Module Code:
FDMN/S/H 02I
BAMN/S/H 02I
Level:
CONTEMPORARY MANAGEMENT: FUNCTIONS &
PROCESSES
5
Credit Value:
30
Pre-requisites:
Introduction to Management
Module Description
This module begins with a study of the three key management functions marketing, HRM and accounting – and, through the use of case studies, traces and
analyses their application in contemporary businesses and work organizations. The
module will then proceed to examine how contemporary organizations integrate
these functions and shift managerial perspectives and practices from functions to
processes. In studying these functions and processes, a focus will be maintained
upon the tasks of planning, controlling and reviewing performance. Contemporary
management practice will be studied within changing organizational, consumer and
environment contexts. Examinations of contemporary organizations will include the
study of re-engineered, process-oriented, cellular and ‘spaghetti’ organizations.
The module builds upon learning undertaken in core level C modules (most
especially Introduction to Management) and constitute a bridge to the level H
module Strategic Management)
Learning Outcomes
On completion of this module, students will be able to:
1. Recognise how effective management anticipates and responds to changing
environment factors and shifting consumer demands
2. Analyse concepts, theories and techniques of marketing management, human
resource management and management accounting, and trace their application
to contemporary management practice
3. Show how management functions can be integrated to achieve effective
performance in core organizational processes
4. Analyse how effective management encourages organizational learning and
growth
5. Determine criteria by which the effectiveness of management practice can be
evaluated
Taught from 2012/13 Academic Year
Indicative Content
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Building and maintaining sustainable competitive advantage.
Visions, missions and objective setting
The learning organisation
Matrix and ‘spaghetti’ organizations
Monitoring financial performance and controlling costs
Decision support techniques
Costing and budgeting
HRM planning and operations
Performance management
Marketing planning, monitoring and control
Responding to the customer
Business process re-engineering
Balance scorecard
Quality Management
Learning & Teaching Strategies
The module will be delivered through lectures and seminars, with use made of
contemporary case studies and simulated business problems. Self-managed
learning will supplement lectures and seminars, and students will be provided with
guidance in the required reading.
Assessment
 Written report, 1500 words (20%); Mood board (5%)
 Finance Component: examination, 2 hours (25%);
 HR and Contemporary Issues joint written report, 4000 words (50%).
Specific Learning Resources
None.
Bibliography
Highly Recommended:
Hannagan, T. (2008) Management: Concepts & Practices 5th ed. London: FT Prentice Hall
Beardwell, I. & Claydon, T. (2007), Resource Management: A Contemporary Approach, 5th
edition, London: FT/Prentice Hall
Recommended:
Boddy, D. (2008) Management An Introduction, 4th ed London: FT/Prentice Hall
Cambell, D. & Craig, T. (2005) Organisations and the Business Environment.
Butterworth-Heineman
Taught from 2012/13 Academic Year
Oxford:
Jones, G. R. & George, J. M. (2011) Essentials of Contemporary Management, 4th Edition,
New York: McGraw-Hill Irvine
Mullins, L. J (2005) Management and Organisational Behaviour, 7th Edition, Harlow: FT
Prentice Hall
Redman, T. & Wilkinson, A. (2006) Contemporary Human Resource Management, 2nd
Edition, London: FT Prentice Hall
Taught from 2012/13 Academic Year