Leading and Managing People
| Module title | Leading and Managing People |
|---|---|
| Module code | BEM2014DA |
| Academic year | 2021/2 |
| Credits | 30 |
| Module staff |
| Duration: Term | 1 | 2 | 3 |
|---|---|---|---|
| Duration: Weeks | 11 |
| Number students taking module (anticipated) | 40 |
|---|
Module description
This module will enable students to become more effective at leading and managing people in organisations. It starts with an understanding of why people join organisations in the first place, the values they hold and how those align with the values and purpose of the organisation. It explains the concept of the ‘socio-technical organisation’ and the social contract that exists between leaders and followers. It describes how the relationships between people contribute to the culture of the organisation, and how important it is to build a culture of trust within and between teams, and the role that diversity and inclusion play in both building trust and creating effective teams. From there the module proceeds to discuss how teams can be managed effectively through relationship building, negotiation and communication, how goals are set an how performance is managed, and how teams build stakeholder relationships with others.
Module aims - intentions of the module
Intended Learning Outcomes (ILOs)
ILO: Module-specific skills
On successfully completing the module you will be able to...
- 1. Demonstrate an understanding of organisational and team dynamics and how to manage and lead effectively in a team environment
- 2. Demonstrate an understanding of the ethical issues associated with leading and managing people
ILO: Discipline-specific skills
On successfully completing the module you will be able to...
- 3. Lead and develop people by enabling an open and inclusive high performance work environment by setting goals and accountabilities for individuals.
ILO: Personal and key skills
On successfully completing the module you will be able to...
- 4. Create and manage open, diverse and inclusive team cultures based on trust
- 5. Use technical and relational skills to manage conflict
- 6. Manage and use resources and partnerships effectively
- 7. Demonstrate an understanding of personal authenticity and the ability to use this to lead people effectively
- 8. Build collaborative relationships by managing complex relationships across multiple and diverse stakeholders
- 9. Articulate organisational purpose and values
- 10. Delegate to others, provide clear guidance and monitor performance
- 11. Hold people accountable, and take appropriate action when needed
- 12. Demonstrate an understanding of the real meaning of diversity and why it matters in organisations
- 13. Demonstrate an understanding of the social responsibility manager have when leading people and building relationships
Syllabus plan
Week 1 – introduction to the module – what motivates people to work and what values they hold – how to motivate people in an ethical manner
Week 2 – masterclass, discussion and exercises around the content of weeks 1-5
Week 3 – the relationship between individuals and organisation – the nature of the social contract – the socio-technical organisation – types of organisational structure
Week 4 – organisational culture, how it is created and managed, its impact on people and teams
Week 5 – diversity and inclusion
Week 6 – building strong teams, team design and team formation, coordination and control, the relationships between team leaders and team members
Week 7 – masterclass, discussion and exercises around the content of weeks 6-9
Week 8 – communication, knowledge and relationships in teams, managing teams on an ongoing basis
Week 9 – goal setting and accountability, getting the best out of people in an ethical way
Week 10 – assignment writing
Week 11 – assignment writing and submission
Learning activities and teaching methods (given in hours of study time)
| Scheduled Learning and Teaching Activities | Guided independent study | Placement / study abroad |
|---|---|---|
| 300 |
Details of learning activities and teaching methods
| Category | Hours of study time | Description |
|---|---|---|
| Masterclass | 21 | Faculty-led workshops and seminars |
| Webinars | 11 | Online action learning set facilitated by module lead. |
| Professional development to underpin WBL project. | 40 | Guided independent study through online learning activities. Reading, case studies, professional practise forums. |
| Time at work | 228 | Time at work |
Formative assessment
| Form of assessment | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|
| Feedback through webinars, including one webinar session based on the assignment | 4 hours (1 hour per webinar) | 1-13 | Direct verbal |
Summative assessment (% of credit)
| Coursework | Written exams | Practical exams |
|---|---|---|
| 100 | 0 | 0 |
Details of summative assessment
| Form of assessment | % of credit | Size of the assessment (eg length / duration) | ILOs assessed | Feedback method |
|---|---|---|---|---|
| Essay | 50 | 2,500 words | 1-13 | Written feedback and mark |
| Culture audit | 50 | 2,500 words | 1-4, 7-10, 12-13 | Written feedback and mark |
Details of re-assessment (where required by referral or deferral)
| Original form of assessment | Form of re-assessment | ILOs re-assessed | Timescale for re-assessment |
|---|---|---|---|
| Essay | Essay | 1-13 | August |
| Cultural audit | Cultural audit | 1-4, 7-10, 12-13 | August |
Re-assessment notes
All passed components of the module will be rolled forward and will not be reassessed in the event of module failure.
Defer – as first time
Refer – capped at 40%
Indicative learning resources - Basic reading
Brent, M., & Dent, F. (2014). The Leader’s Guide to Managing People: How to Use Soft Skills to Get Hard Results (1st ed.). Ft Pr.
Handy, C., (1993). Understanding Organizations, (4th ed) Penguin
Goffee, R., & Jones, G. (2015). Why Should Anyone Be Led by You? With a New Preface by the Authors: What It Takes to Be an Authentic Leader (1st ed.). Harvard Business Review Press.
Kumra, S., Manfredi, S., & Vickers, L. (2012). Managing Equality and Diversity: Theory and Practice (Illustrated ed.). Oxford University Press.
Indicative learning resources - Web based and electronic resources
CMI - Management Direct - an online management resource portal. Management Direct allows managers at any level to learn, research and think. It offers fast, 24-hour access to the latest digital content to help overcome hundreds of managerial challenges from absence to performance to change: 5 minute, 20 minute and extended briefings; Creative tools for problem solving; Hundreds of checklists and interactive scenarios to aid self-directed learning; Self-Assessments and automatic CPD recording/reporting; Document templates and best practice guides.
| Credit value | 30 |
|---|---|
| Module ECTS | 15 |
| Module pre-requisites | None |
| Module co-requisites | None |
| NQF level (module) | 5 |
| Available as distance learning? | Yes |
| Origin date | 13/10/2020 |
| Last revision date | 25/01/2022 |
