Full Title:Business Management Systems
Module Code:MGMT S7001
 
Credits: 5
Valid From:Semester 1 - 2013/14 ( September 2013 )
Module Delivered in 3 programme(s)
Module Description:To provide the student with the knowledge and understanding needed to apply best management practices to any business in order to improve Key Performance Indicators (KPI's)and sustainability.
Learning Outcomes:
On successful completion of this module the learner should be able to
  1. Identify the different levels of management and discuss the transition from technical to conceptual management skills
  2. Explain the different skill elements needed to manage a business effectively.
  3. Identify the reasons why organisations need to analyse their business environment and discuss how the external environmental factors can impact on the performance of a business
  4. Analyse the best way to manage the relationship between people, activities and time using an appropiate planning and scheduling methodology.
  5. Categorise the requirement of leadership and distinguish the tools needed to successfully implement key stages of a strategic management process
 

Module Content & Assessment

Indicative Content
Introduction to Business Management
Management defined; The need for management; The nature of managerial work. Management functions,levels,skills and roles; The farmer as manager of an agri-business; Management challenges for an agri-business. Management theory v practice.
Effective Management
Appropriateness of different management styles e.g.laissez faire v autocratic approach. The key elements that impact on management effectiveness. the need to listen effectively. The use of MBWA.
The Business Environment
The external or macro environment - international, political and legal, economic, technological, social and demographic; The task or micro environment - competitors, suppliers and funding agencies, customers/clients, regulators, trade unions; Competitive analysis.
Planning and Decision Making
The planning process; Management by objectives; Time and resource management; Decision making process and models. Group decision-making and dynamics; Discussion groups.
Leadership
Leadership requirements. Empowerment v responsibility. How leaders can transform an organisation. the myths of leadership. Key leadership attributes. The future role of leaders. Nature of motivation.
Strategic Planning
Definitions and importance of Strategic Management. The strategic management process including SWOT and SMART. Managing intellectual capital. Gaining competitive advantage. Michael Porters generic strategies.
Assessment Breakdown%
Course Work40.00%
End of Module Formal Examination60.00%

Full Time

Course Work
Assessment Type Assessment Description Outcome addressed % of total Marks Out Of Pass Marks Assessment Date Duration
Class Test The test will evaluate knowledge, understanding, application and analysis of the subject matter covered in lectures and tutorials 1,2 20.00 0 0 Week 7 0
Project Then project will be based on the analysis and application of best practices in current management practices. 3,4,5 20.00 0 0 Week 10 0
No Project
No Practical
End of Module Formal Examination
Assessment Type Assessment Description Outcome addressed % of total Marks Out Of Pass Marks Assessment Date Duration
Formal Exam End-of-Semester Final Examination 1,2,3,4,5 60.00 0 0 End-of-Semester 0

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

 

Module Workload & Resources

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture No Description 2.00 Every Week 2.00
Tutorial No Description 1.00 Every Week 1.00
Directed Reading No Description 30.00 Once per semester 2.00
Independent Study No Description 30.00 Once per semester 2.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 3.00
This course has no Part Time workload.
Resources
Recommended Book Resources
  • Tiernan, S. D., Morley, M. J., Foley, E., 2013, Modern Management Theory and Practice for Irish Students, 4th Ed., Gill and Macmillan Ltd [ISBN: 978-0717156320]
  • Morley J. Michael, Tiernan D. Siobhan, Foley Edel 2006, Modern Management, 3rd Ed., Gill & Macmillan Ltd. [ISBN: 978-071740305]
  • Radcliff, Steve 2012, Leadership: Plain and Simple, 2nd Ed., FT Publishing International [ISBN: 978-0273772415]
  • Mckeown, Max 2011, The Strategy Book: How to Think and Act, 1st Ed., FT/Prentice Hall [ISBN: 978-0273757092]
  • Naylor, J. 2003, Management (2nd Ed),, 2nd Ed., FT/Prentice Hall [ISBN: 987-0273673217]
  • Kotter P. John 2012, Leading Change, Harvard Business Review Press [ISBN: 978-1422186431]
  • Tschapperel Roman, Krogerus Mickael, 2011, The Decision Book: Fifty Models for Strategic Thinking, Profile Books [ISBN: 978-1846683954]
Supplementary Book Resources
  • Murphy, E. 2004, Business & Company law for Irish Students., Gill & Macmillan [ISBN: 978-0717137053]
Recommended Article/Paper Resources
  • Harvard Business Review
  • Business Week
  • Management Today
  • Journal of Management Studies
  • The Irish Times
  • Sunday Business Post
Other Resources

Module Delivered in

Programme Code Programme Semester Delivery
DK_SAGRI_8 Bachelor of Science (Honours) in Agriculture 6 Mandatory
DK_SAGRI_7 Bachelor of Science in Agriculture 2 Mandatory
DK_EDCBE_7 Diploma in Construction Business Excellence 1 Mandatory