| CODE | EMA1011 | ||||||||||||
| TITLE | Introduction to Management and Applied Fundamentals | ||||||||||||
| UM LEVEL | 01 - Year 1 in Modular Undergraduate Course | ||||||||||||
| MQF LEVEL | 5 | ||||||||||||
| ECTS CREDITS | 4 | ||||||||||||
| DEPARTMENT | Faculty of Economics, Management and Accountancy | ||||||||||||
| DESCRIPTION | This course introduces in an applied manner the study of management as a logically structured professional discipline. It explores management's underlying functions and premises, its relevance to all organisations, as well as the needs managers must address. Students are engaged and encouraged to apply course material to current management issues – and learning is enhanced through integrated tutorial-based guided discussion and team presentation workshops. Students journey through the evolution of management thinking from the classical perspectives to today's contemporary management techniques; appreciating their enduring relevance, contribution and underlying linkages. The dynamic internal and external environments that affect and challenge the practice of management are defined, explored in detail, and actively applied via integrated tutorial-based team workshops and presentations. The concept of organisations as 'open systems' is introduced. Stakeholders are treated and other societal issues related to an organisation's function are presented. Attention is also drawn to best practice and the implications of management in the current dynamic realities – including: globalisation and intensifying competition, technological disruption, turmoil and uncertainty. Indicative content: (Not all aspects are treated at the same level of detail. Notwithstanding, comprehensive important foundations are established, and introduced concepts are nonetheless applied, discussed and illustrated with examples both in-lecture – and also further engaged and applied in the complementary integrated tutorial workshops) - Defining Management, Managers and understanding roles, hierarchies and management linkages - Understanding different types of organisations and functions (small enterprising start-ups <--> multinational corporates; businesses <--> non-business organisations also including public entities) - Managerial implications (and distinctions) associated with products <-->services - Understanding the need for effective management (for specific different organisations and contexts) - Efficiency and effectiveness in relation to management - What managers do: Resources and inputs – processes – objectives, goals and outcomes - Key functions of management: Planning – Organising – Leading – Controlling - Functional specialisation: e.g. Finance, Marketing, HR, Operations, IT as well as Public sector context. Cross-functional implications and the underlying importance of communication - Competencies of effective management (e.g. admin, strategic action, teamwork, global awareness, self-management). Implications of education <--> experience - Basic introduction to strategy as a concept - The changing context of managerial work (environment / technology / macro disruption). Environmental change and complexity - Evolution of management thought and contemporary approaches – Applied - Managerial capitalism <--> Stakeholder theory - Applied understanding and analysis of an organisation’s external macro environment (political, economic, socio-cultural, technological dynamics), and competitive environment. Study-Unit Aims: This study-unit steers away from typical large-class passive rote learning. Steering away from typical large-class rote learning, this study-unit aims to provide firstyear undergraduate students with a sound understanding of management fundamentals in an applied manner. Effective learning and understanding is facilitated through in-class discussion, mini-case illustration and integrated hands-on tutorial sessions – where in smaller groups and teams, and coached by practitioners, students collaborate in exploring and applying management themes to current organisational realities; engaging in discussions, presentations and peer learning. Through understanding and active application, the objective of this study unit is to serve students as a well-grounded introductory knowledge platform on management, upon which other subsequent faculty-wide departmental specialisations may be built in the semesters that follow. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - Be able to fully discuss and comprehend the fundamental importance of effective management in generating value and the realisation of objectives in any form or type of organisation – in an applied manner; - Define and apply the managerial basis for effectiveness and success in relation to their aspirations and academic specialisations; - Describe and attribute the dynamic realities of increasingly complex and competitive environments; and the implications of technology, policy, economic and demographic shifts – together with uncertainty; - Evaluate the implications of these management aspects in managing their own personal / professional self-development and eventual career progression; - Attain practical soft-skills and knowledge on managing team-dynamics and articulating themselves – derived from integrated tutorial workshops and team presentations; - Through the integrated tutorial sessions and presentation workshops, gain insights and interact directly with practicing professionals and managers; as well as gain direct exposure to, and learn from real organisations and businesses in context (team-work in various instances entails communicating with organisations and their management teams, in order to gain information for their team-based workshop task). (Generally, Tutors would facilitate by providing organisation introductions for the student teams) 2. Skills By the end of the study-unit the student will be able to: - Apply important basic concepts of management and managing, both in practice as well as in academic research and investigation context; - Understand, apply and analyse the key aspects of functioning and management within organisations; - Approach organisational issues, challenges or opportunities using the right theoretical approaches and frameworks – in alignment with the context presented; - Evaluate, apply and analyse key influences and dynamics of the broader macro external environment; - Apply and analyse key aspects of an organisation’s more proximate competitor environment and industry dynamics; - Be better able to manage interpersonal dynamics and collaborate and work more effectively in groups and teams on set tasks and projects – especially derived from the integrated tutorial hands-on workshops and presentations; - Leverage skills required to assertively articulate ideas to an audience; and engage in debate on various perspectives in a critical analytical way – especially derived from the integrated hands-on tutorial workshops and presentations. Main Text/s and any supplementary readings: Core Textbook(s): - Slocum, J., Hellriegel, D., and Jackson, S. Latest edition. Management: A Competency-Based Approach. Ohio : South-Western / Thomson. - Griffin, R. W. Management. Latest edition. Boston: Houghton Mifflin. Supplementary Texts: - Robbins, S.; De Cenzo, D.; and Carolina, C. Latest edition. Fundamentals of Management: Essential Concepts and Applications. Latest edition. Pearson Publishers. - Hartley, R. F. Management Mistakes and Successes. Latest edition. New York: John Wiley & Sons. For students to apply course material to current issues, promoting critical evaluation and debate, regular review of business press and online business reporting outlets is recommended. Suggested online business or management sites include: - The Economist - Financial Times - Malta Business Weekly. multinational corporates; businesses <--> non-business organisations also including public entities) - Managerial implications (and distinctions) associated with products <-->services - Understanding the need for effective management (for specific different organisations and contexts) - Efficiency and effectiveness in relation to management - What managers do: Resources and inputs – processes – objectives, goals and outcomes - Key functions of management: Planning – Organising – Leading – Controlling - Functional specialisation: e.g. Finance, Marketing, HR, Operations, IT as well as Public sector context. Cross-functional implications and the underlying importance of communication - Competencies of effective management (e.g. admin, strategic action, teamwork, global awareness, self-management). Implications of education <--> experience - Basic introduction to strategy as a concept - The changing context of managerial work (environment / technology / macro disruption). Environmental change and complexity - Evolution of management thought and contemporary approaches – Applied - Managerial capitalism <--> Stakeholder theory - Applied understanding and analysis of an organisation’s external macro environment (political, economic, socio-cultural, technological dynamics), and competitive environment. Study-Unit Aims: This study-unit steers away from typical large-class passive rote learning. Steering away from typical large-class rote learning, this study-unit aims to provide firstyear undergraduate students with a sound understanding of management fundamentals in an applied manner. Effective learning and understanding is facilitated through in-class discussion, mini-case illustration and integrated hands-on tutorial sessions – where in smaller groups and teams, and coached by practitioners, students collaborate in exploring and applying management themes to current organisational realities; engaging in discussions, presentations and peer learning. Through understanding and active application, the objective of this study unit is to serve students as a well-grounded introductory knowledge platform on management, upon which other subsequent faculty-wide departmental specialisations may be built in the semesters that follow. Learning Outcomes: 1. Knowledge & Understanding By the end of the study-unit the student will be able to: - Be able to fully discuss and comprehend the fundamental importance of effective management in generating value and the realisation of objectives in any form or type of organisation – in an applied manner; - Define and apply the managerial basis for effectiveness and success in relation to their aspirations and academic specialisations; - Describe and attribute the dynamic realities of increasingly complex and competitive environments; and the implications of technology, policy, economic and demographic shifts – together with uncertainty; - Evaluate the implications of these management aspects in managing their own personal / professional self-development and eventual career progression; - Attain practical soft-skills and knowledge on managing team-dynamics and articulating themselves – derived from integrated tutorial workshops and team presentations; - Through the integrated tutorial sessions and presentation workshops, gain insights and interact directly with practicing professionals and managers; as well as gain direct exposure to, and learn from real organisations and businesses in context (team-work in various instances entails communicating with organisations and their management teams, in order to gain information for their team-based workshop task). (Generally, Tutors would facilitate by providing organisation introductions for the student teams) 2. Skills By the end of the study-unit the student will be able to: - Apply important basic concepts of management and managing, both in practice as well as in academic research and investigation context; - Understand, apply and analyse the key aspects of functioning and management within organisations; - Approach organisational issues, challenges or opportunities using the right theoretical approaches and frameworks – in alignment with the context presented; - Evaluate, apply and analyse key influences and dynamics of the broader macro external environment; - Apply and analyse key aspects of an organisation’s more proximate competitor environment and industry dynamics; - Be better able to manage interpersonal dynamics and collaborate and work more effectively in groups and teams on set tasks and projects – especially derived from the integrated tutorial hands-on workshops and presentations; - Leverage skills required to assertively articulate ideas to an audience; and engage in debate on various perspectives in a critical analytical way – especially derived from the integrated hands-on tutorial workshops and presentations. Main Text/s and any supplementary readings: Core Textbook(s): - Slocum, J., Hellriegel, D., and Jackson, S. Latest edition. Management: A Competency-Based Approach. Ohio : South-Western / Thomson. - Griffin, R. W. Management. Latest edition. Boston: Houghton Mifflin. Supplementary Texts: - Robbins, S.; De Cenzo, D.; and Carolina, C. Latest edition. Fundamentals of Management: Essential Concepts and Applications. Latest edition. Pearson Publishers. - Hartley, R. F. Management Mistakes and Successes. Latest edition. New York: John Wiley & Sons. For students to apply course material to current issues, promoting critical evaluation and debate, regular review of business press and online business reporting outlets is recommended. Suggested online business or management sites include: - The Economist - Financial Times - Malta Business Weekly.--> |
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| STUDY-UNIT TYPE | Lecture, Group Learning, Project & Tutorial | ||||||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Nathaniel P. Massa |
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2024/5. It may be subject to change in subsequent years. |
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