Module Descriptors
MANAGING DEVELOPMENT AND CHANGE
XXOB60034
Key Facts
Faculty of Business, Education and Law
Level 6
30 credits
Hours of Study
Scheduled Learning and Teaching Activities: 48
Independent Study Hours: 252
Total Learning Hours: 300
Assessment
- ASSIGNMENT weighted at 30%
- PROJECT weighted at 70%
Module Details
Module Additional Assessment Details
Details -
1. 1800 word assignment report (LOs 1 & 2) (30%)
2. 3500 word project report (LOs 3 - 5) (70%)
Students must achieve a minimum of a pass (grade point 4) in each of the above elements to pass this module.
1. 1800 word assignment report (LOs 1 & 2) (30%)
2. 3500 word project report (LOs 3 - 5) (70%)
Students must achieve a minimum of a pass (grade point 4) in each of the above elements to pass this module.
Module Resources
None
Module Learning Strategies
This module requires candidates to commit to 300 learning hours (including assessment) of which minimum of 48 hours will be direct supported learning (including lectures, tutorials, workshops, case studies, in-class group discussions, videos, workbooks and computer-based learning) This number of hours may increase due to client-specific requirements. During your independent study you will be expected to analyse company specific data, research academic literature and complete electronic information gathering in order to widen your subject knowledge to satisfactorily complete a work based assignment.
Module Indicative Content
This module looks at the relevance of development and change to the Manager. Indicative content is expected to be diverse in nature, reflecting the issues that are current and/or of direct concern to the students at the time. For the core content of this module typical areas might be selected from the aspects listed below but other aspects may be added/subtracted as considered appropriate:
self-management and self-development skills
fundamentals of team building
the importance of delegation
techniques for planning the development of individuals at work and ongoing support
a range of approaches to continuous improvement
leading change
skills and knowledge needed to manage people effectively
motivation and leadership
management of performance through people
basics of recruitment and selection
evaluating organisational performance
identifying opportunities for change
analysing alternative proposals for change
planning change
self-management and self-development skills
fundamentals of team building
the importance of delegation
techniques for planning the development of individuals at work and ongoing support
a range of approaches to continuous improvement
leading change
skills and knowledge needed to manage people effectively
motivation and leadership
management of performance through people
basics of recruitment and selection
evaluating organisational performance
identifying opportunities for change
analysing alternative proposals for change
planning change
Module Texts
Armstrong M. (2009). Handbook of Human Resource Management Practice (11th Edition). Kogan Page. London.
Doyle D., Kaner S., Lind L., Toldi C. (2007). Facilitator¿s Guide to Participatory Decision Making. Wiley & Son. USA.
Goleman D. (2007). Social Intelligence: The New Science of Human Relationships. Arrow Books. London.
Kotter JP. (1996). Leading Change. Harvard Business School Press. USA.
Mullins L J. (2010) Management and Organisational Behaviour (9th Ed) FT Pearson Education Ltd. Harlow.
Naylor J (2004) Management, Pearson Education Ltd. Harlow.
Doyle D., Kaner S., Lind L., Toldi C. (2007). Facilitator¿s Guide to Participatory Decision Making. Wiley & Son. USA.
Goleman D. (2007). Social Intelligence: The New Science of Human Relationships. Arrow Books. London.
Kotter JP. (1996). Leading Change. Harvard Business School Press. USA.
Mullins L J. (2010) Management and Organisational Behaviour (9th Ed) FT Pearson Education Ltd. Harlow.
Naylor J (2004) Management, Pearson Education Ltd. Harlow.