Académique Documents
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College of Technology
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CONTENTS
TERM 1:
Core Modules (60 Credits)
TERM 2:
Core Modules (20 Credits) + Pathway Modules (40 Credits)
Core Modules
Mba1810-L Tools of Strategic Planning
Mba1910-L Workplace Psychology
Understanding Leadership
Developing Leadership
Leading and Managing Events
Leadership Project
TERM 3:
Mba1660-L Dissertation (60 Credits)
DEFINITIONS:
Part I: Terms 1 & 2 having all the 12 taught modules
Part II: Dissertation stage
1. PROGRESSION
a) Progression from Term 1 to Term 2
To progress from Part I (Taught modules stage) to Part II (Dissertation stage) a student is
required to achieve all the 120 credits (pass in all the 12 modules) of terms 1 & 2. Any
student falling short of this needs to resit and pass those failed modules for a maximum of
40% marks before progressing to the dissertation stage.
2. FAILURE
a) Absence/ Non-submission
Students who are absent from the whole or part of a written examination or who fail to submit
set coursework by the required date(s) will be deemed to have failed in the module(s) in
question.
b) Mark achievement
Students whose overall marks in a module falls short of 40% have failed in the module in
question.
Candidates who fail in a module shall be allowed to resit the assessments of the module in
question on the subsequent occasion. At the discretion of the Exam Board students may be
allowed for a second re-sit attempt. Please note that the maximum number of resit
attempts a student may be allowed take in a module is TWO only. Failure to pass the
module within these attempts may lead to withdrawal from the programme.
d) Dissertation
If a Dissertation is failed by the examiners the candidate may re-present it ONCE only. A fee
shall be payable for the examination of such a re-presented dissertation.
Note: Candidates who are re-examined in a module (taught module or dissertation) shall be eligible for
the bare pass mark of 40% only.
This implies that if the work misses the deadline IT WILL NOT BE MARKED
On review if the student’s attendance is below the minimum requirement of 85% the following disciplinary
process will be applied:
A. Counselling
At the end of the first two weeks, students falling below the minimum requirement of 85% attendance
will be counselled by the coordinator.
Counselling will be on a one-to-one basis and will aim at understanding the reasons behind their
absence and render help if possible and required.
Discussion during the counselling will be recorded and it would be signed and dated by the student as
well as the coordinator. This document will remain in the student’s file throughout the remainder of the
course for all further referrals.
The objective of counselling is to ensure that the student is not having problems with studies, settling
in the UK or any other difficulties hindering their studies. It is not a disciplinary process.
If you cannot attend a counselling meeting, please inform the Course Coordinator by email. Failure to
inform the College may result in your status being set to “EXCLUSION”.
B. Written Warning
Students, who have been counselled will be monitored for attendance on a regular basis; students
whose attendance falls below 85% at any point in time after counselling, will be served a Written
Warning either in person or through recorded post.
C. Exclusion
Even after receiving the written warning, students who fail to improve their attendance will be
recommended for exclusion. Coordinators will send the Recommendation for Exclusion Letter to
the student giving them the option to appeal in writing within 5 working days from the date of this letter.
The request for appeal will be considered ONLY if authentic evidence of any mitigating circumstances
(which were not submitted earlier either during counselling or after the written warning) is submitted
along with the appeal. If the appeal is referred to the ‘Appeals Committee’, the committee will meet
and discuss the appeal. The date and time of the meeting will be informed to the student with the
option to attend the meeting. The outcome will be informed to the student within 5 working days of the
meeting.
If the appeal is unsuccessful the student will be excluded from the College.
Exclusion from the college will affect the student’s right to complete the course and in the case of
overseas students on a student visa, the right to remain in the United Kingdom.
Collect together relevant information from various sources – take notes in your own words, jot down
short quotations that you might use verbatim, make an accurate record of the source of all items of
information with precise bibliographic references
Plan what you want to say to answer the assignment brief – you might use mind-mapping to connect
information/concepts/ examples/theory together. Develop a structure/framework (perhaps headings
and subheadings if a report)
Start writing – if you have a planned structure you can start writing anywhere and then gradually fill
out the different sections, although some people like to write from the beginning to the end.
As you write – make sure all information, ideas, concepts, theories etc. are correctly referenced
Make sure your writing engaged with the hierarchy of process –
1. Knowledge
2. Manipulation
3. Application
4. Analysis
5. Synthesis
6. Evaluation
Purely describing situations and theories is only reaching level one. You must show by using critical
writing and logical thinking they you have higher level skills. The higher the level of study the higher
up this sequence your approach should sit.
Correct and re-correct your writing. Read through from the beginning several times, check back that
it answers the question in a logical and critical way. Check for spelling and grammar. Check for
appropriateness and consistency of style and presentation.
Check that all information is referenced both in the text, and in a bibliography. Check that this
formatting of this referencing is appropriate and consistent (Harvard system)
Check that you have answered the assignment brief, and addressed each of the marking criteria.
Check your writing against the published criteria for different grade bands (see programme
handbook)
Mistakes to avoid:
Using too many quotations. Quotations should only be used occasionally – when the way in which
the original author has said something is crucial to what you want to say; in all other situations
quotations are not necessary. If you want to include case study details and/or bibliographic details
College of Technology London Page 5
these can be copied from a good source, or sources, and should be included as appendices with the
source clearly indicated.
Writing a description only. Your assignment must demonstrate that you can analyze and synthesise
information together.
Not answering the question/brief set. Read the question carefully – what does it want? Do not
provide too much background breadth or contextual material; this is important but the focus must be
on answering the question.
Not writing sufficient yourself. If the word limit is 2500 words most of these should be written by you
in your own words (not as quotations etc.) If the word limit is 2500, your work should be close to
this, + - 10% is acceptable. Paraphrasing (with appropriate referencing) is useful to summarise
another person’s point of view, but should be limited. Most of what you write in an assignment
should be your own words, critique and discussion.
DO NOT:
Re-use text that you have previously submitted for another assignment. Each assignment is a new
piece of work and must be an entirely new piece of writing.
Copy text/paragraphs from a proposal (for project or dissertation) into the final project report or
dissertation.
When re-sitting an assignment you should NOT re-use and upgrade a previously submitted piece of
work. You should write a new assignment. There will normally be a new assignment brief. In modules
where a generic assignment is used you should produce a new piece of work – this will mean using new
case studies/ developing a new example etc. If you are allowed to revise a previous submission you will
be clearly told this, and so should assume this is not the case (unless told).
Unfair practice detected first time will be recorded as first offence and any subsequent work
submitted and suspected of unfair practice will be automatically referred for an investigation and
could lead to the termination of your studies.
August /
1 MBA1810-L Tools for Strategic Management 100% September 2 hrs
2010
August /
2 MBA1910-L Workplace Psychology 100% September 2 hrs
2010
23-Aug-
3 MBA1310-L International Human Resource Management 100% OTS
10
25-Aug-
4 MBA1410-L Quality Systems 100% OTS
10
23-Aug-
5 MBA1210-L Managing Diversity 100% OTS
10
Proposal
25-Aug-
6 MBA1010-L HRM Project 1st July HSS 100% OTS
10
2010
Refer to the Student Portal (http://resources.ctlondon.ac.uk) for more Submission Type Instructions
NOTE: THERE IS NO LATE SUBMISSION – IF YOU MISS SUBMISSION DEADLINE YOUR ASSESSMENT WILL NOT BE MARKED
TERM 2
A. MODULE SUMMARY
Module Code and Title: Tools of Strategic Planning
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: By the end of the sessions students should be able to:
• Describe how corporate strategies are determined
• Demonstrate how the internal and external organisational
environment is analysed
• Recognise the influence of culture, values and power within
the organisation
• Apply strategic tools, including SWOT, PESTE, Value
Chain, Boston Box, Cultural, Porter’s Five Forces and
Stakeholder analyses;
• Differentiate between and determine appropriate strategic
choices
• Consider the consequences of strategy implementation
B. MODULE DESCRIPTION
Effective strategic development and management is dependent on comprehensive and current
information and data regarding an organisation’s internal competencies and its external operating
environment.
This module provides students with an understanding of the principals of strategic management and
introduces a variety of analytical tools of environmental analysis. Students explore the use of models,
such as the Value Chain, Portfolio Analysis, Stakeholder Analysis, Porter’s Five Forces, etc.
Students will also explore the pros and cons of strategic choices and consider the impact of and
consequences of strategy implementation.
Teaching sessions will be interactive and will involve students in practical exercises, case study analysis
and discussions. This will facilitate the development of analytical, evaluation, communication, team and
leadership skills through self-directed discovery and peer assisted learning.
Assessment will be formative through questioning and task setting during learning sessions and via one
examination.
C. LECTURE SCHEDULE
D. REFERENCES
Other Reading
1. Abell, D. (1978) “Strategic windows”, Journal of Marketing, Vol 42, pg 21–28, July 1978.
2. Abell, D. (1993) Managing with dual strategies, The Free Press (Macmillan Inc.), New York,
1993,
3. Ansoff, I. (1957) Strategies for diversification, Harvard Business Review, Boston, 1957
4. Ansoff, I. (1965) Corporate Strategy McGraw Hill, New York, 1965
5. Ansoff, I. Declerck, R. and Hayes, R. (1976) From Strategic Planning to Strategic
Management, John Wiley, New York, 1976
6. Axelrod, R. and Cohen, M. (1999) Harnessing Complexity : Organizational implications of a
scientific frontier The Free Press, New York, 1999
7. Barnard, C. (1938) The function of the executive, Harvard University Press, Cambridge Mass,
1938.
8. Barney, J. (1991) “Firm Resources and Sustainable Competitive Advantage”, Journal of
Management, vol 17, no 1, 1991.
9. Barton, D.L. (1995) Wellsprings of Knowledge, Harvard Business school Press, Boston, 1995.
10. Berry, L. (1995) On Great Service, Free Press, New York, 1995.
11. Buzzell, R. and Gale, B. (1987) The PIMS Principles: Linking Strategy to Performance, Free
Press, New York, 1987.
12. Castells, M. (1996) The Rise of the Networked Society :The information age, Blackwell
Publishers, Cambridge Mass, 1996.
13. Camp, R. (1989) Benchmarking: The search for industry best practices that lead to superior
performance, American Society for Quality Control, Quality Press, Milwaukee, Wis., 1989.
14. Chaffee, E. (1985) “Three models of strategy”, Academy of Management Review, vol 10, no. 1,
1985.
15. Chandler, A. (1962) Strategy and structure: Chapters in the history of industrial enterprise,
Doubleday, New York
16. Christensen, C. (1997) "The Innovator's Dilemma", Harvard Business School Press, Boston,
1997
17. Collins, J. and Porras, J. (1994) Built to Last, Harper Books, New York, 1994.
18. Collins, J. and Porras, J. (1996) “Building Your Company's Vision”, Harvard Business Review,
September/October 1996.
19. Crosby, P. (1979) Quality is Free, McGraw Hill, New York, 1979.
20. David, Fred (2006), Strategic Management: Concepts and Cases, Prentice Hall, 2006,
21. Davidow, W. and Uttal, B. (1989) Total Customer Service, Harper Perenial Books, New York,
1990.
22. Deming, W.E. (1982) Quality, Productivity, and Competitive Position, MIT Center for Advanced
Engineering, Cambridge Mass., 1982.
23. Dixon, P. (2003) Futurewise - Six Faces of Global Change, Profile Books, London, 2003
24. Drucker, P. (1954) The Practice of Management, Harper and Row, New York, 1954
25. Drucker, P. (1968) The Age of Discontinuity, Heinemann, London, 1969 (also Harper and Row,
New York, 1968).
26. Drucker, P. (1973) Management, Harper and Row, New York, 1983-paperback
63. McKenna, R. (1997) Real time: Preparing for the age of the Never Satisfied Customer, Harvard
Business School Press, Boston, 1997.
64. Mc Namee, P.(2004) The Strategy Compass: Timeless Strategic Direction for all Businesses,
www.lulu.com.
65. Mintzberg, H. (1973), The Nature of Managerial Work, Harper and Roe, New York, 1973.
66. Mintzberg, H. (1987), “Crafting Strategy”, Harvard Business Review, July/August 1987.
67. Mintzberg, H. and Quinn, J.B. (1988) The Strategy Process, Prentice-Hall, Harlow, 1988.
68. Mintzberg, H. (1994), “The Fall and Rise of Strategic Planning”, Harvard Business Review,
Jan/Feb 1994.
69. Mintzberg, H. Ahlstrand, B. and Lampel, J. (1998), Strategy Safari : A Guided Tour Through
the Wilds of Strategic Management, The Free Press, New York, 1998.
70. Moncrieff, J. (1999). “Is strategy making a difference?” Long Range Planning Review, vol 32,
no2, pp273–276.
71. Moore, G. (1991), Crossing the Chasm, Harper Collins, New York, 2nd ed 1999.
72. Moore, J. (1993), “Predators and Prey”, Harvard Business Review, Vol. 71, May–June, pp 75–
86, 1993.
73. Naisbitt, J. (1982) Megatrends, Warner Books, New York, 1982 I
74. Ohmae, K. (1982) The Mind of the Strategist McGraw Hill, New York, 1982.
75. Parasuraman, A. Zeithaml, V. and Berry, L. (1988) “SERVQUAL: A multiple-item scale for
measuring consumer perceptions of service quality”, Journal of Retailing, Spring 1988, pp 12–
40.
76. Pascale, R. and Athos, A. (1981) The Art of Japanese Management, Penguin, London, 1981,
77. Pascale, R. (1990) Managing on the Edge, Simon and Schuster, New York, 1990.
78. Peters, T. and Waterman, R. (1982) In Search of Excellence, Harper Colllins, New york, 1982.
79. Peters, T. and Austin, N. (1985) A Passion for Excellence, Random House, New York, 1985
(also Warner Books, New York, 1985
80. Pine, J. and Gilmore, J. (1997) “The Four Faces of Mass Customization”, Harvard Business
Review, Vol 75, No 1, Jan–Feb 1997.
81. Pine, J. and Gilmore, J. (1998) “Welcome to the Experience Economy”, Harvard Business
Review, July–August 1998.
82. Pine, J. and Gilmore, J. (1999) The Experience Economy, Harvard Business School Press,
Boston, 1999.
83. Porter, M. (1979) “How competitive forces shape strategy”, Harvard business Review,
March/April 1979.
84. Porter, M. (1980) Competitive Strategy, Free Press, New York, 1980.
85. Porter, M. (1987) “From Competitive Advantage to Corporate Strategy”, Harvard Business
Review, May/June 1987, pp 43–59.
86. Porter, M. (1996) “What is Strategy”, Harvard Business Review, Nov/Dec 1996.
87. Porter, M. (2001) “Strategy and the Internet”, Harvard Business Review, March 2001.
88. Porter, M. and Millar, V. (1985) “How Information Technology gives you Competitive
Advantage”, Harvard Business Review, July/August 1985
89. Probst, G. Raub, S. and Romhardt K. (1999) Managing Knowledge, Wiley, London, 1999
(Exists also in other languages)
90. Quinn, J.B. (1992) Intelligent Enterprise, The Free Press, New York, 1992.
91. Rehfeld, J.E. (1994) Alchemy of a Leader: Combining Western and Japanese Management
skills to transform your company, John Whily & Sons, New York, 1994,
92. Reichheld, F. and Sasser, E. (1990) “Zero defects: Quality comes to services”, Harvard
Business Review, September/October 1990.
93. Reichheld, F. (1996) The Loyalty Effect, Harvard Business School Press, Boston, 1996.
94. Rifkin, J. (2000) The Age of Access, Putnum Books, New York, 2000
95. Schartz, P. (1991) The Art of the Long View, Doubleday, New York, 1991.
96. Schmitt, B. (2003) Customer Experience Management, The Free Press, New York, 2003.
97. Schmitt, B. and Simonson, A. (1997) In Marketing Aesthetics: The strategic management of
brands, identity, and image The Free Press, New York, 1997.
98. Schumacher, E.F. (1973) Small is Beautiful: a Study of Economics as if People Mattered,
99. Schlesinger, L. and Heskett, J. (1991) Customer Satisfaction is rooted in Employee
Satisfaction, Harvard Business Review, November–December 1991.
100. Schonberger, R. (1982) Japanese Manufacturing Techniques, The Free Press, 1982, New
York.
101. Schuck, G. (1985) “Intelligent Workers: A new predagogy for the high tech workplace”,
Organizational Dynamics, Autumn 1985.
102. Selznick, P. (1957) Leadership in Administration: A Sociological Interpretation, Row, Peterson,
Evanston Il. 1957.
103. Senge, P. (1990) The Fifth Discipline, Doubleday, New York, 1990, (also Century,, London,
1990)
104. Sewell, C. and Brown, P. (1990) Customers for Life, Doubleday Currency, New York, 1990.
105. Shapiro, C. and Varian, H. (1999) Information Rules, Harard Business School Press, Boston,
1999.
106. Slywotzky, A (1996) Value Migration, Harvard Business School Press, Boston, 1996.
107. Slywotzky, A., Morrison, D., Moser, T., Mundt, K., and Quella, J. (1999) Profit Patterns, Time
Business (Random House), New York, 1999,
108. Smith, W. (1966) “Product Differentiation and Market Segmentation as Alternative Marketing
Strategies”, Journal of Marketing, July 1966.
109. Steiner, G. (1979) Strategic Planning: What every manager must know, The Free Press, New
York, 1979.
110. Stewart, T. (1997) Intellectual Capital, Nicholas Brealey, London, 1997, (also DoubleDay, New
York, 1997).
111. Sveiby, K.E. (1997) The New Organizational Wealth : Managing and measuring knowledge-
based assets, Berrett-Koehler Publishers, San Francisco, 1997.
112. Tellis, G. and Golder, P. (2002) Will and Vision: How late comers grow to dominate markets,
McGraw Hill, New York, 2002.
113. Treacy, M. and Wiesema, F. (1993) “Customer intimacy and other Value Disciplines”, Harvard
Business Review Jan/Feb 1993.
114. Tregoe, B. and Zimmerman, J. (1980) Top Management Strategy, Simon and Schuster, 1980,
New York,
115. Tichy, N. (1983) Managing Strategic Change: Technical, political, and cultural dynamics, John
Wiley, New York, 1983.
116. Toffler, A. (1970) Future Shock, Bantom Books, New York, 1970.
117. Toffler, A. (1980) The Third Wave, Bantom Books, New York, 1980.
118. Traverso, D. (2000) Outsmarting Goliath, Bloomberg Press, Princeton, 2000.
119. van der Heyden, K. (1996) Scenarios: The art of strategic conversation, Wiley, New York,
1996.
120. Wack, P. (1985) “Scenarios: Uncharted Waters Ahead”, Harvard Business review, September
October, 1985.
121. Wacker, W. and Taylor, J. (1997) The 500 Year Delta, Capstone Books, Oxford, 1997.
122. Warden, John A. III and Russell, Leland A. Winning In FastTime-Harnessing the competitive
advantage of Prometheus in Business and Life, Venturist Publishing, Montgomery, AL, 2002.
123. Wickens, P.D. (1995) The Ascendant Organization, MacMillan Press, 1995, London,
124. Woo, C. and Cooper, A. (1982) “The surprising case for low market share”, Harvard Business
Review, November–December 1982, pg 106–113.
125. Zaleznik, A. (1977) “Managers and Leaders: Are they different?”, Harvard Business Review,
May–June, 1977.
126. Zaleznik, A. (1989) The Managerial Mystique, Harper and Row, New York, 1989.
127. Zuboff, S. (1988) In the Age of the Smart Machine, Basic Books, New York, 1988
5. WORKPLACE PSYCHOLOGY
TERM 2
A. MODULE SUMMARY
Module Code and Title: Workplace Psychology
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: By the end of the sessions students should be able to:
• Identify and understand the importance of individual and
groups behaviour in respect of personality, barriers to
perception and the formative processes of attitudes, values
and beliefs
• Describe and explain the issues surrounding empowerment
• Define and assess interpersonal processes of
communication
• Present an overview of the current state of knowledge of
memory and learning
• Analyse the main communication factors central to
effectiveness at work
• Discuss the advantages and disadvantages of flexibility and
in the workforce
B. MODULE DESCRIPTION
What our ancestors discovered a long time ago still remains true: ‘groups can achieve much more than
individuals acting alone’. We are, like many other creatures on earth, social animals; we enjoy the
company of others and achieve psychological satisfaction and material gain from organised activity. In
fact, our society is dependant on collective organised activity. However, when individuals are engaged in
collective organised activities, conflict is never far away. Managing organisations is to a large extent
about managing people.
The study of Workplace Psychology draws on many disciplines, such as psychology, social psychology,
sociology, anthropology, economics, etc. This module explores the development of Workplace
Psychology as a discipline and probes the influences on individual and group behaviour. Other areas to
be explored include how we learn and how we develop effective communication skills.
Teaching sessions will be interactive and will involve students in practical exercises, case study analysis,
scenario building and discussions. Students will be encouraged to self and peer analyse. This will
facilitate the development of analytical, evaluation, synthesising, communication, team and leadership
skills through self-directed discovery and peer assisted learning.
Assessment
Assessment will be formative through questioning and task setting during learning sessions and via one
examination.
C. LECTURE SCHEDULE
Week 1 - Introduction to Workplace Psychology
Background to and definition of the discipline
D. REFERENCES
1. Buchanan, D & Huczynski, A (1997) Organisational Behaviour, NY: Prentice Hall, (3rd ed)
2. Greenberg, J. (2005) Managing Behaviour in Organizations, Prentice Hall
3. Robbins, Stephen P (2004) Organizational Behavior - Concepts, Controversies, Applications. 4th
Ed. Prentice Hall
28. Hersey, P., Blanchard, K. H. & Johnson, D. E. (1996). Management of organizational behavior:
Utilizing human resources (7th ed.). Upper Saddle River, NJ: Prentice Hall.
29. Honold, L. (1997) A review of the literature on employee empowerment. Empowerment in
Organizations 5(4), 202-212. Retrieved November 24, 2006, from Emerald Journals
30. Jamali, D., Khoury, G. & Sahyoun, H. (2006) From bureaucratic organizations to learning
organizations. The Learning Organization 13(4), 337-352. Retrieved November 17, 2006, from
Emerald Journals
31. Isbister, J. N. (1985) "Freud, An Introduction to his Life and Work" Publisher: Polity Press:
Cambridge, Oxford.
32. Janis, I. L. (1972). Victims of groupthink. Boston, MA: Houghton Mifflin Company.
33. Kanter, R. M. (1988, February 5-6). Empowering people to act on ideas. Executive Excellence.
34. Keidel, R. W. (1995). Seeing organizational patterns: A new theory and language of
organizational design. San Francisco: Berrett-Koehler.
35. Latane, B. (1981). The psychology of social impact. American Psychologist, 36, 343-356.
36. Landes, L. (1994) The myth & misdirection of employee empowerment. Training 31(3), 116-117.
37. Lewin, K. (1951). Field theory in social science: Selected theoretical papers. D. Cartwright (Ed.).
New York: Harper & Row.
38. Milgram, S. (1975). Obedience to authority. Harper and Bros.
39. Mischel, W. (1999). Introduction to Personality. Sixth edition. Fort Worth, Texas: Harcourt Brace.
40. Perloff, R. M. (2003). The dynamics of persuasion. Mahwah, NJ: Lawrence Erlbaum.
41. Ryckman, R. (2004). Theories of Personality. Belmont, CA: Thomson/Wadsworth
42. Scarnati, J. T. & Scarnati, B. J. (2002) Empowerment: The key to quality. The TQM Magazine
14(2), 110, . Retrieved November 17, 2006, from ABI/Inform Global
43. Schweitzer, C. (2004) Light-bulb leadership: Creating a culture where innovation is in.
Association Management 56(8), 31-42. Retrieved January 30, 2006, from OmniFile Full Text
Mega
44. Scott, S. G. & Bruce, R. A. (1994) Determinants of innovative behavior: A path model of
individual innovation in the workplace. Academy of Management Journal 37(3), 580-607.
Retrieved March 9, 2006, from ABI/INFORM Complete
45. Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization (Revised
ed.). New York: Currency/Doubleday. (Original work published 1996)
46. Sherif, M. (1954). Experiments in group conflict. Scientific American, 195, 54-58.
47. Spreitzer, G. M. (1996) Social structural characteristics of psychological empowerment.
Academy of Management Journal 39(2), 483-504. Retrieved November 17, 2006, from
ABI/Inform Global
48. Tajfel, H. & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel
& W. G. Austin (Eds.), Psychology of intergroup relations. Chicago, IL: Nelson-Hall.
49. Thorndike, E. L. (1920). "A Constant Error on Psychological Rating." Journal of Applied
Psychology, vol. IV, 25-29
50. Weick, Karl E (1979) The Social Psychology of Organizing 2nd Ed. McGraw Hill
51. Weightman J (1999) Introducing organisational behaviour London: Longman.
TERM 2
A. MODULE SUMMARY
Module Code and Title: International Human Resource Management
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: To equip students with the knowledge they need to:
• Understand the distinctions between HRM and IHRM
• Develop an appreciation of the practices and policies
required of the IHRM function
• Understand the global context of strategic HRM
• Appreciate the professional role, competence and expertise
of the IHRM specialist.
B. MODULE DESCRIPTION
INTERNATIONAL HUMAN RESOURCE MANAGEMENT is about managing the human resource in the
international context, the international environment. With business increasingly international in scope,
and the management of human resources critical to business success, the subject merits its own
consideration. This module looks at IHRM issues faced by multinational organisations and enterprises.
There is a focus on the problems faced by businesses that must perform in more than one country, the
strategic implications and those for practices and policies. Managing people in both the public and
private sectors can be an extremely difficult and complex process. However, people are an
organisation’s most important resource and they are crucial for ensuring its success. To be effective on
an international scale, human resource management must address the people management issues
which can span international borders.
1. Framing global HR within the context of economic, technological and strategic drivers of
business,
2. The HR implications of a global strategy and the HR implications of working in different
countries,
3. How multinational and other organisations ands enterprises adopt global solutions in delivering
international HRM,
4. The impact of international HRM on Organisational effectiveness,
5. The key areas to success in IHRM,
6. The professional function of IHR Departments within multinational enterprises.
The learning and teaching strategy aims to develop independent learners, which is consistent with
Masters Level study.
There will be integration of theory and practice in all modules. Students will be encouraged to use
empirical and original research into a current business management issues. The class room based
teaching will be interactive and students will be expected to read and research widely and to participate
freely during teaching and seminar sessions.
Students are expected to be able to demonstrate a range of cognitive and intellectual skills and
techniques specific to business and management, as well as personal and interpersonal skills.
Students are expected to come to lecturers prepared, by reading the journal and/or chapter
books provided.
C. LECTURE SCHEDULE
Week 1 - International Human Resource Management – An Introduction
D. REFERENCES
Main Recommended Texts
1. Deresky Helen, (2008), International Management: managing across boarders and cultures, London:
Pearson Education Ltd.
2. Mendenhall, M.E. Oddou G.R. & Stahl G.K (2007 )Readings and Cases in International Human
th
Resource Management, 4 ed., Oxon: Routledge.
3. Edwards Tony & Rees Chris (2006) International Human Resource Management: Globalization,
National systems & Multinational Companies, Essex: Pearson Education Ltd.
4. Briscoe Dennis R. & Schuller Randall S. (2004) International HRM, 2nd ed., Routledge
nd
5. Schneider Susan C. and Barsoux Jean-Louis, (2003) Managing Across Cultures, 2 ed. Essex:
Pearson education Ltd.
In addition to professional journals and web based resources, students are directed to the following
selected reference works.
Reading Preparation
L1: Mark E. Mendenhall, Gary R Oddou and Gunter K. Stahl, ‘Introduction and Introductory
reading and cases: “the white water rapids of Robin Earl”’ pp.1-16 in Mendenhall, M.E. Oddou G.R.
th
& Stahl G.K. (2007 )Readings and Cases in International Human Resource Management, 4 ed., Oxon:
Routledge
L2: Mark E. Mendenhall, J. Stewart Black, Robert J. Jensen and Hal B. Gregersen, ‘ Seeing the
elephant: Human Resource Management challenges in the age of Globalization’ pp. 19-34 in
College of Technology London Page 23
International Human Resource Management
Mendenhall, M.E. Oddou G.R. & Stahl G.K. (2007 )Readings and Cases in International Human
th
Resource Management, 4 ed., Oxon: Routledge
L3: Roger Hallowell, David Bowen and Carin-Isabel Knoop, ‘Four Seasons goes to Paris’ pp. 317-
348 in Mendenhall, M.E. Oddou G.R. & Stahl G.K. (2007 )Readings and Cases in International Human
th
Resource Management, 4 ed., Oxon: Routledge
L4: Allan Bird and Schon Beechler, ‘The link between business strategy and IHR practices’ pp.
35-46 in Mendenhall, M.E. Oddou G.R. & Stahl G.K. (2007 )Readings and Cases in International Human
th
Resource Management, 4 ed., Oxon: Routledge
L6: Jaime Bonache and Zulima Fernandez, ‘Strategic staffing in multicultural companies: a
resource-based approach’ pp. 99-118 in Mendenhall, M.E. Oddou G.R. & Stahl G.K. (2007 )Readings
th
and Cases in International Human Resource Management, 4 ed., Oxon: Routledge
L7: Susan C. Schneider and Jean-Louis Barsoux, Ch3: ‘Interacting spheres of culture’, pp. 51-78
nd
in Schneider Susan C. and Barsoux Jean-Louis, (2003) Managing Across Cultures, 2 ed. Essex:
Pearson education Ltd.
L8: No readings
L9: Sanjiv Sachdev, ‘International corporate social responsibility and employment relations’, pp.
262-281 in Edwards Tony & Rees Chris (2006) International Human Resource Management:
Globalization, National systems & Multinational Companies, Essex: Pearson Education Ltd.
20. Bach Stephen & Sisson Keith, (2000), Personnel Management: a Comprehensive Guide to Theory
rd
and Practice, 3 ed.
rd
21. Bratton John & Gold Jeffrey, (2003) Human Resource Management Theory and Practice, 3 ed.
22. Legge Karren, “HRM: rhetoric, reality and hidden agendas” in: John Storey (ed.) (1995) Human
Resource Management: a Critical Text.
nd
23. Noon Mike & Blyton Paul, (2002) The Realities of Work,2 ed., Chapter 2 ‘The changing context of
work’ and Chapter 3 ‘The meaning of work’.
24. Redman Tom & Wilkinson Adrian, (2001), ‘In Search of Human Resource Management’, in: Redman
T and Wilkinson A (eds.) (2001) Contemporary Human Resource Management: Text and Cases.
25. Towers Brian, (2003), ‘The Changing Employment Relationship’, in: Towers B (ed.) (4th edn., 2003)
The Handbook of Employment Relations Law and Practice.
Family-Friendly Policies
1. Lewis S., (1996), the Work-Family Challenge: Rethinking Employment, London: Sage
2. McLee L. et al (2000), "Family Friendly Policies and Practices in the Oil and Gas Industry:
Employers' Perspectives", Work, Employment and Society, 14 (3)
3. Crompton R. & Birkelund GE (2000), Employment and Caring in British and Norwgian Banking: An
Exploration through Individual careers", Work, Employment and Society, 14 (2)
4. Dex S & Joshi H (1999), "Careers and Motherhood: Policies for Compatibility, Cambridge Journal of
Economics, 23 (5)
5. Rothausen TJ et al. (1998), "Family-friendly Backlash - Fact or Fiction? The Case of Organizations'
On-site Child Care Centres,", Personnel Psychology, 51 (3)
6. Dex S. & Scheibl F., (2001), "Flexible and Family-friendly Working Arrangements in UK-Based
SMEs: Business Cases", British Journal of Industrial Relations, 39 (3)
7. Hewitt P. (1993), About Time: The Revolution in Work and Family Life, London: IPPR/Rivers Oram
Press
8. Moss P. & Fonda N. (eds), (1980), Work and the Family, London: Temple Smith
9. Brannen J. et al, (1994), Employment and Family Life: A Review of Research in the UK (1980-1994),
London: Institute of Education
2. Undy Roger, ‘Trade unions and the employment relationship’ in: Towers B (ed.) (2003) The
th
Handbook of Employment Relations Law and Practice, 4 ed.
3. Bacon Nik, ‘Employee Relations’ in: Redman T and Wilkinson A (eds.) (2001) Contemporary Human
Resource Management: Text and Cases.
4. Story John & Sisson Keith, (1993), Managing human resources and industrial relations, Chapter 9
“Managing with trade unions”
nd
5. Blyton Paul & Turnbull Peter, (1998) The Dynamics of Employee Relations, 2 ed.
6. Tailby Stephanie & Winchester David, “Management and Trade Unions: Towards Social Partnership”
in: Bach Stephen & Sisson Keith, (eds.) (2000), Personnel Management: a Comprehensive Guide to
rd
Theory and Practice, 3 ed.
Employee Involvement
rd
1. Bratton John & Gold Jeffrey, (2003) Human Resource Management Theory and Practice, 3 ed.,
Chapter 11
2. Ramsay Harvie, “Involvement, empowerment and commitment” in: Brian Towers (ed.) (1996) The
nd
Handbook of Human Resource Management, 2 ed.
3. Marchington Mick & Wilkinson Andrian, “Direct participation” ” in: Bach Stephen & Sisson Keith (eds.)
rd
(2000), Personnel Management: a Comprehensive Guide to Theory and Practice, 3 ed.
ASSIGNMENT - REPORT
Describe, and critically evaluate the internal and external factors that determine
employment relations in company’s that are multinational, working globally, but
originating in the UK.
You may, with the agreement of your Lecturer, choose to examine multinational companies that originate
in countries other than the UK. If you elect to do this, state clearly which country you have chosen when
submitting your assignment.
The report should be approx. 2,500 words and must also be underpinned by appropriate academic
theories and models.
Marking Criteria
7. QUALITY SYSTEMS
TERM 2
A. MODULE SUMMARY
Module Code and Title: Quality Systems
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: By the end of the sessions students will be able to:
• Describe how Quality Assurance fits into the Human Resource
Management function
• Explain the meaning of quality in terms of the products and / or
services
• Have knowledge of the main QA systems in common use
• See quality procedures as processes.
• Be aware of statistical process control to help control and
analyse processes.
• Get more value from data obtained from internal quality and
know how to place QA systems in general management
B. MODULE DESCRIPTION
Modern writers propose that Quality should not be separated from production. Everyone has to take
responsibility for his or her proportion of the quality effort – including those outside the organization who
nevertheless contribute towards the total quality of the supply chain. Quality and customer satisfaction
are responsibilities for all in the business.
This module seeks to chart the development of Quality systems, to describe their use and application,
and to assess their continuing development in the context of organizations seeking to meet the changing
demands of customers and of ‘globalisation’.
Defining Quality
Getting systems right
Measuring performance
Finding and eradicating faults
Reducing waste
Organisational commitment
Costs and failures
Control and improvement
C. LECTURE SCHEDULE
Week 5 - ISO9001
Assessment:
D. REFERENCES
Main Recommended Texts
1. Niven Paul R. (2003) Balanced Scorecard Step-by-step for Government and Nonprofit Agencies
John Wiley & Sons Inc
Hardcover
2. H. James Harrington, et al (1997) Business Process Improvement Workbook: Documentation,
Analysis, Design and Management of Business Process Improvement McGraw-Hill Publishing
Co.
Hardcover
3. Wayne W. Eckerson (2005) Performance Dashboards: Measuring, Monitoring, and Managing
Your Business John Wiley & Sons Inc, Hardcover
4. John Maxey, et al. (2004) The Lean Six Sigma Pocket Toolbook. McGraw-Hill Publishing Co.
5. Philip Crosby (1995) Quality without Tears – The Art of Hassle Free Management McGraw-Hill
Publishing Co.
6. Ray Tricker (2005) ISO 9001: 2000 for Small Businesses. Butterworth-Heinemann Ltd,
7. Oliver Wight (2005) The Oliver Wight Class A Checklist for Business Excellence. International
Inc. John Wiley & Sons Inc.
8. John S. Oakland (2004) TQM: Text with Cases Leslie J. Porter Butterworth-Heinemann Ltd.
9. Travers, M. (2007) the New Bureaucracy, The Policy Press, Bristol
ASSIGNMENT
Critically analyse how your chosen quality system might enhance performance
management in an organisation of your choice.
Marking Criteria
8. MANAGING DIVERSITY
TERM 2
A. MODULE SUMMARY
Module Code and Title: Managing Diversity
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: By the end of the sessions students should be able to:
• Demonstrate awareness of a range of current issues in the
management of diversity and a diverse workforce,
• Have knowledge of the legal framework and the latest papers
regarding equality and diversity,
• Discuss the effects of increasing diversity on business
management,
• Link together current issues, media coverage and management
thinking.
B. MODULE DESCRIPTION
The Managing Diversity Module aims to improve the effectiveness of organisations by ensuring that
everyone who works and volunteers for them can realise their potential.
The module gives a brief introduction to the concept of managing diversity in the workplace and reviews
current thinking on what works (and what doesn't). It is motivated by the belief that organisations and
managers must grasp the significance of changes to the workplace in relation to globalisation, increasing
diversity and the complexity of management.
Managing diversity is about valuing differences. It is about treating people with dignity and allowing
everyone to be able to perform to their level of ability. Diversity differs from the traditional view of equal
opportunities because it covers a much wider framework than legal requirements; it is an important
change of emphasis. All employees must accept the differences between individuals and to value the
benefits that such diversity brings.
Workplace Diversity incorporates the principle that all workers should receive equal rights but, rather
than ignoring the differences between people in terms of their gender, age, ability or dis-ability, ethnicity,
race and so on, this diversity should be recognised and respected. By valuing the varying qualities that
different workers bring to their job and organisation, managers may create an environment where
everyone feels valued for their individual talents, and where his or her skills and competencies are fully
utilised.
Unleashing all employees' full potential benefits the bottom line. Embracing diversity brings to an
organisation a wide range of experience, ideas and creativity whilst giving the individual employee a
feeling of being enabled to work to their full potential.
This module will assist the manager in the context of a modern business or other complex organisation
managing the world’s workforce.
C. LECTURE SCHEDULE
Week 7 - Commission for Racial Equality: “A lot done, a lot to do: the vision for an
integrated Britain”
D. REFERENCES
Main Recommended Texts
1. EHRC Business Plan 08-09,
http://www.equalityhumanrights.com/en/aboutus/mission/Pages/BusinessPlan0809.aspx
2. Equality Scheme 08-09,
http://www.equalityhumanrights.com/en/publicationsandresources/pages/equalityandhumanrightsco
mmissionpublications.aspx
3. A lot done, a lot to do - the CRE's vision for an integrated Britain, Employment p.18,
http://www.equalityhumanrights.com
4. Modern Multiculturalism,
http://www.equalityhumanrights.com/en/newsandcomment/speeches/Pages/powellspeech.aspx
5. Survey Report 2007 Diversity in Business: a focus on progress,
http://www.cipd.co.uk/subjects/dvsequl/general/_dvstybsfcs.htm
Extended Reading
1. Clements, P. And Jones, J. (2008) The Diversity Training Handbook, 3rd ed., London: Kogan Page
2. Rasmussen, T. (2006) Diversity Mosaic Participant work: Leading Diversity, London: John Wiley and
sons Ltd.
3. Gordon, J. (2006) Pfeiffer’s classic Activities for Diversity Training, London: John Wiley and Sons
Ltd.
4. Foster, C. and Harris, L., (2005), ‘Ch. 5, From Equal opportunities to diversity management’, in J.
Leopold, L. Harris and T. Watson (eds)The Strategic Mamagement of Human Resources, Essex:
Pearson Education Ltd.
5. Kossek, E.E. (ed) and Lobel, S.A. (2005) Human Resource Strategies for Transforming the
Workplace, Blackwell
6. Stockdale, M.S. and Crosby, J. (2003), The psycology and Management of Workplace Diversity,
London: John Wiley and Sons Ltd.
7. Pritchard, H. (2003) ‘Discrimination in Employment’, in Towers B (ed.) (4th edn., 2003) The
Handbook of Employment Relations Law and Practice
8. Noon, M. & Blyton, P. (2nd edn., 2002) ‘Chapter 10 “Unfair discrimination at work”’, The Realities of
Work
9. Ackers, P. ‘Employment Ethics’ in Redman T. and Wilkinson A. (eds.) (2001) Contemporary Human
Resource Management: Text and Cases
10. Albrecht, M.H. (2000) International Human Resource Management: Managing Diversity in the
Workplace, London John Wiley and Sons Ltd.
11. Dickens, L. ‘Still Wasting Resources? Equality in Employment’ in Stephen Bach and Keith Sisson
(eds.) (3rd edn., 2000), Personnel Management: a Comprehensive Guide to Theory and Practice
12. Lorbiecki, A. & Jack, G. (2000) ‘Critical turns in the Evolution of Diversity Management’, British
Journal of Management, 11 (Sep)
13. Woodhams, C. & Danieli, A. (2000), ‘Disability and Diversity - a Difference too Far?’, Personnel
Review, 29 (3)
14. Skinner, D. (2000) ‘The Reality of Equal Opportunities - The Expectations and Experiences of Part-
time Staff and their Managers’, Personnel Review, 28, (5-6).
15. Lee, D. (2000) ‘An Analysis of Workplace Bullying in the UK’, Personnel Review, 29 (5)
16. Einarsen S. (1999) ‘The Nature and Causes of Bullying at Work’, International Journal of Manpower,
20 (1-2)
Employment Law
1. Cabrelli,D.(2008) Employment Law, Essex: Pearson Education Ltd.
2. Benny,R., Sargeant M. & Jefferson M. (2008) Q&A Employment Law, Oxford: Oxford University
Press
rd
3. Nairs J. (2008) Employment Law for Business Students, 3 ed., Essex: Pearson Education Ltd.
th
4. Sargeant, M. & Lewis, D. (2008) Employment Law, 4 ed., Essex: Pearson Education Ltd.
ASSIGNMENT
Explain and critically evaluate the contribution HR Managers make to the challenges imposed by
having an increasingly a diverse workforce.
Your work should concentrate on the HR Managers role and the challenges and you may place your
analysis in an international context or a national context of your choice.
Marking Criteria
TERM 2
A. MODULE SUMMARY
Module Code and Title: Human Resource Management Project
Number of
Lectures/workshops per 2 hours Contact Hours: 20 hours
week:
Learning Outcomes: By the end of the sessions students should be able to:
• demonstrate a rigorous understanding of the academic
literature available by researching a specific HR issue.
• show the ability to summarise pertinent literature
coherently.
• have knowledge of, and the ability to present in an
intelligible and appropriate manner, supporting case
material, documentary and statistical evidence confirming
an academic or practical argument.
B. THE PROJECT
ASSESSMENT 1
To be submitted for assessment and approval in week two of the Module. The proposal must include the
following sections:
Title
Aim of Project
Objectives
Methodology
Timetable of work
Detailed work should not commence on the project until the proposal has been approved, however
students should commerce any relevant literature and data searches as soon as possible
ASSESSMENT 2
The Project
The project is intended for those with an applied interest in Human Resource Management. It
should form the focus of an in depth investigation of a particular HR issue or problem in people
or organisational management. This should not involve primary research such as interviews or
questionnaires etc. It should be a critical examination of a specific issue based on existing data
and information, and your own observation of one company/organisation /commercial institution
or aspect of that organisation.
Students should be able to demonstrate the ability to apply knowledge and skills gained from the HR
modules together with an understanding of the wider context of that knowledge. Through their project
work, they will show:
Marking Criteria
C. REFERENCES
Main Recommended Texts
1. Derek Torrington, Laura Hall & Steven Taylor, (2007), Human Resource Management, 7th ed.
FT Prentice Hall
2. Linda Maund (2005) An introduction to human resource management: theory and practice,
Palgrave.
rd
3. John Bratton and Jeffrey Gold (2003) Human Resource Management, Palgrave 3 .
4. Laura Hall & Derek Torrington, (1998), The Human Resource Function The Dynamics of Change
And Development, FT Prentice Hall
5. Mick Marchington and Adrian Wilkinson (2005) Human Resource Management at Work, CIPD
6. Charlotte Rayner and Derek Adam-Smith (2005) Managing and Leading People, CIPD
7. Charles R. Greer, (2001), Strategic Human Resource Management, A General Managerial
Perspective, FT Prentice Hall
8. Marjorie Corbridge & Stephen Pilbeam, (1998), Employment Resourcing, FT Prentice Hall
9. Jim Stewart, (1999), Employee Development Practice, FT Prentice Hall
10. Kenneth N Wexley & Gary P Latham, (2001) Developing and Training Human Resources in
Organisations, FT Prentice Hall
11. Richard Thorpe & Gilian Homan, (2000), Strategic Reward Systems, FT Prentice Hall..
In addition to Professional Journals and Web based resources, students are directed to the
following selected reference works.
3. Nick Bacon ‘Employee Relations’ in: Redman T and Wilkinson A (eds.) (2001) Contemporary
Human Resource Management: Text and Cases.
4. John Story & Keith Sisson (1993) Managing human resources and industrial relations, Chapter 9
“Managing with trade unions”
5. Paul Blyton & Peter Turnbull (2nd edn., 1998) The Dynamics of Employee Relations
6. Stephanie Tailby and David Winchester “Management and Trade Unions: Towards Social
Partnership” in: Stephen Bach and Keith Sisson (eds.) (3rd edn., 2000), Personnel Management:
a Comprehensive Guide to Theory and Practice.
Employee involvement
1. John Bratton & Jeffrey Gold (3rd edn., 2003) Human Resource Management Theory and
Practice, Chapter 11
2. Harvie Ramsay. “Involvement, empowerment and commitment” in: Brian Towers (ed.) (2nd ed.,
1996) The Handbook of Human Resource Management
3. Mick Marchington and Adrian Wilkinson “Direct participation” ” in: Stephen Bach and Keith
Sisson (eds.) (3rd edn., 2000), Personnel Management: a Comprehensive Guide to Theory and
Practice.