| CODE | MGT5913 | ||||||||
| TITLE | Principles of Evidence-Based Management | ||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | ||||||||
| MQF LEVEL | 7 | ||||||||
| ECTS CREDITS | 5 | ||||||||
| DEPARTMENT | Business and Enterprise Management | ||||||||
| DESCRIPTION | The purpose of this unit is to provide a brief historical overview of the 'history of evidence' and the relevance of evidence in modern business realities. It will elaborate on key challenging questions like what is 'evidence', what are the sources of evidence and what do people do with evidence. It will also go deep into explaining the five step approach of evidence-based decision making. This study-unit will also delve deeply into the processes of sense-making and slightly touch upon the sources of human error (both cognitive and situational) and their implications on management decisions. This study-unit will also discuss the paradigm shifts of decision-making processes in organizations and the strategic role of evidence-based management. This study unit is generally intended to provide an alternative view point to participants and to create a need for delving deeper into the criticality of evidence. It will set the platform for the other study units and will generally be assessed through a reflective essay to enable participants articulate different perspectives of 'evidence' and its relevance to organizations. This study unit shall cover: - Defining Evidence and Evidence-Based Practice - Evidence-based practice in other areas - The relevance of evidence and strategic management and implementation of Evidence-Based Management (EBMgt) - The sources of evidence - Decision-making and sense-making processes in organizations - Misconceptions of evidence-based practice - The politics of evidence-based decision making. Study-unit Aims: The study unit has the following aims: - To introduce students to the field of EBMgt; - To highlight the essential principles of EBMgt as a form of decision-making process; - To evaluate the role of 'evidence' as a strategic tool in organizations. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: - Define evidence and evidence-based management; - Explain the different sources of evidence including their pros and cons; - Point out the myths on evidence-based practice; - Describe the role of EBMgt as part of an organization's strategy. 2. Skills: By the end of the study-unit the student will be able to: - Evaluate the importance of evidence through case study examples; - Propose a formula of engaging better evidence in the decision-making process; Main Text/s and any supplementary readings: Essential text Rousseau, D. M. (Ed) (2012). The Oxford Handbook of Evidence-Based Management. Oxford: Oxford University Press. Additional texts Latham, G. P. (2009). Becoming the evidence-based manager: Making the science of management work for you. Clerkenwell, London: Nicholas Brealey. Weick, K. E. (1995). Sense-making in organizations. Thousand Oaks, London: Sage. Apart from these books, students will be provided a number of paper and article resources as study packs. |
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| STUDY-UNIT TYPE | Lecture | ||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Vincent Cassar |
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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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