Undergraduate Course: Managing Professional Life (EDUA10119)
Course Outline
| School | Moray House School of Education |
College | College of Humanities and Social Science |
| Credit level (Normal year taken) | SCQF Level 10 (Year 3 Undergraduate) |
Availability | Not available to visiting students |
| SCQF Credits | 20 |
ECTS Credits | 10 |
| Summary | This course focuses on the organisational context of community education practice in a variety of statutory and voluntary sector settings. |
| Course description |
Participants on this course will consider what is involved in building organisations and being responsible for their own and others' work. The emphasis is on applied knowledge and understanding in areas such as supervision, teamwork, planning and development, finance and funding, evaluation and accountability. The skills and activities of management are considered with reference to the current policy context and in relation to differing interpretations of the management function.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
Course Delivery Information
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| Academic year 2017/18, 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 22,
Programme Level Learning and Teaching Hours 4,
Directed Learning and Independent Learning Hours
174 )
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| Assessment (Further Info) |
Written Exam
0 %,
Coursework
100 %,
Practical Exam
0 %
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| Additional Information (Assessment) |
Students will engage in an extended case-study analysis. This will involve four discrete tasks undertaken and submitted over the duration of the course. The assessment task will be equivalent to 4,000 words in total, and will involve both individual activities and group project work. |
| Feedback |
Feedback is an integral part of Managing Professional Life and takes many forms. We encourage you to see learning and teaching as a partnership: we will do our best to give you helpful feedback on your work, and it is up to you to make the best use of the feedback you receive. If you find yourself unsure of how to make good use of feedback, please speak to Dr Margaret Petrie, Course Organiser. You will also find a wealth of information on feedback, including information about what to expect and how to make use of it, on the University¿s Enhancing Feedback website, available at:
http://www.enhancingfeedback.ed.ac.uk/
Informal Feedback
Informal, formative feedback takes place during class discussions throughout the course. The course organiser will comment on your understanding of the ideas covered in the course, and may give you specific advice regarding your progress. Such feedback is intended to help you understand what your strengths and development points are, and to enable you to take informed responsibility for your learning and progression.
Formal Feedback
The most important formal feedback in relation to the course comes in the form of comments and grades for the various assessments. As well as a grade you will be given an indication of the strengths and weaknesses of your work, including suggestions as to how you might improve or build on your work, in future courses
We will aim to release your provisional marks and feedback for the various assessment elements according to the timetable shown in the assessment schedule. If there is a delay for reasons that cannot be anticipated we will let you know as soon as possible, and will give you a revised date when you will receive your marks and feedback. Marks and comments will be made available through the course Learn pages.
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| No Exam Information |
Learning Outcomes
On completion of this course, the student will be able to:
- Students will be able to Identify influences on, and competing understandings of, professional identity and the problematic relationship between policy-making and management in a professional setting.
- Students will be able to elaborate a coherent approach to staff development in professional settings
- Students will be able to explain the nature of power and authority in organisations as well as analyse mechanisms and identify appropriate methods for decision making in organisations
- Students will be able to describe examples of the assessment and evaluation of programmes and projects
- Students will be able to describe a strategic approach to raising and controlling funds
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Reading List
Recommended Purchase:
Adirondack, A. (2006) Just About Managing: Effective Management for Voluntary Organisations and Community Groups, London: London Voluntary Service Council
And:
Hudson, M (2004) Managing Without Profit: The art of managing third-sector organisations London; Penguin Books in association with The Directory of Social Change
Students should also make use of the following which is available as an e-book through the University Library:
Mullins, L. (2007) Management and Organisational Behaviour, London: Pitman Publishing.
These e-books also available through the University library, while not core texts are also useful:
Alvesson, M. Bridgman, T. and Willmott H. Eds. (2011) Oxford handbook of critical management studies, Oxford University Press
Alvesson, M. and Willmott, H. Eds. (2011) Critical Management Studies, London: SAGE
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Additional Information
| Graduate Attributes and Skills |
Not entered |
| Keywords | Not entered |
Contacts
| Course organiser | Dr Ken Mcculloch
Tel: (0131 6)51 6184
Email: |
Course secretary | Mrs Lesley Spencer
Tel: (0131 6)51 6373
Email: |
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