Undergraduate Course: Industrial Management 1 (BUST08002)
Course Outline
| School | Business School |
College | College of Arts, Humanities and Social Sciences |
| 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: Economics, Marketing, 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: Economics
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 to Economics
Lecture 2: Consumer Choice and Demand
Lecture 3: Production and Cost
Lecture 4: Perfect Competition
Lecture 5: Monopoly and Pricing
Lecture 6: Imperfect Competition
Lecture 7: Market Failure
Module 2: Marketing
Lecture 1: Introduction to Marketing
Lecture 2: Consumer Behaviour
Lecture 3: Segmentation, Targeting and Positioning AND Products and Brands
Lecture 4: Products and Brands
Lecture 5: Price and Promotion
Lecture 6: Promotion and Place (Distribution)
Lecture 7: Ethics, Overview, Reflections and Review Session
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: Introduction to financial and accounting problems in strategy and planning
Lecture 2: Activity-Based Costing
Lecture 3: Balanced Scorecard
Lecture 4: Strategy execution
Lecture 5: Budgeting
Lecture 6: Cost-Volume Profit Analysis
Lecture 7: Accounting and Ethics, Module Review
Tutorial attendance is a compulsory part of the course. Attendance at tutorials will be recorded.
Tutorial 1 Economics
Tutorial 2 Marketing: Repositioning Skoda (Case Study)
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
| Not being delivered |
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: Economics
The lecture notes to be found on the course website on Learn.
The following textbooks also cover some of the topics and can be used for additional reading:
Sloman, Garratt, and Guest. Economics, 10th ed., Pearson, 2018
Png, Ivan. Managerial Economics, 5th ed., Routledge, 2015
Davies, Howard, and Pun-Lee Lam. Managerial economics: an analysis of business issues, 3rd ed., FT Prentice Hall, 2001
Keat, Paul, Philip Young, and Stephen Erfle. Managerial Economics: Economic Tools for Today's Decision Makers, 7th ed. Pearson, 2014.
MODULE 2: Marketing
Jobber, D. and J. Fahy (2015). 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 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. |
| Keywords | Not entered |
Contacts
| Course organiser | Dr Joosung Lee
Tel: (0131 6)51 1375
Email: |
Course secretary | Ms Chrysanthi Manidou
Tel: (0131 6) 50 3826
Email: |
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