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As such, this is a point in time view of data which will be refreshed periodically.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 One view of what managers do is that they plan, organize, motivate, control, and coordinate. But good managers do a lot more as well. So, what is it that managers do, and how do they do that are some of the questions this module explores. This year-long module will introduce students to the main concepts and ideas in organization management and to the activities of managers with a focus on the practice of management. Classes on concepts about organizations and management will be interspersed with talks by, and students' interactions with, practicing managers so that we will relate the learning in the classroom about management with the experience of those practicing managers. A key emphasis throughout the module will be on the practice of managing considered in the wider context of theories and other frameworks for thinking about management as well as engaging with practicing managers as they talk about how they go about their work. We will identify and consider key concepts, structures, and theories about managing in organizations and help you start developing an approach and a ‘toolkit’ to help answer a key question … what should a manager know and be able to do? We keep coming back to these questions again and again in the module as we explore the ideas about organizations and management while relating to the real-world experience of actual managers through guest speakers and students' group and individual assignments. | |||||||||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Explain the major topics and activities that engage managers in organizations. These include organization design & structure, strategy, organization culture, decision-making, change management, leadership, sustainability, etc. 2. Identify the key activities, processes, and roles that are included in or typify the practice of management, both through case study analysis and interview assignments. 3. Assess the relationship between the conceptual/classroom concepts of management and the practice of 'real' managers. | |||||||||||||||||||||||||||||||||||||||||||
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
Introduction to the moduleThe main topics that we will cover in the module are introduced briefly. Each week, students will have some readings and questions to prepare for the class. In addition to the classes, a few invited speakers who are 'real' managers will give seminars on how they 'manage' in their organizations. This is a year-long module so that there will be lot of time to read about and consider the concepts, all while the students develop their learning.The Design and Structure of OrganizationsThe difference between organization design and organization structure, and how that difference matters. How the design and structure relate to the purpose of the organization and enable (or not) the coordination, cooperation, communication, and control in organisations.StrategyStrategic planning as a key function of the management and the impact of strategic planning. Formation of strategy. Industry and environment analysis. The interrelation between strategy and other aspects of organization like structure and leadership.SustainabilitySustainability and CSR are not only important but urgent requirements in today's organizations. How managers approach sustainability through both sustainable and ethical business practices as well as ethical human resource management is important to understand.Organizational CultureWhat is organizational culture and how it impacts organizations. How organizational culture is related to ethical values in the organization. How do managers influence culture and how the organization is influenced by culture. The importance of different forms of organizational identity and organizational character.Managers, Decisions, and Decision-makingDecision-making as another key aspect of the job of a manager. Decision complexity, uncertainty and the difference between ‘good’ and ‘bad’. Decision making in practice. Decision making rooted in identity and sensemaking.Managing Technology and InnovationBasics of product, service and technological innovation. Innovation as competitive strategy. Innovation in practice through organizational routines and processes. Knowledge management for innovation.Change ManagementChange management frameworks and tools. Challenges and managers' role in change.Managing Power, Conflict, and Politics in OrganizationsConflict, power, and politics can be seen by some as distasteful aspects of organizations but the reality is that a manager without power is unable to take any effective action. Some level of conflict is natural and even desirable in organizations and political activity can be legitimate and even necessary for an effective manager. Power and politics also come into play in group settings. Managers need to balance power conflicts and personal agendas.Entrepreneurship and SMEsManagers do not function only in large multinational organizations. How managers' role changes and looks like in SMEs and when they are entrepreneurs is important to understand. | |||||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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