Module Details

Module Code: MGMT9029
Title: Leading, Managing,Developing
Long Title: Leading, Managing,Developing
NFQ Level: Expert
Valid From: Semester 1 - 2016/17 ( September 2016 )
Duration: 1 Semester
Credits: 5
Field of Study: 3450 - Business & Management
Module Delivered in: 2 programme(s)
Module Description: This module aims to provide learners with the underlying knowledge and understanding concerning
people management. The module achieves this by familiarising learners with major contemporary research evidence on employment and effective approaches to Human Resource Management (HRM) and Human Resource Development (HRD) practice. The module also introduces the major aims of HRM and HRD and explores how these are achieved in practice in different types of organisational scenario.
 
Learning Outcomes
On successful completion of this module the learner will be able to:
# Learning Outcome Description
LO1 Critically evaluate major contemporary research and debates in the fields of human resource management (HRM) and human resource development (HRD).
LO2 Evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations.
LO3 Debate the characteristics of effective leadership and the methods used to develop leaders in organisations.
LO4 Contribute to the promotion of flexible working and effective change management in organisations.
LO5 Critically discuss the aims and objectives of the HRM and HRD function in organisations and how these are met in practice.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is strongly recommended before enrolment in this module. You may enrol in this module if you have not acquired the recommended learning but you will have considerable difficulty in passing (i.e. achieving the learning outcomes of) the module. While the prior learning is expressed as named MTU module(s) it also allows for learning (in another module or modules) which is equivalent to the learning specified in the named module(s).
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module. You may not earn additional credit for the same learning and therefore you may not enrol in this module if you have successfully completed any modules in the incompatible list.
No incompatible modules listed
Co-requisite Modules
11708 MGMT9027 Employee Engagement
Requirements

This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed. You may not enrol on this module if you have not acquired the learning specified in this section.
No requirements listed
 
Indicative Content
Aims and objectives of the HRM and HRD functions
Organisation and job design. Attracting and retaining people. Motivating and managing performance. Efficient administration of the employment relationship. Managing employee relations. Training and developing people. Rewarding people.
Motivation, Commitment & Engagement at work
Understand, explain and evaluate major theories relating to motivation, commitment and engagement at work and how these are put into practice by organisations. Major motivation theories and their critics. The significance of effective leadership, reward, performance management and career development opportunities.
Effective leadership in organisations
Types of leadership and management styles and their impact. Characteristics of successful and unsuccessful leaders. Developing effective leaders in organisations.
Promotion of flexible working and effective change management in organisations
Understand and contribute to the promotion of flexible working and effective change management in organisations. The growing significance of flexibility. Different types of flexibility. The contribution made by HRM and HRD specialists to the promotion of flexible working. Effective approaches to change management and major theories in the field. The central role played by people management practices in the effective management of change.
HRM and HRD in different types of organisation
Major contemporary developments in HRM and HRD practice in larger private sector companies,small and medium sized enterprises, public sector organisations, voluntary sector organisations and international corporations.
Ethical issues in HRM and HRD practice.
Major debates about professionalism and ethics in organisations. Common ethical dilemmas faced by managers and ways of resolving these. Equity and fair-dealing. Managing within the expectations of the law.
Module Content & Assessment
Assessment Breakdown%
Coursework100.00%

Assessments

Coursework
Assessment Type Other % of Total Mark 50
Timing Week 7 Learning Outcomes 1,2,3
Assessment Description
Critical evaluation of HRM, HRD and Leadership theory using Harvard School of Business Case Study
Assessment Type Project % of Total Mark 50
Timing Week 12 Learning Outcomes 3,4,5
Assessment Description
Cross Modular project with Employee Engagement.
No End of Module Formal Examination
Reassessment Requirement
Coursework Only
This module is reassessed solely on the basis of re-submitted coursework. There is no repeat written examination.

The University reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 3.00 3
Lecturer Supervised Learning (Non-contact) Non Contact No Description Every Week 4.00 4
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact interactive,provocative,discursive Every Week 2.00 2
Independent Learning Non Contact No Description Every Week 5.00 5
Total Hours 7.00
Total Weekly Learner Workload 7.00
Total Weekly Contact Hours 2.00
 
Module Resources
Recommended Book Resources
  • Ray French, Gary Rees,. (2010), Leading, Managing and Developing People, 3. CIPD, London, [ISBN: 9781843982579].
  • Jim Stewart, Patricia Henrietta Rogers,. (2012), Developing People and Organisations, 1st. all, CIPD, London, p.240, [ISBN: 1843983133].
Supplementary Book Resources
  • John Adai,. (2005), Effective Leadership Development, 1st. all, CIPD, London, p.176, [ISBN: 1843981335].
This module does not have any article/paper resources
Other Resources
  • EBook, Parmenter, David. (2011), Leading-Edge Manager's Guide to Success : Strategies and Better Practices, Hoboken, NJ, USA, Wiley.
  • EBook, Gold, Jeff Thorpe, Richard Mumford, Alan. (2010), Book Cover Gower Handbook of Leadership and Management Development, Farnham, Surrey, GBR, Ashgate Publishing Group.
  • EBook, Kirimi, David Barine, Minja. (2012), Book Cover Transformational Corporate Leadership, Luton, Bedfordshire, GBR, Andrews UK.
 
Module Delivered in
Programme Code Programme Semester Delivery
CR_BHRMN_9 Master of Arts in Human Resource Management 2 Mandatory
CR_BHRMG_9 Postgraduate Diploma in Arts in Human Resource Management 2 Mandatory