Short Title:Management Practice
Full Title:Management Practice
Language of Instruction:English
Module Code:MPRA H4001
 
Credits: 5
Field of Study:Management and administration
Module Delivered in no programmes
Reviewed By:Raymond Keaney
Module Author:ERIC WHITSELL
Module Description:The aim of the module is to provide experience and practice in management competencies for learner’s preparing for entry into a graduate management training programme and/or a new manager position. The module utilises various authors' insights, reflective exercises and a variety of skills applications to explore the main challenges for management in the 21st Century.
Learning Outcomes
On successful completion of this module the learner will be able to:
LO1 Explain management practice from a variety of perspectives.
LO2 Analyse how the constructed process of management occurs.
LO3 Examine the nature of manager and leadership-led relationships.
LO4 Apply the knowledge from learning outcome no.3 to management/leadership practice presented in case studies.
LO5 Justify how the ethical perspective should shapes individual manager decisions making.
LO6 Evidence the demonstration of a coaching model and its techniques.
LO7 Document evidence of carrying out a mentoring activity that involves foundation level mentoring techniques.
LO8 Research graduate vacancies, prepare effective CV, covering letter and application form; demonstrate awareness of assessment centre activities and the ability to be interviewed at and competent standard of performance.
 

Module Content & Assessment

Course Work
Assessment Type Assessment Description Outcome addressed % of total Assessment Date
Written Report Individual short report and presentation on new thinking from key writer on management. 2,3 20.00 Week 3
Project Small group project undertaking a role profile of a notable manager from business, politics, sport or religious. Research on the notable manager should be drawn from direct first-hand experien as well as media and other publications. The assessment will require the preparation of a poster outlining the demands, constraints and opportunities of the role. 1,2,3,4 35.00 Week 6
Practical/Skills Evaluation Individual preparation of mentoring and coaching skills evaluation and application plan arising from case study and in class role-play exercise. 6,7 35.00 Week 10
Practical/Skills Evaluation Group selection interview simulation exercise with each student providing documentary evidence of their unique value proposition. 8 10.00 Week 11
No End of Module Formal Examination

TU Dublin – Tallaght Campus reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Lecturer provides overview of topic area, appreciation of the theory and key models, reference to the latest research and practice. 1.00 Every Week 1.00
Lecturer Supervised Learning Critical analysis, discussion and reflection of case studies and current best practice. 2.00 Every Week 2.00
Independent Learning Completion of prescribed reading, skills reflection/application exercises and required preparation for class. 6.00 Every Week 6.00
Total Weekly Learner Workload 9.00
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Workload Description Hours Frequency Average Weekly Learner Workload
Lecture Lecturer provides overview of topic area, appreciation of the theory and key models, reference to the latest research and practice. 1.00 Every Week 1.00
Lecturer Supervised Learning Critical analysis, discussion and reflection of case studies and current best practice. 1.00 Every Week 1.00
Independent Learning Completion of prescribed reading, skills reflection/application exercises and required preparation for class. 7.00 Every Week 7.00
Total Weekly Learner Workload 9.00
Total Weekly Contact Hours 2.00
 

Module Resources

Required Book Resources
  • Cunneen, P. 2011, Becoming A Manager, Oak Tree Press.
  • Daft, M., Building Management Skills: An Action-First Approach, Cengage Learning United Kingdom.
  • Hill, L. 2003, Becoming a Manager: How New Managers Master the Challenge of Leadership,, Harvard Business School Press.
  • Lumley, M., and Wilkinson, J. 2014, Developing Employability for Business, Oxford Publishing United Kingdom.
Recommended Book Resources
  • Belker, L., and Topchik, G. 2005, The First Time Manager, 5th Edition Ed., AMACOM.
  • Bolles, R., 2012, What Colour is your Parachute 2017 ?, Ten Speed Press. New York & London
  • Brockbank, A., and McGill, I. 2006, Facilitating Reflective Learning Through Mentoring & Coaching, Kogan Page.
  • Brown, T., et al. 2002, Business Minds, FT/Prentice Hall.
  • Clutterbuck, D., Everyone Needs a Mentor, 5th Edition Ed., CIPD London.
  • Collins, J. 2001, Good to Great, Random House.
  • Collins, J., and Hansen, M. 2011, Great by Choice, Random House.
  • Collins, J., and Porres, J. 1997, Built to Last, Random House.
  • Covey, S. 2004, The Seven Habits of Highly Effective People, Free Press.
  • Covey, S. 2004, The 8th Habit, Simon & Schuster.
  • Grint, K 1997, Fuzzy Management, Oxford University Press.
  • Drucker, P 2003, On the Proferssion of Management, HBS Press.
  • Gaffney., M. 2011, Flourishing, Penguin Ireland.
  • Ghoshal, S., and Bartlett, C. 1998, The Individualised Corporation: A Fundamental New Approach to Management, Heinmann London.
  • Goodwin, D. 2005, Team of Rivals: The Political Genius of Abraham Lincoln, Penguin.
  • Hamel, G. 2007, The Futurte of Management, Harvard Business School Press.
  • Hawkins, P., and Smith, N. 2006, Coaching, Mentoring & Organisational Consultancy, McGraw Hill.
  • Megginson, D., and Whitaker, V. 2007, Continuing Professional Development, CIPD.
  • Mintzberg, H. 2004, Managers not MBAs, FT/Prentice Hall.
  • Mintzberg, H. 2009, Managing, FT/Prentice Hall.
  • Likes, J. 2004, The Toyota Way, McGraw Hill.
  • Powell, J., The New Machiavelli: How to Wield Power in the Modern World, Bodly Head London.
  • Quinn, E., et al, Becoming a Master Manager: A Competing Values Approach, 6th Edition Ed., Wiley New York.
  • Ridderstrale, J., & Nordstrom, K. 2004, Karaoke Capitalism, FT Prentice Hall.
  • Ridderstrale, J., & Nordstrom, K. 2008, Funky Business, FT Prentice Hall.
  • Stone, N., [Editor] 2003, Peter Drucker on the Profession of Management, HBS Press.
  • Stettner, M. 2009, The New Manager's Tool Kit; 21 Things you need to know to Hit the Ground Running, AMACOM.
  • Tolley, H., and Wood, R., How to Succeed at an Assessment Centre, 3rd Edition Ed., Kogan Page.
  • Tichy, N., and Bennis, W. 2007, Judgment: How Winning Leaders Make Great Calls, Portfolio.
  • Tichy, N. 2004, The Cycle of Leadership, Harper Business.
  • Tichy, N. 2007, The Leadership Engine, Harper Business.
  • Watson, G., and Reissner, S.,[Editors], Developing Skills for Business Leadership, 2nd Edition Ed., CIPD London.
  • Whetton, D., & Cameron, K. 2016, Developing Management Skills, 9th. Edition Ed., Pearson London.
 
Required Article/Paper Resources
  • Tengblad, S. 2006, 'Is there a "New Managerial Work" ?A comparison with Henry Mintzberg's classicsal study 30 years later', Journal of Management Studies, 37(7), 1437-62.
  • Pfeffer, J., and Sutton, R. 2011, Why managing by facts works, Strategy and Business, 42, 147
  • Kerr, S., and Laundauer, S. 2004, Using stretch goals to promote organisational effectivness and personal growth: General Electric and Goldman Sachs, Academy of Management Executive, 18 (4), 134
  • Cross, R., and Thomas, R.J. How top talent uses networks and where rising stars get trapped, Organisational Dynamics, 37(2), 165
  • Carson, M. 2006, Say it like it isn't: the pros and cons of 360 degree feedback, Business Horizons, 395
This module does not have any other resources