| CODE | LAS2038 | |||||||||
| TITLE | Management Skills: Bringing out the Best in Yourself at Work | |||||||||
| UM LEVEL | H - Higher Level | |||||||||
| MQF LEVEL | 6 | |||||||||
| ECTS CREDITS | 4 | |||||||||
| DEPARTMENT | Centre for the Liberal Arts and Sciences | |||||||||
| DESCRIPTION | The influence of human personality upon the functional efficiency of an organization and its personnel has been widely recognized. Accordingly, recent years have seen a variety of efforts by professionals in various fields to design programmes based on research findings in order to help develop certain positive trends in personality. Through a process of teaching and training, this Unit screens out those barriers that stand in the way of the expression of individual personality. The Unit considers a series of influential recent perspectives in management by focusing on different schools of thought, approaches, and techniques, each of which can be useful in managerial contexts. Participants in this Unit will explore the meaning of motivation as well as evaluate main theories of motivation and its link to job satisfaction and employee engagement. The Unit will also consider the role (and shortcomings) of discipline in producing effective discipline or good people management, and how managers need to understand their organisations’ aims in discipline, its policies, practices, and processes, its approach to alternatives to discipline, and its way of handling disciplinary procedures. As a result, it will help participants to create a more dynamic, loyal, and energised workplace, thus providing participants with a richer multi-faceted understanding of managerial issues, with the aim to broaden and sharpen participants’ managerial frame of mind. Moreover, this Unit aims to improve organisational performance through people development and process optimisation, while creating scenarios that are conducive to change, innovation and the reinforcement of the organisational values. In today’s business world, it is vital that managers have good people management skills. In an Information Age, it is people who are the difference between a business that thrives and one that just survives. In particular, there are key people management skills that managers must have to lead and manage. This Unit will provide participants with first-hand ideas developed by a number of influential scholars in the management field. These theories establish the skills and talents needed to create high performing teams. Specifically, this Unit will provide participants the insight on areas such as personal development, enneagram styles, effective communication, conflict management, appraisal skills, discipline, recruitment and selection, training skills, talent, culture, strategy, decision making, problem solving, motivation, leadership styles, and execution. Literature on employee engagement establishes that one of the primary objectives of managers is to get the best performance from employees, and this Unit will discuss how this can be achieved on a day-to-day basis using the policies and procedures established by their respective organisation, as well as through managing employees’ performance through appraisal and performance review. All organisations today face rapid and often unexpected change. Giving employees the knowledge, skills and attitudes to cope with change is not just good people management. It is a prerequisite to business survival and success. This Unit will show students the vital role of training in modern organisations, which is no longer a matter just for specialists, but an organisational responsibility shared by all those with an interest in making the most of the human resource. This Unit shall encourage students to create growth and value to organisation. Moreover, it will provide students with highly refined political and managerial leadership skills associated with the demands in today’s competitive environment. Learning Outcomes: 1. Knowledge & Understanding: By the end of the Unit the student will be able to: - Demonstrate insight and knowledge on the enneagram styles; - Demonstrate the process of in-depth mastery of influential new thoughts in the field of management and leadership theories; - Define motivation and its impact on performance; - Explain the disciplines of Human Resource Management and Development have developed over the years; - Describe the dynamics of the organization, and manage interaction of employees; - Examine how values impact employees’ behaviour, motivation and job satisfaction; - Demonstrate open communication, encourage risk taking, define roles, provide feedback, share knowledge, acknowledge and reward self-development initiatives and encourage autonomy; - Develop leadership skills including motivation, assertiveness, time stress and provide constructive criticism. 2. Skills: By the end of the Unit the student will be able to: - Identify and define managerial issues; - Select and apply theories, approaches, management “tool kits” that are the most relevant and helpful in a particular situation, and combining them in a coherent way and fashion; - Reflect upon their individual personal attributes in relation to developing leadership potential; - Develop a personal leadership development action plan; - Demonstrate effective communication skills; - Demonstrate the ability to access, retrieve and utilise evidence appropriately; - Demonstrate a commitment to improve self performance and others. Main Text/s and any supplementary readings: Main Texts: - Beer, M. and Nohria, N. (2000).’Cracking the Code of Change’, Harvard Business Review, November-December, pp. 127-139. - Bradford, D.L and Cohen, A.R. (1998). Power up. New York: John Wiley & Sons. - Garvin, D.A. (1993). ‘Building a Learning Organization’, Harvard Business Review, July-August, pp. 78-91. - Katzenbach, J.R. and Smith, D. K. (2003). The Wisdom of Teams: Creating the High Performance Organisations. New York: HarperCollins. - Kotter, J.P. (1995). ‘Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, March-April, pp. 133-141. - Training MTD (2010). Effective communication skills. MTD Training and Ventus Publishing ApS. Accessed Online: Bookboon. Supplementary Readings: - Hinterhuber, H.H. and Popp, W. (1992). ‘Are you a strategist or just a manager?’ Harvard Business Review, January-February, pp. 105-113. - Hitt, M.A, Keats, B.W and DeMarie, S.M (1998). ‘Navigating in the New Competitive Landscape: Building Strategic Flexibility and Competitive Advantage in the 21st Century’, Academy of Management Executive, vol.13, pp: 43-57. - Ireland, R.D, and Hitt, M.A (1999). ‘Achieving and Maintaining Strategic Competitiveness in the 21st Century: The Role of strategic Leadership’, Academy of Management Executive, 13 (1), pp.43-57. - Kouzes, J.M. and Posner, B.Z. (1993). Credibility. San Francisco: Jossey-Bass. - Mankins, M.C and Steele, R. (2006). ‘Stop Making Plans: Start Making Decisions’, Harvard Business Review, January, pp.76-84. - Pascale, P., Millemann, M., and Gioja, L. (1997). ‘Changing the Way We Change’, Harvard Business Review, November-December, pp. 127-139. |
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| ADDITIONAL NOTES | Pre-requisite Knowledge, Skills and Competences: Professional employees working in the health care sector. | |||||||||
| STUDY-UNIT TYPE | Lecture | |||||||||
| METHOD OF ASSESSMENT |
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| LECTURER/S | Maria L Cutajar |
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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 2023/4. It may be subject to change in subsequent years. |
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