Ø To introduce you to the major frameworks for analysing the activities of management
Ø To introduce you to key management and leadership issues
Ø To build your skills in understanding how managers influence and exercise power over other employees in the organisation
Ø To introduce you to the ethical dilemmas faced by managers
Ø To encourage you, through the combination of lectures and seminars, to understand and critically engage with management as a social practice.
Detailed outline of module and readings
N.B: You are NOT expected to read everything on the reading list and you need not confine yourself to items on the reading list. You ARE expected to read all the relevant sections of the textbook.
The reason for providing a large list of possible readings is, first, to help deal with the problem of library availability and second to enable you to pursue an aspect of the topic that particularly interests you. It also provides a range of levels of difficulty from the basic to the advanced, as marked in the text. Those marked basic are not necessarily simplistic, but are introductory or particularly clearly written. Those marked advanced are the most complicated or specialised readings. Bear in mind that many of the ‘classics’ on this list are available in numerous editions – any of which will do.
Clegg S., Kornberger M. & Pitsis T. (2008), Managing and Organizations. London: Sage. 2nd edition (it is acceptable to use the first edition, published 2005, but note that the chapter and page references in the reading list below refer to the second edition).
Lectures (Holly Birkett)
Managing Organizations: an introduction
Clegg et al., pp 2-17 and pp 486-500
Morgan G. (1986 or later editions), Images of Organization. London: Sage.
Ritzer, G. (2004) The McDonaldization of Society. Thousand Oaks, CA: Sage. Basic