Unit 1: Using information, communication and technology ICT in Management Studies

• Types of ICT skills
• Research techniques
• Portfolio skills
• Self-reflection
• Tools and strategies
• 4 Principles of self-assessment
• Reflective writing

Unit 2: Introduction to management studies

• Defining leadership
• Historical comparisons
• Leadership research
• Levels of leadership and leadership styles
• Aims and objectives of delegation
• Limitations and levels of delegation
• Measurement of outcomes
• Team Building
• Strategies

Unit 3: Practical management skills

• Planning, preparation and information related to management meetings
• Structure and control strategies
• Summarising and record keeping
• Interview skills

Unit 4: Managing process

• Strategy development and implementation
• Financial planning
• Costing and budgets
• Budget controls and reporting processes
• Management decision making processes
• Planning for decisions and decision making
• Process management

Unit 5: The manager’s role in training and development

• Process and application
• The training cycle and training needs
• Hard and soft skills
• Needs strategies
• The Training Needs Analysis (TNA)
• The skills gap

Unit 6: Training and development choice

• Work orientated learning
• Induction and instruction
• E-learning
• Blended learning
• Practical applications
• Knowledge retention

Unit 7: Motivation in the workplace

• Motivation allied to performance
• Extrinsic and intrinsic motivation
• McGregor’s Theory
• Effects of personality on motivation
• The Big Five Model (Costa and McCrae)
• Taylor and McGregor: Instrumentality Theory
• Content theories by Maslow, McLelland and Herzberg
• Historical perspectives

Unit 8: Effective communication: understanding the communication process

• Historical perspectives
• Emergence of ‘speake’
• The culture of buzzwords
• Shift to paperless communication
• Comparative evaluations between theories

Unit 9: Team building

• The Japanese doctrine
• Quality management related to teams
• Team performances
• Pros and cons of teams
• Scholte’s model
• High performance teams
• Team leadership
• Independent development
• Team development processes

Unit 10: Change management

• Informal and formal conflict
• Culture as a form of conflict
• Harassment
• Blame cultures
• Symptoms of conflict
• Constructive conflict
• Effects and implications of conflict
• Change management

Unit 11: The principles of organisational psychology

• Historical origins of organisational psychology
• Emergence of current practice
• Working in organisations
• Aims and objectives of organisational psychology
• Explicit and implicit rules
• Current applications

Unit 12: Co-operation in the workplace

• Competition
• Conflict management
• Handling criticism
• Competitive working processes and practices
• Negative communication
• Impacts of globalisation

Unit 13: Resources and research

• Global markets
• Evolutionary patterns
• Changes in technology and demands
• Research methods and ethics

Unit 14: Psychometrics

• Aims and objectives
• Formats
• Scientific basis and argument
• Qualitative qualification
• Attitudes to psychometrics
• Types of tests and analytical procedures
• Intelligence and ability

Unit 15: Project management

• Historical development of project management
• Types of project management approaches and the project lifecycle
• Customers and clients
• Project definitions and fulfilment
• Aims and objectives of project assignments
• Risk analysis
• Stakeholders and procurement
• Business plans and financial appraisal
• Communication, teams and task forces
• Project organisation

Unit 16: Management development

• Skills and applications
• Direction and continuum in business
• Self-directed learning
• Feedback and reflection
• Models and approaches
• Self-awareness, the manager as mentor, coach and counsellor
• Decision making
• Self-limiting benefits
• Role in organisational structure
• Case study reviews
• Performance management