Management Development

Full module specification

Module aims

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)

Details of summative assessment

Syllabus plan

• 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, 3^rd 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, 4^th 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?

Yes

Indicative learning resources - Web based and electronic resources

Journals/Articles:

Professional Manager

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.

Videos:

Blood on the Carpet series

The Business

Trouble at the Top series

Trouble Shooter series

Websites:

www.bloomberg.com

www.emerald-library.com/EMR

www.ft.com

www.hemscott.net

Last revision date

06/01/2021