Full module specification
|Module title:||Management Development|
All HRM modules in the HND programmes
|Duration of module:|
This module completes the specialisation of students following the human resource management options, and allows a detailed study of management development as part of an institution’s O.D. strategy. Its specific purpose is to enable students to develop a comprehensive dexterity within the major areas of management development having analysed these in the light of current professional practice.
ILO: Module-specific skills
- 1. At the end of this module, students should be able to design generalist management programmes, install and maintain systems of appraisal and career development and provide appropriate advice on management development.
ILO: Discipline-specific skills
- 2. At the end of module students will be able to analyse and interpret data; evaluate and apply principles in a range of different circumstances and be aware of leading philosophical and practical issues relating to management development.
ILO: Personal and key skills
- 3. At the end of this module students will be able to process and present material in an effective format, demonstrating a range of communication skills. They will also develop their abilities to work independently and in groups.
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|End of module exam||50||2 hours|
- Management Development: nature and history
- Management functions
- Formal and informal management development
- Appraisal and monitoring
- Mentoring and coaching
- Training effectiveness
- Organisational ethos, structures and processes
- The learning organisation
Indicative learning resources - Basic reading
Alvesson M, Willmott H (eds) (2003) Studying Management Critically, Sage
Constable, J. and McCormick, R. (1987) The Making of British Managers. London, British Institute of Managers
Fletcher C, (2004) Appraisal and Feedback, 3rd edition, London CIPD
Garratt B, (2000) The Learning Organization: Developing Democracy at Work, Harper Collins
Handy, C. (1987) The Making of Managers: London NEDO
Handy, C, Gordon, C. Gow, I. & Randlesome, C. (1988) Making Managers, London Pitman.
Institute of Personnel and Development (1999) Organizational Development: Whose Responsibility? London
Marquardt M, (2004) Optimizing the Power of Action Learning, Davies-Black
Mintzberg H, (1973) The Nature of Managerial Work, Prentice Hall
Mumford A and Gold J, (2004) Management Development, 4th edition, London: CIPD
Parsloe E and Wray M, (2004) Coaching and Mentoring, Kogan Page
Pugh, Hickson, Hinings (eds) (1996) Writers on Organisations, Penguin
Scase, R. & Goffee, R. (1989) Reluctant Managers: Their work and life styles, London: Unwin Hyman.
Senge P, (1993) The Fifth Discipline, Random House
Thomson, A., Mabey, C. Storey, J. Gray, C. & Iles, P. (2001) Changing Patterns of Management Development Oxford: Blackwell
Module has an active ELE page?
Indicative learning resources - Web based and electronic resources
Bosworth, D. (1999) Management Skills in the UK, Skills Task Force Research Paper 18, DfEE.
Eraut, M. (2000) ‘Non-formal learning, implicit learning and tacit knowledge in professional work’ in Coffield, F. (ed) The necessity of informal learning, Policy Press.
Eraut, M., Alderton, J., Cole, G. & Senker, P. (2000) ‘Development of knowledge and
skills at work’ in Coffield, F. (ed) Differing visions of a Learning Society, Research Findings Volume 1, Policy Press.
Blood on the Carpet series
Trouble at the Top series
Trouble Shooter series
Last revision date