Module Details

Module Code: BUSS B7015
Full Title: Management Studies
Valid From:: Semester 1 - 2019/20 ( June 2019 )
Language of Instruction:English
Duration: 1 Semester
Credits:: 10
Module Owner:: Maeve Caraher
Departments: Unknown
Module Description: The aim of this module is to provide students with a comprehensive understanding of the general principles of management and organisational behaviour against the backdrop of economic and social sustainability.
 
Module Learning Outcome
On successful completion of this module the learner will be able to:
# Module Learning Outcome Description
MLO1 Describe both the history and the current context of managing organisations and the employment relationship.
MLO2 Define management and identify its key functions and practices, and their relationship to work and people in an organisational setting as well as to organisational competitive advantage.
MLO3 Discuss the main challenges management faces today - corporate responsibility, diversity, managing in a global arena, creativity & innovation, organisational culture, change, and sustainability.
MLO4 Appreciate the key factors influencing behaviour of people at work - personality, perception, attitudes, learning, motivation, group work, and emotion/stress in the workplace.
MLO5 Develop informed solutions on how to manage people and organisations efficiently and effectively.
Pre-requisite learning
Module Recommendations
This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named DkIT 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
 
Module Indicative Content
Introduction to Management (10%)
History of management, management today, functions, levels and skills of management, managerial roles, managing the employment relationship.
Business Environment (10%)
Elements in the macro and task environment; competitive analysis. Managing in a global area.
Planning (5%)
Components of planning; types of plans, forecasting, decision-making.
Organising (5%)
Fundamentals of organizing, responsibility, authority & delegation
Controlling (5%)
Dimensions of control; steps in control process; feed-forward, concurrent and feedback control.
Influencing (5%)
Leadership, motivation, groups and teams.
Business Ethics, Sustainability and Managing Diversity (15%)
Social responsibility, strategic corporate philanthropy, whistle-blowing, ethics and sustainability.
People at Work (20%)
Employee voice, personality, learning, and emotion/stress in the workplace.
Managing Conflict at Work (10%)
Types of conflict; discipline & grievance, managing conflict.
Culture and Change Management (15%)
Organisational culture, managing change.
Module Assessment
Assessment Breakdown%
Course Work50.00%
Final Examination50.00%
Module Special Regulation
 

Assessments

Full-time

Course Work
Assessment Type Continuous Assessment % of Total Mark 50
Marks Out Of 0 Pass Mark 0
Timing n/a Learning Outcome 1,2,3
Duration in minutes 0
Assessment Description
Management Report
No Project
No Practical
Final Examination
Assessment Type Formal Exam % of Total Mark 50
Marks Out Of 0 Pass Mark 0
Timing End-of-Semester Learning Outcome 1,2,3,5
Duration in minutes 0
Assessment Description
End-of-Semester Final Examination
Reassessment Requirement
A 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.

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

 

Module Workload

Workload: Full-time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 2.00 2
Online (Contact) Contact No Description Every Week 1.00 1
Directed Reading Non Contact No Description Every Week 4.00 4
Independent Study Non Contact No Description Every Week 11.00 11
Total Weekly Learner Workload 18.00
Total Weekly Contact Hours 3.00
Workload: Part-time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 2.00 2
Directed Reading Non Contact No Description Every Week 4.00 4
Independent Study Non Contact No Description Every Week 3.00 3
Total Weekly Learner Workload 9.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Samuel, C. Certo and S. Trevis Certo. (2020), Modern Management : Concepts and Skills, Global Edition, 15th. Pearson, Harlow, p.559, [ISBN: ISBN-10: 1292].
  • Jones, Gareth R., George, Jennifer M. (2012), Contemporary Management, 5th edition, 5th. McGraw-Hill/Irwin January, 2012, [ISBN: 978-0078029349].
  • Robbins, Stephen, P. Judge, Anthony. (2018), Essentials of Organizational Behaviour, Global Edition, 14th. Pearson, [ISBN: 101292221410].
  • Kinicki, Angelo, & Williams, Brian K.. (2012), Management: A Practical Introduction, McGraw-Hill, February 2005, [ISBN: 978-0078029547].
Supplementary Book Resources
  • Robbins, Stephen, Coulter, Mary. (2011), Management (International Edition) 8th Edition, Prentice Hall, 2004, [ISBN: 9780273752776]].
  • Erickson, Stephenson, Bradley, Williams. (2009), Business in Society, Polity, Cambridge, [ISBN: ISBN:97807456].
  • Siobhán; Morley, Michael; Foley, Edel Tiernan. (2011), Modern Management, 4th. Gill & Macmillan, Dublin, [ISBN: ISBN: 9780717].
  • Robbins, Stephen, Coulter, Mary. (2011), Management, 8th. Prentice Hall, [ISBN: ISBN: 9780273].
  • Jones, Gareth R., George, Jennifer M. (2012), Contemporary Management, 5th. McGraw Hill, [ISBN: ISBN: 978-007].
Recommended Article/Paper Resources
  • CIPD Report. (2016), Preparing for the future of learning. A changing perspective for L&D leaders..
  • CIPD Policy Report. (2016), Creating longer, more fulfilling working lives: Employer practice is five European countries.
  • Chan, J.. (2011), A suicide survivor: the life of a Chinese worker., New Technology, Work and Employment., 28 (2). pp. 84-99.
  • Edmondson, A.. (2011), Strategies for learning from failure., Harvard Business Review, 89 (4). 48-55..
  • McLaughlin, C.. (2012), The end of pluralism? Flexibility, deregulation and the changing role of the State., Unpublished Paper, University College Dublin..
  • Noon, M.. (2010), The shackled runner: time to rethink positive discrimination., Work, Employment and Society., 24 (4). 728-39..
  • Taylor, P. & Bain, P.. (1999), “An assembly line in the head”: work and employee relations in the call centre, Industrial Relations Journal., 30, 2. 101-117..
  • Walton, Richard E.. (1985), From control to commitment in the workplace., Harvard Business Review, 63(2). 77-84..
  • Waring, P. and Edwards, T.. (2008), Socially responsible investment: Explaining its uneven development and human resource management consequences., Corporate Governance, 16(3). 135-145..
  • Wilkinson, A. & Fay, C.. (2011), New Times for Employee Voice?, Human Resource Management., 50, 1. 65-7..
Other Resources