As prospective employees and managers in the business world, it is essential that students have an understanding of the effective management of people. This module is therefore designed to develop an understanding of human motivation and management style, the responsibilities of employer and employee, and an appreciation of how to manage effective interpersonal relationships at work. The modules Business Organisation and Accounting and Marketing Management and Academic and Professional Development are considered desirable pre-requisites.


Intended Learning Outcomes:


  1. Review the significance of interpersonal skills in people management.
  2. Carry out effective appraisal of colleagues and self-appraisal in relation to career development.
  3. Identify and appraise personal strengths and weaknesses in managing oneself and other people.
  4. Propose applied models and activities which would improve the effectiveness of staff at work in specified organisations.
  5. Review the fundamental structures of teams and team working.


Indicative Content:


Workplace psychology: Motivation at work. Dealing with difficult people.  Assertive behaviour vs aggressive and passive behaviour. Transactional analysis and its application to dealing with staff, managers and customers.

Core interpersonal skills: Listening and constructive feedback skills.  Questioning skills and their application to managing staff and customers.

Groups and teams:  Behaviours in groups. Building effective teams. Team role theories and their practical application. Self-directed work teams.  Teamwork and performance/process improvement. Team dynamics over time.

Leadership and management: Appropriate choice of management styles.  Leadership at the organisational, group and individual levels. Situational leadership theories and their application. Choice of supervision style in relation to specified teams and individuals. Challenges of international HRM.

Strategic and operational issues in personnel and human resource management: Organisational cultures and their influence on change management. Activities within the personnel management function. Staff recruitment and selection techniques. Manpower planning; the balance between experience and energy in organisations. Organisational structures and their effects on staff performance. Commitment, congruence, cost-effectiveness and competence.

Learning and development: Structured approaches to staff development and training. Appraisal and performance feedback systems. Lifelong learning in the workplace. Balance of responsibility between employers and employees.  Mentoring, coaching and training. Individual learning styles. Action learning, review and gaining benefit from mistakes.


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