Half of the module is taught over a weekend, and is a kinaesthetic learning experience for you to learn how to become effective team workers. This first part of the module aims to equip you with some knowledge of the softer team skills as well as task skills that exist in teams in the 21st century workplace. The module is completely experiential and aims to give you a broad experience of how to communicate in teams, motivate others, perform tasks under time pressure, make decisions, plan and negotiate, allocate roles, as well as becoming effective leaders. Assessment includes observations throughout the teams' weekend performance and a team presentation.
Semester 2 – half of the module provides opportunity to bring together, apply and explore business principles learnt in many other compulsory modules, and the soft group skills practised in Semester 1 of the module. This half of the module encourages innovation and creativity through interactive competition between and within groups via a comprehensive simulation of a fast moving business environment.
Aims and Objectives
Knowledge and Understanding
Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:
- leadership and followership.
- effective target marketing through analysis of real data;
- the application of financial and accounting controls;
- self-awareness as to management style and know which areas you need to develop in order to be an effective manager;
- the cause-and-effect relationships and interdependencies within the business environment.
- the needs and motives of others and how to support such needs in a team situation;
- the application of international strategic management concepts;
Subject Specific Intellectual and Research Skills
Having successfully completed this module you will be able to:
- encourage innovation, creative thinking and innovation;
- negotiate for and allocate scare resources.
- analyse and assess opportunities and threats in a business management environment;
- effectively manage and negotiate resources within supply chain networks;
- analyse risk and assess opportunities and threats;
- demonstrate the importance of effective communication;
- evaluate and justify chosen strategies of business performance.
- demonstrate conceptual understanding through the application of key business management concepts;
Transferable and Generic Skills
Having successfully completed this module you will be able to:
- apply problem solving skills;
- problem solve to improve group performance.
- present structured arguments relating to complex problems – visually and spoken;
- communicate effectively both written and oral format to explain complex problems;
- manage your time.
- manage conflict;
- deploy negotiation skills;
- apply leadership skills;
- appreciate team roles and dynamics;
- analyse data to deduce trends and patterns;
Semester 1 - The weekend runs from Friday evening until Sunday afternoon and contains a series of challenging team tasks; some inside and some outside in order to assess different team skills of the participants. This is a very full course but with time for reflection, feedback and review of both individual and team performance.
Semester 2 - Participants employ methodologies from accounting, marketing, strategy and project management, whilst managing intra-group processes through a simulation task. The module is presented as a series of decision periods over two full days during which groups need to assimilate information, negotiate and make business decisions which will affect the performances of their companies. Following the course and to prepare for assignments, participants undertake reviews and assessment of the experiences and achievements attained through the simulation exercise.
Learning and Teaching
Teaching and learning methods
Semester 1 - The series of tasks are delivered in teams where each team of participants has a facilitator who is with them throughout the exercises. After each series of exercises full feedback is given by the facilitator and students are encouraged to reflect on their own and others’ behaviours and attitudes. Plenary and team sessions are used to introduce the activity and to debrief. Experiential learning is achieved through a process of reflection of theory, behaviour, attitudes and continuous peer and facilitator assessment of performance across the weekend. Facilitators also review both individual and team performance and development leading to a final presentation where you will reflect on challenges, how you solved them and your learning outcomes.
Semester 2 - The exercise is delivered through practical classes based upon a fully networked computer simulation medium where each group manages their own organisation. Plenary sessions are used to introduce the activity, to clarify theory and to debrief. Experiential learning is achieved through a process of reflection on theory and developments leading to deductions and learning outcomes.
The Module is based upon the experiential learning process which has feedback integrated within it. The process is one of "theory applied through experience (of business management) upon which participants reflect together (facilitated by the course facilitator) to deduce and hence learn". These reflection sessions are integrated into the decision-making process that takes place throughout the module.
|Total study time||150|
Resources & Reading list
Mullins, L (2016). Management and Organisational Behaviour . Harlow: Pearson.
Johnson, G. Scholes, K. and Whittington, R (2017). Exploring Corporate Strategy . New Jersey: Prentice- Hall.
Mullins, L.J. (2016). Management and Organisational Behaviour. Prentice Hall.
Robbins,S.P (2016). Organisational Behavior . Prentice Hall Int..
Dibb,S. Simpkin, L. Pride, W. and Ferrell, O. (2016). Marketing Concepts and Strategies . Boston: Houghton Mifflin Company.
Bloisi, Wendy, Cook Curtis, and Hunsaker Phillip L (2006). Management and Organisational Behaviour . McGraw-Hill.
Ashleigh M.J., & Mansi, A. (2012). The Psychology of People in Organisations . Pearsons.
Meyer, E., Ashleigh M.J., Jones, G.R., & George J.M (2007). Contemporary Management. Maidenhead: McGraw Hill Publishing Co.
Belbin, M (1996). Management Teams: Why They Succeed or Fail. Butterworth-Heinemann.
This is how we’ll formally assess what you have learned in this module.
|Observation and evaluation||60%|
An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.