MANAGEMENT COURSE OUTLINE

SESSIONS 1&2: Introduction to the Course, the Problem of Managing People and Organisations in Changing Contexts

What do managers do and what should they do in contemporary changing contexts? The different role managers perform and the problems of managing people and organisational change.  Managerial and leadership competences.  Exercising wisdom

Reading

Martin Chap1& 2

Cases

See Chapters 1 & 2

 

SESSION 3  Managing the Relationships between Individuals and Organizations

The nature of psychological contracts: what employees expect, value and what do/should employers deliver.  What connects people to organisations?: identification, internalization, psychological ownership and commitment.  Employee engagement as a new approach.  Managing reputations and brands.

Reading

Martin Chapter 3

Cases

See Chapter 3.

 

SESSION 4  Managing in an Organizational Context

An exploration of some of the key issues in organizational design and the problems created by organizational structures.  Modern forms of organization – networked and virtual organizations.  Designing organizations: key principles

Reading

Martin Chap 4

Cases

Cases from Chapter 4: Innovative Electronics

 

SESSION 5  Managing in an International  Context

An exploration of some of the international dimensions of HRM, including the role of foreign direct investment, globalisation and global companies. We will also look at the importance of cultural differences and institutional differences in managing people

Reading

Martin Chap 5

Cases

Cases from Chapter 5, including Walmart, Management Education, McDonald's

 

SESSION 6 – The Corporate Context

 

Understanding the role of the emerging corporate agenda on management: corporate reputations, corporate branding, corporate governance and corporate social responsibility.  Managing reputations and corporate brands through people

 

Readings:

Chapters 6

  

Case(s):

America's image abroad

Agilent technologies

 

 

SESSION 7 – Knowledge Management, Human Resource Development and Management Development

Human capital and intellectual capital: the role of HRD in developing modern organizations.  The importance of management development to the process of strategic change.  Different approaches to learning and the impact of education on creating organizational learning and learning organizations.

 

Readings:

   Martin, Chapter 7 on the Knowledge Context

Reading by Seely Brown and Duguid

 

Case(s):

Standard Life

Universities as Knowledge Enterprises

 

 

SESSION 8 – Technology and Managing People

 

The role of technology in managing people and the role of technology in shaping the HR Function

Readings:

   Martin, Chapter 8 on Technological Context and Managing People

Case:

Macromed

Lean Production

Future of Work

 

 

SESSION  9 – Managing Organizational Change

 

Understanding the barriers to organizational change.  Applying change models to the analysis of change.  Understanding and managing in organizational cultures

 

Readings:

   Martin, Chapter 9

           

Case(s):

AT&T and NCR

Living with a Purist