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Module Specifications

Archived Version 2009 - 2010

Module Title	Managing Organisational Learning & Knowledge
Module Code	HR558
School	DCUBS
Online Module Resources
Module Co-ordinator	Dr Margaret Heffernan	Office Number	Q138
Level	5	Credit Rating	5
Pre-requisite	None
Co-requisite	None

Module Aims

The aim of this module is to explore the multifaceted nature of learning with organisations.The module will enable you to:

Gain insights into your own learning and development as a manager and professional;
Enhance your understanding of learning as experienced at individual, group and organisational levels;
Consider the relationship between learning, training and development;
Explore the nature of knowledge and its management with organization;
Consider the notion of the learning company and the implications of this concept for organizational development and change with organizations.
Understand the difference between mentoring and coaching, and be able to organise mentoring coaching initiatives in learning and development.
Identify the myriad of routes an organisation may take in the endevour of transferring the knowledge necessary for competitive advantage.

This module will give students the knowledge and behaviours necessary to identify development opportunitites and challenges in a myriad of organisational settings. They will also be able to anticipate the variety of needs and resources of the employees they will engage with. The stakeholders to the learning organisation will become familiar to all students as they scrutnise the roles of HR, the line, State and the individual.

Learning Outcomes

At the end of the module, the student will have:

Investigated the nature of learning at individual, group and organizational levels;
Started the process of reflective learning;
Explored the relationship between learning, training and empoyee development.;
Considered the relationship between learning and knowledge and ways in which knowledge might be managed within organizations;
Learned to recognise and exploit opportunitites for the tranfer of knowledge;
Considered the concept of the learning company and the ways in which this might be utilized withing organiization;
Explored some approaches to problem-sloving and creativity.

Indicative Time Allowances
	Hours
Lectures	24
Tutorials
Laboratories
Seminars
Independent Learning Time	51

Total	75
Placements
Assignments

NOTE

Assume that a 5 credit module load represents approximately 75 hours' work, which includes all teaching, in-course assignments, laboratory work or other specialised training and an estimated private learning time associated with the module.

Indicative Syllabus

The nature of learning at individual, group and organizational levels
Learning through creative problem solving
Learning, training and development
HR''''''''''''''''''''''''''''''''s role in managing knowledge within organizations
The learning company concept: how and why organizations learn;

Assessment
Continuous Assessment	100%	Examination Weight	0%

Indicative Reading List

Essential

Pedler, M. and Aspinall, K. 1998. A Concise Guide to the Learning Organisation. London: Lemon & Crane.

Pedler, M., Burgoyne,J., and Boydell, M.2001. A Manager's Gudie to Self-Development. McGraw Hill, 4th Edition.

Supplementary

Evans, C. 2003. Managing for Knowledge. HR's Strategic Role. London: Butterworth Heinemann.

McKenzie, J. and van Winklen, C. 2004. Understanding the Knowledgeable Organization.

London: Thomson.

Reid, M., Barrington, H. and Brown, M. 2004. Human Resource Development: Beyond Training Inverventions. London:CIPD.

Journal articles e.g Human Resource Management Journal, Inernational Journal of HRM, Human Resource Management, British Journal of Industrial Relations, Management Learning.

Programme or List of Programmes

GDHRM

Grad Dip in Human Resource Management

MHRM

Masters in Human Resource Management

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