Module Specifications.
Current Academic Year 2024 - 2025
All Module information is indicative, and this portal is an interim interface pending the full upgrade of Coursebuilder and subsequent integration to the new DCU Student Information System (DCU Key).
As such, this is a point in time view of data which will be refreshed periodically. Some fields/data may not yet be available pending the completion of the full Coursebuilder upgrade and integration project. We will post status updates as they become available. Thank you for your patience and understanding.
Date posted: September 2024
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Description This Leading People and Change module is designed to provide individuals with the knowledge and skills required to effectively lead and manage people and teams. This module introduces students to a range of topics related to leadership, team dynamics, people management and change. The module explores key concepts and issues associated with behavior in work organizations’. The module begins with a focus on the role of leaders and their key responsibilities including motivation, engagement and fostering team performance. The module also examines the strategic aspects of people management, such as aligning HR strategies, human capital, managing performance, talent development and the future of work. The final section of the module explores the dynamics of organisational change and strategies to develop and implement change management. The impact of behaviour, relationships, organisation culture and change on individual and organisational performance are emphasised throughout the module. | |||||||||||||||||||||||||||||||||||||||||||
Learning Outcomes 1. Develop a deep understanding of the key theories and concepts related to leadership, change and people management 2. Analyse the impact of participants' own work behavior, motivations, experience of work groups, teams and organisational environments on individual, team, and organisational performance. 3. Evaluate the role of leadership in managing organisational behavior and people management, and assess different leadership styles and approaches. 4. Understand the critical importance of people management to implementing the corporate and business strategies of an organisation 5. Develop an understanding of how choices about ways of organising and leading change affect the functioning and effectiveness of businesses. 6. Develop a personal leadership philosophy and action plan for applying the knowledge and skills gained in the module to real-world leadership situations | |||||||||||||||||||||||||||||||||||||||||||
All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml |
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Indicative Content and Learning Activities
Leading selfLife Story-personal awareness Motivation Social Networks PersonalityLeading TeamsHigh Performing Teams Executive Teams and Performance Board Dynamics Transformational Leadership Leading for Net ZeroLeading organisationsBuilding Human Capital through people management (and role of line manager) Recruitment, selection and the psychological contract Talent, engagement and development Managing for high performanceLeading ChangePower and Politics Organisational Culture Managing Change and OD (including role of people mgt) Change Tools Future of Work | |||||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources 64003, 0, Groysberg, B. Sant, L., & Abrahams, R. 2008 When “Stars” migrate, do they still perform like stars? MIT Sloan Management Review 50, 1: 41 - 46., 64004, 0, Kotter, J.P., Kim, W.C. and Mauborgne, R.A., 2011. HBR's 10 Must Reads on Change Management (including featured article" Leading Change," by John P. Kotter). Harvard Business Press., 64005, 0, Moss, S.E., & Sanchez, J.I. 2004. Are your employees avoiding you? Managerial strategies for closing the feedback gap. Academy of Management Executive, 18, 32-46., 64006, 0, Murphy, K.R., 2020. Performance evaluation will not die, but it should. Human Resource Management Journal, 30(1), pp.13-31., | |||||||||||||||||||||||||||||||||||||||||||