MODULE SPECIFICATION FORM
Module
Title:
Leading and Managing People
Module
code:
BUS739
Existing/Ne
w:
Level 7
:
Semester(s) in which
to be offered:
New
Originating
Subject:
Module duration
(contact hours/
directed/directed
private study:
1&2
Credit
Value:
With
effect
from:
20
September
2010
Title of module being
replaced
Business
75/125
Module
Leader:
Status: core/option/elective
(identify programme where
appropriate):
Percentage taught by Subjects other
than originating Subject (please name
other Subjects):
Programme(s) in which to
be offered:
MA HRM, PG cert HRM, PG
Dip HRM
P.Young
Core
None
Pre-requisites per
programme (between
levels):
Co-requisites per
programme (within a
level):
Module Aims:
To provide learners with underpinning knowledge and understanding of major contemporary
debates on HRM, HRD practice and thinking in the fields of leadership, motivation, change
management and flexible working To enable learners to manage others fairly and effectively
and promote a high standard of professionalism and ethics and to increase levels of
engagement, motivation and performance To enable learners to debate the role and aims of
Human Resource Management and Human Resource Development functions in
contemporary organisations and consider how these aims are met.
To ensure adherence to the CIPD standards the content and assessment of this module, as
with the other modules on the postgraduate certificate stage, incorporates the learning
outcomes and content of the ‘Developing Skills for Business Leadership’ (CIPD standard
module). Therefore the content and assessment of the module reflect these needs and this
is shown in both the learning outcomes and the portfolio assessment that straddles the
three modules at this level.
Expected Learning Outcomes
At the end of this module, students should be able to:
Knowledge and Understanding:
1. Review and evaluate contemporary research and debates (such as flexible
working, change management and ethics) in the fields of HRM and HRD; and
critically discuss the roles and objectives of the HR function and its practices
2. Critically evaluate effective leadership characteristics and methods of leadership
development and the theory and practice of motivation, commitment and
engagement
3. Support professional behaviour and practice by, and assess the contribution of,
HRM and HRD specialists in organisations
4. Manage themselves professionally and effectively, lead and influence others
effectively and demonstrate competence in postgraduate skills.
Transferable/Key Skills and other attributes:
 critical thinking, analysis and synthesis, as they relate to business contexts and
the attitudes, behaviours and skills of employees
 effective communication and interpersonal skills, such as are necessary in
leading and managing people; such as listening, and effective oral and written
communication of ideas and arguments
 personal effectiveness: such as critical self-awareness, self-management/time
management and sensitivity to diversity in people and situations
 development of competence in post graduate study skills
This module maps against the CIPD modules 7LMP Leading, Managing and
Developing People and 7SBL Developing Skills for Business Leadership
Assessment: please indicate the type(s) of assessment (eg examination, oral, coursework,
project) and the weighting of each (%). Details of indicative assessment tasks must be
included.
Assessment 1 in the light of CIPD requirements for assessment of a core module, these
learning outcomes are tested by a closed book, time constrained unseen examination.
Assessment 2 Portfolio of evidence including learning plans, records and reflections that
demonstrate how critical business skills have been developed. The Portfolio will be compiled
to meet a mix of learning outcomes across the Context of HRM, Leading and Managing People
and People and Talent Management modules. The portfolio will have a maximum word count
of 4,000. In addition to the other assessment associated with the individual modules, the
portfolio will require to be completed successfully in its entirety in order for the student to
receive credit for each of the three modules.
Assessment
Type of assessment
Weighting
Duration (if
exam)
1
Learning
Outcomes to
be met
1,2,3
Closed book unseen
examination
100%
2 hrs
2
4
Portfolio involving
personal SWOT
analysis, personal
development plan,
personal
development
records and
reflective statements
Pass/Refer
Word count or
equivalent if
appropriate
4,000 words
Learning and Teaching Strategy
The strategy has at its heart the values and practices of Glyndwr’s learning and teaching strategy of
facilitating independent learning, and seeks to establish an active learning environment within the
student cohort, in which the maturity and experience of class members can be drawn upon to enrich
the learning experience for all members of the group.
Students must be able to direct their own learning, and early in the programme the commitment
required is spelled out whilst students are encouraged to develop their own learning strategies. Private
study is encouraged, during which students may consolidate learning, undertake research for
assessments and work with peers to complete group activities.
Students are encouraged to form learning sets/network groups to support their studies outside the
university setting. The focus of study is on wider reading to develop and reinforce knowledge and
understanding of the topics and material covered in lectures, preparation for tutorials and work towards
assessment. This also helps students to develop time management skills, library skills and critical
thinking. Power point slides are available via the VLE, as are a number of additional sources of
support and information.
The module will be delivered through a series classroom sessions. There will be a core of formal input
to deal with concepts, information and theory. However, by the nature of the subject, students must be
involved in discussion, exploration and questioning of the ideas and concepts presented, so that they
are able to personally reflect on issues and to make connections between theory and their personal
practice; and, thus there will be class activities, exercises, and discussions to support the input.
Class discussions and student learning set- led seminar topics are used to encourage review of new
thinking and practice over a range of organisational contexts, showing awareness of their variety.
Students are encouraged to develop solutions to problems within to their own or other organisations,
making use of current thinking, research or best practice in support of their arguments. Formative
feedback on these facilitates students in improving their understanding and performance
Transferable skill development is enhanced within the class activities, such as group work , where
leadership and interpersonal skills can be developed and/ or enhanced, and postgraduate study skills
are supported through the preparation for seminars, case study exercises and other class activities
and via ad hoc sessions dealing with topics such as literature search, referencing, critical evaluation
and writing at masters level
Syllabus outline:
Contemporary research and debates in the fields of HRM and HRD, including that
sponsored by the CIPD:
Major studies on contemporary developments in HRM/D: HRM/D practices in successful
organisations, links between HRM/D practice and business outcomes
Major theories of motivation, commitment and engagement at work and their
applications
Major motivation theories and their critics, how motivation ideas are put into practice to
support commitment and engagement at work, positively motivating others to raise their level
of performance
Development of leadership theories, earlier and contemporary. Characteristics of
successful leaders; leadership development
Leadership theories; types of leadership and management styles and their impact
characteristics of successful and unsuccessful leaders, developing leaders in organisations,
Self development for a professional context team leadership and CPD. Resolving conflict,
coaching and mentoring, influencing and providing direction
Change management theory, approaches and implementation
Effective approaches to change management and major theories of change management;
role of people management practices in managing change, leading and facilitating change
Flexible working, significance, types and applications
Contribution and promotion of flexible working; growing significance of flexibility; contribution
of HRM/D specialists to flexible working.
Aims and objectives of HRM and HRD functions and how they are implemented
Role of HRM/D in organisation and job design, attracting and retaining people, administration
of the employment relationship ; motivation, training, development and reward
Contribution of HRM/HRD specialists across the organisational range
Contemporary developments in HRM/D practice across the range of organisations
International HRM/D
Major debates on professionalism and ethics in organisations
Common ethical dilemmas faced by managers; equity and fair dealing, managing within the
expectations of the law.
Bibliography
Essential
REES, G and FRENCH, R. (Eds) (2010) Leading, Managing and Developing People
London: CIPD
WATSON,G and RESISENER, S. C. ( 2010) Developing Skills for Business Leadership
London: CIPD
Other indicative reading:
ADAMS, J. ( 2007) Managing People in Organizations: Contemporary Theory and Practice
Basingstoke: Purcell
ARMSTRONG M ( 2009) A Handbook of Human Resource Practice [11th edn] London; Kogan
Page
Aston Centre for Human Resources (2008) Strategic Human Resource Management :
Building Research-based Practice London: CIPD
BEARDWELL, J. and CLAYDON, T (2007) Human Resource Management a Contemporary
Approach 5th edition Harlow: FT Prentice Hall
BOXALL, P. and PURCELL,J. (2008) Strategy and Human Resource Management [2nd edn]
Basingstoke Palgrave Macmillan
BUCHANAN, D, and HUCZYNSKI, A. (2007) Organisational Behaviour [6th edn] Harlow: FT
Prentice Hall
HORN, R. (2009) The Business Skills Handbook London: CIPD
MABEY,C.and FINCH-LEES, T. (2008) Management and Leadership Development. London:
Sage Publications
MARCHINGTON, M and WILKINSON, A. (2008) Human Resource Management at Work:
People Management & Development 4th edition London: CIPD
MAYO, A. ( 2008) Creating a Learning and Development Strategy. [2nd edn].London: CIPD
Mumford, A. and Gold, J (2010) Management Development Strategies for Action 5th edition
London: CIPD
RAYNER, C. andADAM-SMITH, D. (2009) Managing and Leading People [2nd edn] London:
CIPD
REID, M.A. , BARRINGTON, H. and BROWN, M. ( 2009) Human Resource Development 7th
edition London: CIPD
STREDWICK, J. and ElLLIS, S. ( 2005) Flexible working [2nd edn] London: CIPD
STOREY, J (Ed.) (2007) Human Resource Management a Critical Text [3rd ed] London:
Thomson Learning
TORRINGTON, D. HALL, L. and TAYLOR,S. (2008) Human Resource Management [7th edn]
Harlow: FT Prentice Hall
TORRINGTON, D. HALL, L. TAYLOR, S and ATKINSON, C. (2009) Fundamentals of Human
Resource Management: Managing People at Work Harlow: FT Prentice Hall