Introductory description

N/A.

Module web page

Module aims

Outline syllabus

This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.

• Approaches for structuring unstructured problems.
• Implementation and Managing Change.
• Presentation skills.
• Report Writing Group working and dynamics.
• Creativity.
• Negotiation.
• Ethics in Business.
• Case Study Analysis.

Learning outcomes

By the end of the module, students should be able to:

• Develop their integration of the multidisciplines in their prior studies on the degree programme.
• Address the resolution of ambiguity and ethical dilemmas in business.
• Develop skills in analysing case studies and unstructured management problems.
• Critically discuss a selection of important and topical issues in management.
• Develop skills in analysing complex management problems via case studies.
• Enhance skills in critical thinking in both group and individual settings.
• Develop new ways of linking specialist insights studied on your degree course.
• Learn to evaluate competing or conflicting interests and perspectives, together with fundamental ethical dilemmas, as part of the structured approach to analysis.
• Enhance research, argumentation, presentation and group working skills.

Indicative reading list

Texts on Case Analysis, Problem Solving, Presentation, Group Working and Report Writing:
R. A Ackoff, The Art of Problem Solving. (Pub. Wiley 1978).
J. D Bransford and B. S Stein, The Ideal Problem Solver, (pub. Freeman 1984).
C. Eden, S. Jones and D. Sims, Messing About in Problems. (Pub. Pergamon 1983).
T Keeton and Associates, Experiential learning: Rationale Characteristic and (Jossey-Basc 1976).
K. F Jackson, The Art of Solving Problems, (K.F Jackson 1983).
C. J Margerison, Managerial Problem-Solving, (McGraw-Hill 1974).
G. Easton, Learning from Case Studies, (Prentice/Hall 1992).
J J Reynolds, Case Method in Management Development, (International Labour Office 1990).
Ronstadt, The Art of Case Analysis, (Lord Publishing 1980).
L.S Rosen, An Introduction to Accounting case Analysis, (McGraw-Hill 1967).
A.G Edge and R. D Coleman, the Guide to Case Analysis and Reporting, (System Logistics 1986).
P. Checkland, Systems Thinking: Systems Practise.
B. Minto The Pyramid Principle: Report Writing.
A. Dixit and B. Nalebuff, Thinking Strategically: The Competitive Edge in Business Politics and Everyday Life, (pub. W. W Norton & Co 1991).
G. Kennedy, Everything in Negotiable, (Arrow 1991).
Loeb, Accounting Ethics: Readings and Cases, (American Accounting Association 1994).

Subject specific skills

Demonstrate a critical understanding of key issues in management as multidisciplinary and multifaceted phenomena.
Demonstrate an ability to handle complex, ill structured problems with no 'right answer'.
Demonstrate an ability to see the big picture, as well as the local detail, of management issues.
Demonstrate an ability to work in team-based settings bringing diverse specialist skills together.
Demonstrate individual skills of research, evaluation, synthesis, structured analysis, presentation and critical elaboration (both oral and written).

Transferable skills

Develop presentational skills.
Develop report writing skills.
Develop group working skills.