Cole, G.A. Management Theory and Practice 6th edition Thompson
Williams, K. (2006) Introducing management: a development guide
Oxford: Butterworth Heinemann
ILM (2007) Managing Conflict in the Workplace Super Series 5th edition
Institute of Leadership & Management, Pergamon Flexible Learning

A 100% Reflective Log based on their own organisational situation or a 100% Assignment based on information provided in an issued case study/scenario. (1500 words assessing Learning Outcomes 1 to 3)

www.acas.org.uk - Providing advise and information on handling conflict in the workplace
www.businesslink.gov.uk/employingpeople

The learning strategy for this module requires students to commit 150 learning hours (including assessment). This will include 10 hours of class support and 140 hours of independent and self directed study.

There will be an initial class session to introduce the key aspects of the module content, including a summary of the blended learning material, the type of formative feedback available both through Blackboard and the Module Tutor. The nature of the summative assessment will also be examined. There will be additional tutorial support available, for students to address queries regarding the module content and to clarify any issues arising from the coursework assignment.

Students are expected to regularly engage with the blended learning material on Blackboard. This will include reading the material, undertaking additional research and formative exercises to reinforce the learning. Students will have additional support from the Module Tutor via email and phone.

This module is intended to develop knowledge and understanding of how to manage both individuals and teams in order to maximise their potential.

- Reasons for developing both individuals and teams
- Characteristics of groups and teams, team membership and leadership
- Tuckman's Theory of group formation
- How to identify team roles (eg Belbin) and the uses and implications for managers
- Teams in different contexts, e.g. management and operational
- The use of techniques to evaluate team performance
- Reasons for developing people and teams
- How to identify development needs
- How people develop and learn
- Range of development activities
- Considerations when planning development e.g. learning abilities, personal circumstances and work activities
- Methods to review and evaluate progress
- Causes of conflict and interpersonal friction (including bullying and harassment) and resolving them.
- Stages in development of conflict
- Effects of conflict on individual and team performance
- Techniques/approaches for the minimisation/ resolution of conflict
- Awareness of the importance of application and adherence to company policy, including legal considerations
- Engendering a positive atmosphere