Type of module:

Summary module description:

The module covers key issues of how people are managed in order to drive organisational performance. It considers the external and internal contextual factors that impact on managing people, the contribution of the approach to people management at a strategic level in setting and achieving organisational objectives. It addresses the respective roles of the HR function and line management in the processes of resourcing, performance management, reward and development as well as the theories and concepts that underpin the performance of the individual at work.


Aims:

The Managing People module is designed for practicing and potential managers to enable them to:




  • develop an appreciation of the roles of the HR function and line managers in managing people;

    consider the impact of context on managing people, particularly in national, international and multinational contexts; public and private sectors; large, medium and small enterprises;

  • develop awareness of the issues and practices that support and hinder the management and development of people in organisations;

  • develop an understanding that no ‘best way’ exists in the management of people and encourage the learner to identify dilemmas and practices in the workplace.


Assessable learning outcomes:

Intended learning outcomes:



By the end of the module it is expected that programme members should be able to:




  • Gain knowledge and understanding of context and culture under which organizations operate;

  • Critically evaluate the role and contribution of the HR function (from both line manager and employee perspective) to organisational performance and effectiveness;

    Describe, analyse and evaluate ta lent management processes from recruitment and selection to development using appropriate theories, models and frameworks;

    Identify opportunities for coaching, training and development needs using appropriate models and frameworks;

  • Examine and understand reward and recognition at an individual and organisational level using latest scientific research evidence;

  • Critically evaluate the role of performance management i.e. planning, managing and reviewing performance at both an individual and organisational level and its impact on talent management;

  • Understand human behaviour, motivation and engagement in order to understand and manage one’s own motivation   and that of team members;

  • Learn traits for success as a people manager.



 



Assessable learning outcomes:



Depending on the mode of study there are a va riety of activities to encourage programme members to:




  • Work collaboratively to clarify tasks, solve problems, build and share learning;

  • Plan and implement learning and assignment tasks in an autonomous manner;

  • Demonstrate personal effectiveness though self-management and their own capacity to organise priorities efficiently;

  • Gain increased self-awareness through personal reflection and insight from concepts and theo ries (either from this or the related Personal Development module) and demonstrate reflection upon their own and others functioning;

  • Demonstrate effective two-way communication: listening, negotiating, presentation skills, interacting with others and in writing by producing output in the form of presentations, business reports and more academic outputs;

  • Use models/frameworks and conduct initial basis research of both literature and primary data, with the minimum o f guidance;

  • Scan and organise the wealth of presented data, abstracting meaning in order to gain and share knowledge;

  • Understand own learning and begin to reflect upon and track its progress.



 


Additional outcomes:

Outline content:

The key topics covered in all modes of study which are important to managing people within contemporary organisations include:




  • context and culture

  • understanding human behaviour, motivation and engagement in order to understand and manage one’s own motivation and that of team members

  • the role and contribution of the HR function (as it applies to a line manager audience)

  • traits for success as a people manager

  • performance management – planning, managing and reviewing performance at both an individual and organisational level

  • talent management from recruitment and selection to development

  • coaching, training and development

  • reward and recognition at an individual and organisational level.



The module is structured around these topics. The module core addresses the fundamental topics within the subject area.


Global context:

The module is taught keeping in mind the international i.e. cross-cultural context with respect to managing people situations.


Brief description of teaching and learning methods:

The module uses a blended-learning approach, incorporating self-study, face-to-face workshops, group work and tutor support. Key module content will be delivered in workshops, which comprise a mixture of content delivery, class discussion, and practical application exercises.



 




























































































Contact Hours:

 

 



EMBA Global



Lectures



 14



Seminars



 



Tutorials



 



Project supervision



 



Demonstration



 



Practical classes



 14



Supervised time in studio/workshop



 



Fieldwork



 



E xternal visits



 



Work-based learning (relating to module)



(For Flexi-Levy students this equates to the ‘Off the Job’ learning allowance, and includes some wider reading and advance preparation for classes)


 

 



Independent Study Hours (Guide):



 



Wider reading (independent)



 20



Wider reading (directed)



 28



Exam revision / preparation (if appropriate)



 



Peer assisted learning



 3



Advance preparation for classes



 16



Other (specify)



 



Preparation for tutorials



 



Preparation for presentations



 15< /p>


Preparation for seminars



 



















































Preparation for performance



 



Preparation of practical report



 



Completion of formative assessment tasks



 



Revision and preparation for in-class or end of module examination



 



Group study tasks



 



Carry-out research project



 



Dissertation writing



 



Essay preparat ion - may include conducting research, analysing data, editing the finished product



 35



Reflection - for example lecture consolidation or engaging with feedback



 5



Total hours by term



 N/A



Module total hours



(Contact Hours + Independent Study Hours)



150




 


Contact hours:
  Autumn Spring Summer
       
Total hours by term
       
Total hours for module

Summative Assessment Methods:
Method Percentage
Written assignment including essay 70
Oral assessment and presentation 30

Summative assessment- Examinations:

Summative assessment- Coursework and in-class tests:

Individual assessment is based on a 3, 500 word written assignment (70%). Submission dates are according to the programme schedule. The other 30% of assessment for Exec MBA is in-class group presentations. 


Formative assessment methods:

Workshop activities are undertaken to support formative assessment of the learning such as syndicate group work and practical exercises.  These activities are not assessed for the purposes of the final module mark.


Penalties for late submission:

University standard penalties for late submission


Assessment requirements for a pass:

50% 


Reassessment arrangements:

Reassessment via submission of individual report (capped at 50%); to be submitted within 6 weeks of notification of module failure, date dependent on cohort entry and to be advised by the Programme Administrator. If the individual assignment is already a Pass, any group members who have failed the module due to a failed group presentation must resubmit an improved version of the group PowerPoint presentation.


Additional Costs (specified where applicable):

Last updated: 4 April 2020

THE INFORMATION CONTAINED IN THIS MODULE DESCRIPTION DOES NOT FORM ANY PART OF A STUDENT'S CONTRACT.

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