Management (Diploma)

Applications and Selections

Who Teaches this Course

Requirements and Assessment

Glossary of Terms

Year 1 (15 Credits)

RequiredMG1001: Contemporary Management Thought

MG1001: Contemporary Management Thought

Semester 1 | Credits: 5

The primary objectives of this course are as follows: - To introduce you to the key tasks of management: planning, leading, organising, and controlling - To examine the challenges of modern management; entrepreneurship, ethics and corporate responsibility, managing change - To provide an understanding of the management of different types of organisations in different business and global contexts
(Language of instruction: English)

Learning Outcomes

1. Understand the key functions of management and the manager
2. Have an understanding of the various contexts in which managers operate, and how these contexts affect the management function
3. Have an appreciation for the challenges faced by mangers in contemporary times.

Assessments

• Department-based Assessment (100%)

Teachers

•  GERALDINE GRADY 🖂
  

RequiredMG7102: Leading and Managing People

MG7102: Leading and Managing People

Semester 1 and Semester 2 | Credits: 5

This course provides a solid foundation to the study of Leading and Managing People. The material delivered and presented highlights the practicality of the issues involved in work and employment, and specifically in managing and leading people. People management is essentially about leading and managing people in a way that both maximises and rewards the contribution each individual makes in the organisation. This course introduces content such as recruitment and selection of employees, how to reward, employment terms and conditions, leading and developing talent, international HRM, and other facets of managing the employment relationship.
(Language of instruction: English)

Learning Outcomes

1. Describe the main functions of the People Management function, including identification of the key activities and theoretical basis of HRM
2. Discuss employee resourcing and development, including planning, recruitment and selection, and rewarding employees
3. Evaluate the employment relationship, including equality in the workplace, learning and development, and employee wellbeing.
4. Develop understanding of leading people in an international context, and the corporate social responsibility of the organisation.

Assessments

• Continuous Assessment (100%)

Teachers

•  JOHANNA CLANCY 🖂
  
•  SUZANNE GOLDEN 🖂
  
•  Martina Sweeney 🖂
  

Reading List

1. "Human Resource Management: A Concise Introduction" by Carbery, R., & Cross, C.,
   ISBN: 9781137009395.
   Publisher: Palgrave Macmillan

RequiredMK8104: Negotiation Skills

MK8104: Negotiation Skills

Semester 2 | Credits: 5

Negotiation is a dialogue to discover common ground among parties with differing aims, needs and perspectives in order to achieve a solution that as far as possible meets people's interests. It is a process by which parties pursue a mutually acceptable outcome, which typically involves elements of creativity and compromise. Negotiation Skills explore how two or more parties with competing interests discuss and manage issues so as to attain an agreement, settle a matter of mutual concern, or resolve a conflict. Negotiation is a valuable leadership and management skill, which is employed in a wide range of business contexts, such as contracts, deal-making, employment discussions, team building and disputes. Negotiations occur in commercial, non-profit and governmental organisations.
(Language of instruction: English)

Learning Outcomes

1. Comparing distributive and integrative negotiations, as well as identifying the sub-process of negotiations.
2. Distinguishing between interests and positions, as well as outlining the elements of principled negotiations.
3. Applying active listening techniques and investigating the joint outcome space through BATNA, ZOPA and anchoring.
4. Exploring the agent-client dynamics in negotiations and crafting solutions via standards and persuasion.
5. Managing hardball tactics and non-engagement, as well as identifying ethical issues in negotiations.

Assessments

• Continuous Assessment (100%)

Teachers

•  SUZANNE GOLDEN 🖂
  
•  ANN TORRES 🖂
  
•  Martina Sweeney 🖂
  
•  RONAN JOYCE 🖂
  

Reading List

1. "Getting to Yes: Negotiating Agreement Without Giving In." by Fisher, R & Ury, W.
   ISBN: 13: 978-18479.
   Publisher: Random House Business.
2. "Difficult Conversations: How to Discuss What Matters Most" by Stone, D, Patton, B & Heen, S.
   ISBN: 13: 978-06709.
   Publisher: Viking Reissue

OptionalRPL005: Recognised Prior Learning

RPL005: Recognised Prior Learning

Semester 1 and Semester 2 | Credits: 5

Assessments

• Continuous Assessment (100%)

Year 2 (15 Credits)

RequiredMK7109: Critical Thinking

MK7109: Critical Thinking

Semester 1 and Semester 2 | Credits: 5

The module will introduce learners to the concept of critical thinking and its associated skills and applications. Participants will learn about the basic concepts of critical thinking, what it means to think critically, how to think critically and why critical thinking competence is valuable. It will endeavour to build the necessary critical thinking skills required for academic research.
(Language of instruction: English)

Learning Outcomes

1. Describe skills and dispositions associated with critical thinking
2. Evaluate the structure, strengths and weaknesses of arguments, with respect to their credibility, relevance, logical strength, balance and bias
3. Draw reasonable conclusions through the gathering of credible, relevant, logical and unbiased information
4. Apply critical thinking skills to real-world tasks such as: argumentation, verbal reasoning, hypothesis testing, judging likelihood and uncertainty, and problem-solving

Assessments

• Department-based Assessment (100%)

Teachers

•  ORLA HIGGINS 🖂
  

Reading List

1. "Critical thinking skills. New York:" by Cottrell
   ISBN: ISBN023028529.
   Publisher: Palgrave MacMillan

RequiredMG8103: Organisational Psychology and Analysis

MG8103: Organisational Psychology and Analysis

Semester 1 | Credits: 5

The behaviour of individuals is the workplace is affected by a range of individual, group, and organisational factors which in turn impact on a range of outcomes at different levels. The purpose of this module is to provide students with an understanding of why people behave the way they do in organisations and at work to give students the knowledge of how human behaviour affects organisational functioning.
(Language of instruction: English)

Learning Outcomes

1. Identify the major behavioural science disciplines that contribute to OB while identifying the challenges and opportunities managers have in applying OB concepts.
2. Recognise and describe how organisations manage diversity effectively.
3. Identify early theories of motivation and evaluate their applicability today
4. Give examples of various motivation models and evaluate how these can measure motivation.
5. Define the stages of group development and demonstrate how groups exert influence on individual behaviour.
6. Contrast groups and teams and analyse the growing popularity of teams in organisations.
7. Describe the communication process and distinguish between formal and informal communication.
8. Define the characteristics that create and sustain an organisation's culture.
9. Describe the communication process and distinguish between formal and informal communication.

Assessments

• Continuous Assessment (100%)

Teachers

•  SUZANNE GOLDEN 🖂
  
•  Martina Sweeney 🖂
  
•  Cathy Melia 🖂
  

Reading List

1. "Organisational Behaviour" by Christine Cross,Ronan Carbery
   ISBN: 1137429445.
   Publisher: Red Globe Press

RequiredMG8101: Management Skills

MG8101: Management Skills

Semester 2 | Credits: 5

Management Skills is a module designed to help you to apply the knowledge that you are developing through your other modules. It is based on the premise that how you act in a business setting is often as important as what you know. Because management requires such a wide range of skills, all managers need to regularly assess their skill competency. Through self-assessment exercises and a learning journal, this module will encourage you to begin a process of selfevaluation that should continue throughout your career. Although they are called ‘management’ skills, many of these are ‘social’ skills. To be a good manager, you need to work well with colleagues at various levels within your organisation. This module will encourage you to evaluate your behaviour, to change your behaviour and to assess the impact of that change. Management skills can be developed in a variety of ways. Within work, you may seek additional training or changes to your job so that you can acquire and practise different skills. Further education provides opportunities to improve your analytical, communication and team skills, to name but a few. Outside of work, you may pursue voluntary activities that require skills that you do not use on your job. This module will encourage you to design strategies that you can use to develop your skills inside and outside of work.
(Language of instruction: English)

Learning Outcomes

1. Use methods of self-reflection to evaluate personal performance and professional development
2. Assess personal strengths, characteristics and skills that impact on workplace performance
3. Design strategies to build on strengths and continue skill development
4. Use skills to resolve real and case-study problems
5. Constructively engage with classroom colleagues to understand, accommodate and manage individual differences
6. Demonstrate your progress through the assignments developed by your tutor

Assessments

• Continuous Assessment (100%)

Teachers

•  SUZANNE GOLDEN 🖂
  
•  GERALDINE GRADY 🖂
  
•  Martina Sweeney 🖂
  

Reading List

1. "Developing management skills" by Whetten, D. & Cameron, K.
   Publisher: Pearson Prentice Hall

OptionalRPL005: Recognised Prior Learning

RPL005: Recognised Prior Learning

Semester 1 and Semester 2 | Credits: 5

Assessments

• Continuous Assessment (100%)