Undergraduate Course: Industrial Management 1 (BUST08002)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 8 (Year 1 Undergraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 20 |
ECTS Credits | 10 |
| Summary | Industrial Management 1h is run by the Business School for students in the College of Science and Engineering. The course is designed to assist non-specialist students to acquire understanding of business organisations and management processes, and their relevance in complementing technical skills. The course is designed both to be self-contained for those who do not intend to study the subject further, and to complement Techniques of Management for Scientists and Engineers and other business courses that may be undertaken within Science and Engineering for accreditation purposes. |
| Course description |
The course is divided into four modules: Marketing; Markets, Profits and Prices; The Management of Human Resources; and Accounting. It seeks to provide an integrated introduction to the business environment, the nature of business organisations, the role of the manager and techniques relevant to management.
In addition to lectures there are four tutorial sessions at which attendance is compulsory. These are chiefly case study exercises designed to illustrate the more abstract concepts introduced in lectures, and must be prepared for in advance.
INTRODUCTION TO THE COURSE
Objectives
To set out the structure and aim of the course, and to introduce the ideas around the creation of value by firms
Module 1 - Marketing
Lecture 1: Introduction to Marketing
Lecture 2: Consumer Behaviour
Lecture 3: Segmentation, Targeting and Positioning
Lecture 4: Product
Lecture 5: Price
Lecture 6: Promotion and Place (Distribution)
Lecture 7:¿Digital Marketing and Review Session
Module 2 ¿ Markets, Profits and Prices
Objectives
To introduce some of the fundamental tools and concepts of microeconomics which are useful for solving economic problems and in assisting managerial decisions.
Aims
To teach core principles in a way that is accessible to students with basic mathematical background (calculus) and none or little economic knowledge; to provide a tutorial which allows for the learning of economics through the practice of economics, to provide an examination which gives the appropriate incentive to students.
Lecture 1: Introduction
Lecture 2: Marginal Cost
Lecture 3: Economies of Scale
Lecture 4: Marginal Revenue and Demand
Lecture 5: Demand Elasticity and Profit Maximisation
Lecture 6: Game Theory and its Applications
Lecture 7: Morality and Market failure
Module 3 - The Management of Human Resources
While the technical aspects of management are, of course, important for the successful functioning of an organisation, understanding the process of management and the nature of a manager's role in managing people is also a critical component of management education. Organisations, commercial or otherwise, are the most ubiquitous of social entities, but the common denominator amongst all organisations is that they are operated by humans who need to be managed, i.e. directed, co-ordinated, monitored and controlled. And it is the organisation of people in the workplace which constitutes the most basic management process. Organisational Behaviour is the field of theory and practice concerning the management of human resources, extending the education of managers to the study of people, groups and their interactions within organisations.
AIM OF MODULE
The task of this module of the Industrial Management course is not to provide a comprehensive overview of Organisational Behaviour which embodies a wide range of theories and approaches to the management of human behaviour in the workplace. Instead, the purpose of this module is to offer an insight into the principal approaches that managers use in both manufacturing and service sector organisations to design work and manage employees, and to indicate the way that perspectives on such approaches are currently changing.
Lecture 1: Organisational Structure: Bureaucracy and Rationality
Lecture 2: The Scientific Management Tradition and Fordism
Lecture 3: The Human Relations Tradition: Work Psychology.
Lecture 4: Job Re-design and Team Working
Lecture 5: Cases in Alternative Work Design/Teamworking: Volvo and Toyota.
Lecture 6: HRM Policies and Practices.
Lecture 7: HRM in the 21st Century and Module Review.
Module 4 - Accounting
AIM OF MODULE
This module aims to introduce students to management accounting, and in particular to the budgeting process.
At the end of the module students will be aware of the relevance management accounting has within an organisation. Students will have understandings of the cost behaviour, which needs to be accounted when planning and budgeting. Students are also expected to understand the nature and purpose of the budget and be able to prepare a simple budget as well as analyse the achieved results in relation to the budgeted one.
Lecture 1: Management accounting and the planning and control process
Lecture 2: Cost behaviour and break even analysis
Lecture 3: Direct and indirect costs
Lecture 4: Budgeting concepts
Lecture 5: Budgeting workings (preparing a budget)
Lecture 6: Variance analysis (I)
Lecture 7: Variance analysis (II)
Tutorial attendance is a compulsory part of the course. Attendance at tutorials will be recorded.
Tutorial 1 Marketing: Repositioning Skoda (Case Study)
Tutorial 2 Markets, Profits and Prices
Tutorial 3 The Management of Human Resources (Japanization in the UK: Experiences from the Car Industry Case Study)
Tutorial 4 Accounting tutorial exercises
Student Learning Experience
The lectures provide a broad overview of the topic that students are expected to clarify or supplement by consulting the recommended literature set against each topic. There is much focus in lectures on practical examples, to help bridge understanding between theory and practice.
Tutorials are especially focused upon case-study methods to illustrate practical manifestations of concepts and techniques introduced in lectures.
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Course Delivery Information
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| Academic year 2015/16, Not available to visiting students (SS1)
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Quota: None |
| Course Start |
Semester 1 |
Timetable |
Timetable |
| Learning and Teaching activities (Further Info) |
Total Hours:
200
(
Lecture Hours 30,
Seminar/Tutorial Hours 4,
Summative Assessment Hours 2,
Revision Session Hours 1,
Programme Level Learning and Teaching Hours 4,
Directed Learning and Independent Learning Hours
159 )
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| Assessment (Further Info) |
Written Exam
70 %,
Coursework
30 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
1 Essay of 1500 words in Semester 1 (30%)
Choice of 3 topics (not including Accounting)
December Degree Exam = 70% (Accounting question compulsory)
Resit Exam = 100% |
| Feedback |
Feedback on Coursework and Examinations
Generic feedback on your coursework, together with individual marks, will be available on Learn on DATE (to be confirmed). You can also look at your individual feedback from SAME DATE in the UG Office (Room 1.11, Business School, 29 Buccleuch Place) and take away a copy of the feedback form, but you will not be able to take away the original piece of coursework, as it may be required by the Board of Examiners.
Your examination marks will be posted on Learn (together with generic feedback and examination statistics) as soon as possible after the Boards of Examiners¿ meeting (normally end of January/beginning of February). You will have the opportunity to look at your examination scripts in early February in the UG Office (Room 1.11, Business School, 29 Buccleuch Place). Non-Honours students are permitted to take examination scripts away with them from the UG Office.
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| Exam Information |
| Exam Diet |
Paper Name |
Hours & Minutes |
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| Main Exam Diet S1 (December) | Industrial Management 1h | 2:00 | | | Resit Exam Diet (April/May Sem 1 resits only) | Industrial Management 1h | 2:00 | |
Learning Outcomes
On completion of this course, the student will be able to:
- Understanding and explain basic economic theory and accounting concepts and practices.
- Demonstrate understanding and application of concepts and techniques associated with the chief functional management disciplines.
- Discuss the relevance of contextual factors in impinging upon productive performance.
- Discuss the relevance of management disciplines as a means of improving productive performance.
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Reading List
MODULE 1 MARKETING
Jobber, D. and J. Fahy (2009). Foundations of Marketing. McGraw-Hill, Maidenhead.
Or: Kotler, P. (2000), Marketing Management, The Millennium Edition, Prentice Hall, London.
Or: Kotler, P. (2003), Marketing Management, 11th Edn, Prentice Hall, London.
Other introductory marketing textbooks, that cover the topics in this module, may also be used.
MODULE 2 Markets, Profits and Prices
The lecture notes to be found on the course website on Learn https://www.myed.ed.ac.uk
The following textbooks also cover some of the topics and can be used for additional reading:
H. Davies & P. L. Lam, Managerial Economics, 3rd edn, Prentice Hall, 2001
L. Png & D. Lehman, Managerial Economics, 3rd edn, Blackwell, 2007
P. Keat & P. Young, Managerial Economics, 6th edn, Prentice Hall, 2009 J. Crook & D. Reekie, Managerial Economics, 4th edn, Pearson, 1995
MODULE 3 The Management of Human Resources
Buchanan. D. & Huczynski, A. (2013) Organisational Behaviour: An Introductory Text. Prentice-Hall. (Now in its 8th. Edition). Also available as an e-book accessible via the library website.
Fincham, R. & Rhodes, P. (2005) Principles of Organizational Behaviour, Oxford University Press: Oxford (4th edition)
MODULE 4 Accounting
J R Dyson, Accounting for Non-Accounting Students, Pitman Publishing, 2007, 7th Edition. |
Additional Information
| Graduate Attributes and Skills |
COGNITIVE SKILLS
1. Have developed the facility, through tutorials, to analyse and solve organisational problems and issues.
2. Appreciate the contribution of social science perspectives towards understanding and improving organisational performance.
KEY SKILLS
1. Demonstrate ability to digest, summarise and evaluate critically a range of management literature and to structure and present written work in accordance with academic and social science conventions in reaching reasoned conclusions.
2. Through tutorials, have been encouraged to develop oral skills and the confidence to present, discuss and challenge key managerial issues and concepts in group settings.
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| Keywords | Not entered |
Contacts
| Course organiser | Mr Ben Marder
Tel:
Email: |
Course secretary | Miss Anne Cunningham
Tel: (0131 6)50 3827
Email: |
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