| Short Title: | Manuf Economics & Systems |
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| Full Title: | Manufacturing Economics & Systems |
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| Reviewed By: | FIONA CRANLEY |
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| Description: | The aim of this subject is to provide the student with understanding and skills to deal
with the people management and human behaviour issues they will encounter as
professional engineers? as a team member and as a manager. |
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| Learning Outcomes: |
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| On successful completion of this module the learner will be able to | - Examine and explain what constitutes managerial
effectiveness and how it may be measured.
- Select and use appropriate techniques and
leadership style to handle the wide range of
peoplemanagement
issues which arise in
organisations.
- Explain how to delegate to subordinates and also
how to exert control in the workplace.
- Identify and describe the behavioural implications
of change in organisations and the conflict it gives
rise to.
- Identify the importance of group dynamics in
organisation improvement.
- Identify and explain the importance of job
satisfaction and be equipped with strategies
designed to improve job design.
- Evaluate the issues in interpersonal, group and
organisational communication.
- Acquire, evaluate, organise and present
information for various purposes.
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Module Content & Assessment| Content |
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Organisational Development: (6%) The broad nature and implementation of organisational development? key
challenges facing managers in the 21 st Century? organisational culture?
organisational climate? staff morale and employee commitment. Stress and
Well being at work? Motivation at work. Managerial effectiveness: (5%) Managerial effectiveness as an integrating
activity? measures of managerial effectiveness? general criteria of
managerial philosophies? choice of managerial style? poor effectiveness. Persuasion, power and influence systems: (8%) Persuasion and influence at
work? general reward theory, balance theory, reinforcement theory, twosided
appeals? the nature and sources of power and authority? the
leadership process and leader characteristics? the role of leadership in
improving organisations. Organisational Conflict: (6%) The meaning of organisational conflict? sources of conflict? strategies for
managing conflict. Job satisfaction and job design: (4%) Meaning and nature of job satisfaction? job
satisfaction and work performance? dimensions of job satisfaction? work and
psychological wellbeing?
job design? stress its
nature, impact and
management? work systems and the changing priority of production. Organisational Change: (5%) The nature and importance of organisational change? planned
organisational change? forces of change? resistance to change (individual
and organisational)? human and social implications of change? how work
and work experiences change throughout life. Employee Relations: (4%) Nature of employee relations? unitary and pluralistic perspectives? the
employment contract? behavioural dimensions? responsibility for employee
relations? industrial democracy in European countries. Group Interaction and Dynamics: (4%) The conceptual foundations for behaviour at work? factors associated with
individuals' behaviour, motives, emotions, attitudes, abilities? working in
groups/project teams? communication patterns and group processes? role
behaviour and its impact on group development? cooperation,
competition
and conflict? the functions of judgement and collaboration in decisionmaking
and planning. Promoting cohesiveness and commitment to
organisational goals. Communication: (2%) Presentation and persuasion? message ordering and its
effect on the listeners? the structuring of written communication? persuading
others of the value of an idea? composing reports, proposals, business
plans? the structuring of oral communication? techniques of persuasion and
rhetoric.
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| Assessment Breakdown | % |
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| Course Work | 30% | | End of Semester Formal Examination | 70% |
| | Outcome addressed | % of total | Assessment Date |
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| Formal End-of-Semester Examination | 2,3,4,5,7,8 | 70% | Semester End |
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| Coursework Breakdown |
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| Type | Description | Outcome addressed | % of total | Assessment Date |
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| Continuous Assessment | Key Challenges facing managers in the 21 st century (in class) | 1,2,8 | 5 | Week 3 | | Continuous Assessment | Conflict in organisations (assessed by individual report) | 1,2,4,8 | 10 | Week 5 | | Continuous Assessment | Stress and Well Being at work (assessed by individual report) | 1,2,4,8 | 10 | Week 7 | | Continuous Assessment | Individual student presentation on a selected topic about changing priorities around production management. | 1,2,4,8 | 5 | Week 9 |
IT Tallaght reserves the right to alter the nature and timings of assessment Module Workload & Resources| This course has no full time workload. |
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| Resources |
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| Required Book Resources |
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- Nelson, D., & Quick, J 2003, Organisational Behaviour-Foundations, Realities and Challenges, 4th ed Ed., West Publishing Company, USA
- Mullins, L 2004, Management and Organisation Behaviour, 7th ed Ed., FT/Prentice Hall
- Morley, M., Moore, S., Heraty, N., Linehan, M., & MacCurtain, S 2004, Principles of Organisational Behaviour – An Irish Text, 2nd ed Ed., Gill and Macmillan, Dublin
- Griffin, R 2002, Management, 7th ed Ed., Houghton Mifflin
- Pickford, J 2002, Mastering Management, FT/Financial Times
- Whetton, D., Cameron, K., and Woods 2002, Developing Management Skills for Europe, 5th .ed Ed., FT/Prentice Hall
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