Registry
Module Specifications
Archived Version 2021 - 2022
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Description One view of what managers do is that they plan, organize, motivate, control, and coordinate. Yes, good managers do that, but they do a lot more as well. So, what else – what is it that managers do, and how do they do that? This year-long module will introduce students to the main concepts and ideas in organisations and management and to the activities of managers with a focus on the practice of management. Classes on concepts about organisations and management will be interspersed with talks by 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 organisations and help you to start developing an approach and a ‘toolkit’ to help answer a key question … what should a manager know and be able to do? We will come back to these questions again and again in the module using learning from the history and development of the ideas about management and managing together with how that learning relates to the real-world experience of actual managers. During the classes we will link to your learning in other current and upcoming modules over the years of your programme of study. | |||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Explain the major topics and activities that engage managers in organisations. These include organisation design & structure; organisation culture; decision-making, managing change, the relationship between management and leadership, etc. 2. Identify the key activities, processes, and roles that are included in or typify the practice of management 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 module ... to managers, and to the practice of managementThe main topics that we will cover in the module are introduced briefly below. Each week students will have some readings and questions to prepare for the class. In addition to the classes a number of invited speakers who are 'real' managers will give seminars on how they 'manage' in their organisations. This is a year-long module so that there will be lots of time to read about and consider the concepts, all while students develop their learning.How we learned the concepts and practices of managingWhat have we learned over time about managers and managingThe Design and Structure of Organisations - what a Manager should know• What is the difference between organization design and organization structure, and how does that difference matter? • How do the design and structure relate to the purpose of the organization and enable (or not) coordination, cooperation, communication, and control in organisations?What Managers do - make Strategy and make Plans• Planning and the production of plans is a key function of management, but the impact of managers is based on the outcome of those plans. • What tools and processes do managers use for effective planning, strategy making, and monitoring for effectiveness?Organisation Culture is critical to organisations• … but what is organization culture, and in what ways is it important in organisations? • How is organization culture related to ethical values in the organization? • What does a manager need to understand about the impact of culture in organisations?Managers, Decisions, and Decision-making• Decision-making is another key aspect of the job of a manager, but the decision complexity can vary widely, and ‘good’ decisions can have ‘bad’ outcomes and vice versa. What is the relationship between a decision and the outcome of that decision, and the process used to arrive at the decision? • How do managers make decisions in practice?Managing Technologies for Organisational Value• What is ‘technology’ and why should it be ‘managed’? • What can managers do to extract Value or Benefit from technologies?Managing Change• Change is another natural part of organization life, but change can be difficult to manage • What tools and practices do managers use to manage change effectively?Managing Power, Conflict, and Politics in Organisations• Conflict, power, and politics can be seen by some as distasteful aspects of organisations – 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 an organization; and political activity can be legitimate and even necessary for an effective manager. • So how do power, conflict, and political activity arise and interact and how can a manager use them to benefit the organization?Being a Manager - Synthesis• So … what is a manager, and what does a manager do? • Managing and (or?) Leading – is there a distinction? Are they separate functions, or are they complementary? • Review … the relationship of this module to other modules in your programme • Management / managing … current developments | |||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources None | |||||||||||||||||||||||||||||||||||||
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