Management: perspective and practice

About Course

What does it mean to be a manager? Being a manager is a complex and challenging activity. This course, Management: perspective and practice, introduces you to the role of the manager. In this OpenLearn course you’ll look at an array of activities including leadership, human resources, finance, project management, change management, operations management and stakeholder management.

Course Content

Introduction

Introduction
Learning Outcomes

Exploring ideas

Understanding organisations

Organisational Culture

Creative problem solving
The next cluster of activities will give you some tools and techniques for untangling the complexity of this subject. Organisations and management present complex issues and, despite the usefulness of models and frameworks, the number of different perspectives one can use to view them can make them seem insurmountable. In this section, you will learn about two techniques for creative problem solving (CPS) and develop some skills in using cases for analysis. Case study analysis skills This section provides some initial guidance in reading and analysing case studies. In Activity 3.6 you will do some basic case analysis. Most importantly, the activities in this section are meant to be fun and engaging, and it is hoped that you will find them enjoyable and helpful.

Managing Learning

Conclusion

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About Course

What Will You Learn?

Course Content

Introduction

Introduction

Learning Outcomes

Exploring ideas

Exploring ideas

Your organisational problem or opportunity

The organisational context

Understanding organisations

Understanding organisations

Organisational context

What is an organisation?

Some common features of organisations

Differentiation and integration

Purpose and identity

Size and life cycle

The problem of rationality and control

Organisations as psychic prisons

Organisations as political systems

Dealing with complexity

Organisational Culture

Organisational culture

Artefacts

Values

Basic Assumptions

Culture as symbols

Types of organisational culture

Deal and Kennedy model of organisational culture

Handy’s four types of organisational cultures

National cultures and organisational culture

The Hofstede framework

The Trompenaars and Hampden-Turner framework

Distinguishing corporate and organisational culture

Managing cultural differences

Creative problem solving

Creative problem solving

Introduction to creative problem solving

What is a problem?

Solving a problem

What makes problem solving ‘creative’?

Choosing a technique or approach to problem solving

Using case studies

Case study analysis

Managing Learning

Managing Learning

Conclusion

Conclusion

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