MNM1G004: Managing People

Module code: MNM1G004

Module provider: International Business and Strategy; Henley Business School

Credits: 15

Level: 7

When you'll be taught: Full year

Module convenor: Dr Min Zou, email: m.zou@henley.ac.uk

Pre-requisite module(s):

Co-requisite module(s):

Pre-requisite or Co-requisite module(s):

Module(s) excluded:

Placement information: No placement specified

Academic year: 2024/5

Available to visiting students:

Talis reading list:

Last updated: 19 November 2024

Overview

Module aims and purpose

The module covers key issues of how people are managed in order to drive organisational performance. It considers the external and internal contextual factors that impact on managing people, the contribution of the approach to people management at a strategic level in setting and achieving organisational objectives. It addresses the respective roles of the HR function and line management in the processes of resourcing, performance management, reward and development as well as the theories and concepts that underpin the performance of the individual at work.

The Managing People module is designed for practicing and potential managers to enable them to:

• develop an appreciation of the roles of the HR function and line managers in managing people;

• consider the impact of context on managing people, particularly in national, international and multinational contexts; public and private sectors; large, medium and small enterprises;

• develop awareness of the issues and practices that support and hinder the management and development of people in organisations;

• develop an understanding that no ‘best way’ exists in the management of people and encourage the learner to identify dilemmas and practices in the workplace.

Module learning outcomes

By the end of the module it is expected that programme members should be able to:

• Gain knowledge and understanding of context and culture under which organizations operate;

• Critically evaluate the role and contribution of the HR function (from both line manager and employee perspective) to organisational performance and effectiveness;

Describe, analyse and evaluate talent management processes from recruitment and selection to development using appropriate theories, models and frameworks;

Identify opportunities for coaching, training and development needs using appropriate models and frameworks;

• Examine and understand reward and recognition at an individual and organisational level using latest scientific research evidence;

• Critically evaluate the role of performance management i.e. planning, managing and reviewing performance at both an individual and organisational level and its impact on talent management;

• Understand human behaviour, motivation and engagement in order to understand and manage one’s own motivation�� ��and that of team members;

• Learn traits for success as a people manager.

��

Depending on the mode of study there are a variety of activities to encourage programme members to:

• Work collaboratively to clarify tasks, solve problems, build and share learning;

• Plan and implement learning and assignment tasks in an autonomous manner;

• Demonstrate personal effectiveness though self-management and their own capacity to organise priorities efficiently;

• Gain increased self-awareness through personal reflection and insight from concepts and theories (either from this or the related Personal Development module) and demonstrate reflection upon their own and others functioning;

• Demonstrate effective two-way communication: listening, negotiating, presentation skills, interacting with others and in writing by producing output in the form of presentations, business reports and more academic outputs;

• Use models/frameworks and conduct initial basis research of both literature and primary data, with the minimum of guidance;

• Scan and organise the wealth of presented data, abstracting meaning in order to gain and share knowledge;

• Understand own learning and begin to reflect upon and track its progress.

Module content

The key topics covered in all modes of study which are important to managing people within contemporary organisations include:

• context and culture

• understanding human behaviour, motivation and engagement in order to understand and manage one’s own motivation and that of team members

• the role and contribution of the HR function (as it applies to a line manager audience)

• traits for success as a people manager

• performance management – planning, managing and reviewing performance at both an individual and organisational level

• talent management from recruitment and selection to development

• coaching, training and development

• reward and recognition at an individual and organisational level.

The module is structured around these topics. The module core addresses the fundamental topics within the subject area.��

The module is taught keeping in mind the international i.e. cross-cultural context with respect to managing people situations.

Structure

Teaching and learning methods

The module uses a blended-learning approach, incorporating self-study, face-to-face workshops, group work and tutor support. Key module content will be delivered in workshops, which comprise a mixture of content delivery, class discussion, and practical application exercises.

Study hours

At least 24 hours of scheduled teaching and learning activities will be delivered in person, with the remaining hours for scheduled and self-scheduled teaching and learning activities delivered either in person or online. You will receive further details about how these hours will be delivered before the start of the module.

Please note the independent study hours above are notional numbers of hours; each student will approach studying in different ways. We would advise you to reflect on your learning and the number of hours you are allocating to these tasks.

Semester 1 The hours in this column may include hours during the Christmas holiday period.

Semester 2 The hours in this column may include hours during the Easter holiday period.

Summer The hours in this column will take place during the summer holidays and may be at the start and/or end of the module.

Assessment

Requirements for a pass

50% pass mark - “Students need to achieve an overall module mark of 50% to pass this module.”�� ��

Summative assessment

Penalties for late submission of summative assessment

This module is subject to the Penalties for late submission for Postgraduate Flexible programmes policy, which can be found at:

/cqsd/-/media/project/functions/cqsd/documents/qap/penaltiesforlatesubmissionpgflexible.pdf

The Module Convenor will apply the following penalties to work submitted late:

• where the piece of work is submitted up to one calendar month after the original deadline (or any formally agreed extension to the deadline): 10% of the total marks available for that piece of work will be deducted from the mark;��
• where the piece of work is submitted more than one calendar month after the original deadline (or any formally agreed extension to the deadline): a mark of zero will be recorded.

You are strongly advised to ensure that coursework is submitted by the relevant deadline. You should note that it is advisable to submit work in an unfinished state rather than to fail to submit any work.

Formative assessment

Formative assessment is any task or activity which creates feedback (or feedforward) for you about your learning, but which does not contribute towards your overall module mark.

Reassessment

Additional costs