Key Reader:
Mullins, L. (2004). Management and Organisational Behaviour. London: Financial Times/Prentice Hall


Websites:

www.lfhe.ac.uk - The Leadership Foundation for HE

www.hea.ac.uk - The Higher Education Academy




Management
McCaffery, P. (2004). The Higher Education manager's Handbook: Effective Leadership and Management in Universities and Colleges. London: Routledge

Elvridge, E.M. (Ed.) (2006). Exploring Good Leadership and Management Practice in Higher Education: Issues of Engagement. Cambridge: Jill Rogers Associates

Bush, T., & Middlewood, D. (2005). Leading and Managing People in Education. London: Sage.

Rayner, C., & Adams-Smith, D. (2005). Managing and Leading People. London: CIPD.




Strategy
Haberberg, A. (2007). Strategic Management: Theory and Application. Oxford: Oxford University Press.




Change
Cameron, E., & Green, M. (2004). Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change. London: Kogan Page.

Marshal, S. (Ed.) (2007). Strategic Leadership of change in Higher Education. London: Routledge.




HRM
Pemberton, C. (2006). Coaching to Solutions: A Manager's Toolkit for Performance Delivery: Oxford: Butterworth-Heinemann




Finance
Brigham, E.F., & Ehrhardt, M.C. (2004). Financial Management: Theory and Practice (11th Edn.). Thomson Learning.





An assessment of contemporary articles from the following journals
People Management
Leadership & Organisational Development
Management Quarterly
Management Review
Management Today
Administrative Management
British Journal of Administrative Management
Education Management, Administration & Leadership
International Journal of Education Management


Example journal articles:

Bruch, H. & Walter, F. (2007). Leadership in context: Investigating hierarchical impacts on transformational leadership. Leadership and Organisation Development Journal, 28, (8), pp. 710-726.

Hoy, W.K. & Page A.S. (2007). Influence: a key to successful leadership. International Journal of Education Management, 21 (2), pp.158-167.

This module will give participants an opportunity to gain a critical understanding of traditional and contemporary themes in the field of leadership and management. Organised into three themes the module covers the key aspects of leadership and management including;




- Strategy
1. Understanding strategy
2. Translating strategy into action
3. Financial management
4. The political context of HE



- Human Resource Management
5. Performance management
6. Developing your staff




- Communication & Change
7. Models of leadership e.g. transactional, transformational, situational & contingency models
8. Transition and change management
9. Enhanced leadership communication (negotiation and persuasion)
10. Emotional intelligence

Participants will be encouraged to engage in analysis and application of theoretical principles to develop an awareness of the contestable nature of learership & management, theory & practice .

University library for a range of relevant texts and journals
Internet access enabling exploration of relevant websites
Blackboard for access to learning resources and Discussion Boards
PebblePAD to reflect on individual implications of learning.

Assessment will consist of:


Produce an article in the format of a professional publication which demonstrates understanding and critical evaluation of a variety of contemporary research in the leadership and management field. The article should consider the impact this has on managing in HE (1500 words - 50%) ( learning outcomes 1,2,4 partially).

In addition you will make a presentation (and produce a set of accompanying notes) which presents the conclusions drawn from assessment one, suggesting strategies for improvement in HE and own work area (1000 words - 50%) - ( learning outcome 2,3,4 - partially)


Participants are required to successfully pass (min grade point 7) both parts of the assessment in order to pass the module.

Participants will attend 18 hours of face-to-face sessions, delivered either via 3 x 6 hour sessions or 9x2 hour sessions, to include an assignment workshop. Participants will be encouraged to contribute to online discussion threads to support critical debate of current theory. The sessions will include a variety of learning and teaching strategies. Participants will be expected to consolidate and build upon their learning through significant use of texts, journals and professional publications.


A range of activities will be differentiated by level to ensure academic challenge. Tutors will monitor performance within tasks to ensure that task objectives are met and outcomes are consistent with the level of study.


In addition there will be a requirement to engage in independent study in order to develop the depth of understanding from taught sessions. Independent learning should include critical reflection on the relevance of learning on own role, contributions to discussions boards to critically evaluate key concepts in leadership and management and analysis of relevant literature (particularly contemporary journal articles).