The University of Southampton

MANG6235 Application of Management Skills

Module Overview

The module is the main contributor to the ability of students to integrate their learning across the functional specialisms studies throughout the MBA. The module requires groups of students to address a given problem and work through a process of problem solving applying creativity, investigative skills, decision making ability and change management knowledge. Individually, this module enables students to reflect on their learning and the relevance of this to their own careers and occupations.

Aims and Objectives

Module Aims

This module acts as a key vehicle for the completion of the taught part of the MBA programme. It comprises of four key themes which will draw upon your previous learning in Part 1 and 2: • The Creator • The Investigator • The Decision Maker • The Champion The four themes represent a variety of managerial scenarios, and facilitated by lectures on these themes, you are expected to select and integrate elements from modules in Part 1 and 2 so as to develop, and in particular exercise the application of management skills.

Learning Outcomes

Knowledge and Understanding

Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:

  • Innovation management and its role in business organisations from a number of perspectives, including: new paradigms for innovation: open, continuous, distributed; the significance of the national and international context; strategies and toolsets for benefiting from innovation in a range of markets and organisations; and, hitting moving targets: how novelty arises.
  • Investigation and research and its role in business organisations, specifically through the roles of management consultant and researcher.
  • Decision-making and key approaches to formulating and appraising critical decisions in relation to business management contexts
  • The issues and controversies in the management of change, transition and transformation and how they relate to the HR function; as well as the capabilities that HR professionals and line managers need to utilise in order to play an effective role in the strategic change arena in their organisations.
Subject Specific Intellectual and Research Skills

Having successfully completed this module you will be able to:

  • Identify different innovation scenarios and practices and understand how they may be improved and/or modified to elicit further innovation and creativity in a business context.
  • Investigate and research current symptoms or challenges that arise in business contexts and help solve them to further improve business performance.
  • Define and appraise decisions of various kinds by thinking critically and analytically and drawing on many of the concepts and tools taught in parts 1 and 2 of the course.
  • Identify the relevance of major models of planned change and the risk they carry and relate them to different organisational situations; as well as understand the complexity associated with both planned and emergent change processes and how HR polices may be drawn upon to support the achieve change goals.
Transferable and Generic Skills

Having successfully completed this module you will be able to:

  • Work with a wide variety of people and forming supportive relationships within a larger group.
  • Draw on a range of previous concepts and tools in a cross-functional way to solve complex issues and practical problems.
  • Communicate orally and in writing for business and managerial purposes.
Subject Specific Practical Skills

Having successfully completed this module you will be able to:

  • Undertake a structured self reflection on your professional development and competence, identifying areas for ongoing development.
  • Think more analytically in your approaches to organisational problem solving.
  • Utilise a range of IT and computing skills in the preparation of a persuasive report.
  • Undertake more effective searches for both qualitative and quantitative information using a range of information sources.


Four themes The Creator • The strategic imperative of innovation • Challenges of emerging markets • Business context: national innovation systems • Hitting moving targets The investigator • Introduction & Trends in Consultancy • - Marketing & Selling/ • Developing a Proposal • Client Management • Conducting Consultancy Assignment • Project Management • Conflict & Resolution • Knowledge Transfer & Sharing • Research methods and -design; data collection and –analysis, validity and reliability The Decision Maker • The nature of decision making • Making decisions when facing risk and uncertainty • Subjective judgements, heuristics and biases • Competitive and co-operative decision making • Strategic renewal • Scenario planning • Business simulation The Champion -- Organisational Change and Transformation • The Context of Change and the Major Challenges • The Role and Skills of the Change Agent • Approaches to Change • The Significance of Organisational Culture and Tracking Implementation Progress • The role of Leaders in Change • The Role of HR in Change

Learning and Teaching

Teaching and learning methods

Teaching methods include: The module will be taught through a range of methods such as lectures, class discussions, guided background reading, small group work followed by group presentations and discussions, exploration of case studies/papers and videos. Learning activities include: • Lectures • Group discussions / integrating elements from other modules of the programme in the context of consultancy • Private study • Student presentation • Independent and reflective learning The course tutor will support your learning through providing additional lecture input, facilitating discussions and providing guidance on reading and current debates. However, it is important that you actively engage in study, reading and group work outside the sessions in order to complete the course successfully. The University provides an online generic research training that can support you in this work ( Internationalisation The nature of the problem chosen, the student’s background and the international content of the modules in part 1 and 2 determine in combination how internationalisation will be approached. The four managerial will require you to consider potential pitfalls and opportunities what regards the international agenda. The discussion of change in organisations, for example, refers to both organisational and national cultures.

Independent Study140
Total study time200

Resources & Reading list

Czerniawska, F. (1999). Management Consultancy in the 21st Century. 

Gray, D.A. (1989). Profitable Consulting Business. 

Cockman, P., Evans, B. and Reynolds, P. (1999). Consulting for Real People – a client-centred approach for change agents and leaders. 

Peter Block (2000). Flawless Consulting. 

Cope, M. (2003). The Seven Cs of Consulting: the Definitive Guide to the Consulting Process. 

Hamel, G and Breen, B (2007). The Future of Management. 





MethodPercentage contribution
Group Assignment  (8000 words) 60%
Individual Coursework  (700 words) 40%


MethodPercentage contribution
Individual report  (3500 words) 100%


MethodPercentage contribution
Individual Coursework  (700 words) 40%
Individual report  (5000 words) 60%

Repeat Information

Repeat type: Internal & External


Costs associated with this module

Students are responsible for meeting the cost of essential textbooks, and of producing such essays, assignments, laboratory reports and dissertations as are required to fulfil the academic requirements for each programme of study.

In addition to this, students registered for this module typically also have to pay for:


Recommended texts for this module may be available in limited supply in the University Library and students may wish to purchase the core/recommended text as appropriate.

Please also ensure you read the section on additional costs in the University’s Fees, Charges and Expenses Regulations in the University Calendar available at

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