduction to the Course 4 2.1 Aims 4 2.2 Learning Outcomes 4 2.2.1 Knowledge and understanding of: 4 2.2.2 Intellectual Skills: 4 2.2.3 Subject practical skills: 4 2.2.4 Transferable skills: 4 2.3 Learning and teaching activities 4 3. Contact Details 5 4. Course Content 6 4.1 Session Reading 7 5. Assessment Details 8 5.1 Summary of assessment 8 5.2 Detailed description of assessment 8 6. Other Details 9 1. Welcome ‘Though this be madness, yet there is method in’t.’ Shakespeare, Hamlet, Act II, Scene II It is a well-worn cliché that the only certainty in these interesting times is …show more content…
Knowledge and understanding: Lectures and recommended readings expose students to current advanced research on organizational and management thought and their applications to management processes in complex operating environments. Knowledge and understanding of these areas is deepened with small group discussion, case analysis, group work and independent information gathering. B. Intellectual Skills: B1. Breadth of Outlook A strong emphasis on independent reading and research in the course is particularly important for developing breadth of outlook at this level of study. Case analysis, individual and group assignments encourage comparison of cultures and viewpoints and encourage reflection on the complexity of contemporary management milieu and the dilemmas that face management professionals. B2. Wisdom Group discussion and case analysis is designed to encourage reflection on the complex environment of contemporary management practices and theories and students’ own experiences and judgement in the face of challenging scenarios and dilemmas. B3. Personal Effectiveness Group discussion and case analyses are guided by tutors sensitive to participants’ comfort levels. Cases and discussion are designed to introduce increasingly challenging concepts through the course. C. Subject Practical Skills: Seminar activities such as case studies and discussion provide the bases for a deep understanding of the
As a Naval Officer I had the opportunity to experience both leadership and management. Today's Navy operates with fewer people and resources than before. Therefore, leadership and management are more important than ever. Very early in my career I was taught leadership and as I advanced through the ranks I experienced management.
There are several approaches to organizational management, the first includes formulating a plan, blueprint, or roadmap to make the intended function or process work, selecting a team needed to analyze the business or organization’s primary functions, and devise a matrix needed to manage the different roles, responsibilities, and positions within the business or organization. These approaches to organizational management are based on management theories, the assumptions that companies can control their future, and predict the outcome.
the difficulty of strategy execution and the tools managers can use to make strategy happen. As the title
range of contexts, purposes and audiences use discussion in order to learn; they should be able to elaborate and explain clearly
HRM 587 Discussions 1 Week 5 Organizational Development Theory and Practices-All Students Posts 20 Pages Managing Organization Change
Within this assignment I will describe my understanding of the links between management and leadership, the skills and styles of management and leadership, the application of management and leadership theories in an organisational context and planning for the development of management and leadership skills.
I strongly encourage you to post course-related questions on the class discussion forum in Blackboard and to answer your colleagues’ questions.
“Case studies are stories. It presents a realistic, complex, and contextually rich situations and often involve a dilemma, conflict, or problem that one or more of the characters in the case must negotiate”,
Daft, R. L. (2013). Introduction to Organizations. In S. Person (Ed.), Organizational Theory & Design (11 ed.). Mason, OH: South-Western Cengage Learning.
Management is a “process, comprised of social and technical functions and activities, occurring within organizations for the purpose of accomplishing predetermined objectives through human and other resources.” In order to achieve the desired objectives of the organization, managers carry out technical and interpersonal activities and work through and with other people. PPG 4. This paper will summarize my interview with such manager, along with the description of the purpose of interview, brief introduction of the interviewee and his organization. The paper will also relate ideas and topics covered in the interview with the management principles in healthcare and finally explain what was learnt in this process.
Locate four articles or books on your philosophy written by different management theorists and published in the past 5 years in academic literature. At least two must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination.
Chapter 2 Harvard Press Book (2006). Performance management: Measure and improve the effectiveness of your employees. (Chapter 2) Motivation: The Not-So-Secret Ingredient of High Performance. Harvard Business School Publishing. Cambridge, MA. Lynn, I., Hodge, Y. & Yemen G. (2007). Teamwork turmoil. University of Virginia Darden School Foundation. Beamish, P. & Jiang, R. & (2011). The Chinese fireworks industry. Richard Ivey School of Business Foundation. Kaplan, R.S. (2010). Leading change with strategy execution system. Harvard Business School Publishing. Cambridge, MA. Karkhardt, D. & Hanson, J. (1993). Informal networks: The company behind the charts. Harvard Business School Publishing. Cambridge, MA. Katzenbach, J. & Smith, D. (1993). The discipline of team. Harvard Business Review. President and Fellows of Harvard College. Kerr, S. (1995). On the folly of rewarding A, while hoping for B. Academy of Management Executive. 9 (1), 7-14 Download on class site Kramer, R.M. (2003). The harder they fall. Harvard Business School Publishing. Cambridge, MA. Montgomery, C.A. (2005). Newell Company: Corporate Strategy. Harvard Business School Press.
Post University’s Malcolm Baldridge School of Business aims to give students a greater understanding and appreciation for what it takes to be a successful leader in today’s rapidly changing business environment (The Malcolm Baldrige School of Business, 2015). Founded on the philosophy and core values of Malcolm Baldridge (The Malcolm Baldrige School of Business, 2015), the undergraduate business administration degree plan is comprised of a variety of courses that take students through the assorted elements of operating a business, from classes designed to explain the macro environment that affect organizations to how a business should manage its finances. As the capstone course for this degree, the Business Policy Seminar required that I utilize all of the knowledge I have gained in my previous degree work and apply it towards planning, developing and implementing organizational strategies. However, the course was also an application of the core values upon which it was founded. This reflective paper sets out to explain how I believe the Baldridge Core Values were represented and discussed during the course of this seminar.
We cannot leave our discussion of the value of studying management without looking at the rewards and challenges of being a manager. What does it mean to be a manager? Being a manager in today\ 's dynamic work place provides many challenge.
Management in business is the coordination of people to accomplish set goals efficiently and effectively. It comprises of planning, organising, staffing, leading, and controlling an organisation. Management itself is also an academic discipline, a social science whose object of study is social organisation in order to accomplish a mutual goal.