In business and management studies, the subject curriculum is generally more concerned with business than management. In this course we deliberately focus more on management than business and since the practice of managing and leading is not a separate subject like marketing, finance or economics etc, the course is deliberately designed around five generic realities that collectively form the subject of inquiry. We treat managing and leading not as an academic discipline, but as a subject of reflective inquiry, and the focus is deliberately holistic to help you develop a broad understanding of management in practice as a whole. In considering the five generic realities, the course draws on multiple disciplines including history, management studies, philosophy, psychology, organisation studies, sociology and neuroscience, and there will be a strong emphasis on relating the study materials to your own ideas and experiences. Other important delivery features include a highly interactive lecture programme, the use of film and video, and various applied exercises and tasks to develop your practical skills for working in any organisation after you leave AMBS.
BSc (Hons) Management (Accounting and Finance)
Gain the skills required to become a dynamic manager and focus on accounting and finance from second year onwards.
Study core and specialist areas of business and management according to your personal or academic interests or career ambitions. Specialise in accounting and finance whilst still benefitting from a huge amount of choice across this flexible course.
Graduate employers look for candidates with work experience, practical skills and professionalism. This course is available with an optional work placement year. Put theory into practice, build your confidence, earn a salary and enhance your employability.
Ranked 4th in the UK for business and economics (source: THE 2017)
Ranked 22nd in the world for business and economics (source: THE 2017)
BSc Management (Accounting and Finance)
Year of entry: 2020
Course unit details:
Exploring Management in Practice
|Unit level||Level 3|
|Teaching period(s)||Semester 1|
|Offered by||Alliance Manchester Business School|
|Available as a free choice unit?||No|
Option for Mgt/Mgt (Specialism), IM & IMABS.
The focus of this course is on understanding management in practice and by this we mean the actual practice of managing and leading in any organisational setting. In short, we consider five realities that apply to all practising managers in organisations: (1) all managers have responsibilities; (2) all managers have to make decisions in challenging situations; (3) all managers engage in social interaction and various forms of communication ; (4) all managers exhibit different styles of managing and leading; and (5) all managers have power to advance particular interests and objectives. These five realities are important to consider because of their practical implications and consequences, and the aim is not to cover them in a series of bland theoretical lectures but rather to consider them both practically and critically, using ideas from various subjects and disciplines. In delivering the course this way, the learning and development objectives are to deepen your understanding of the realities of management in practice and to develop your practical skills in areas such as decision making, facilitative leadership and reflective practice for working in any sector of business and management.
At the end of the course students should have:
1. A more holistic understanding of management in practice: the origins and evolution of professional management, contextual aspects, management responsibilities and challenges.
2. An understanding of how managers think-in-action and how decisions are actually made in practice together with some actionable insights, ideas and tools.
3. An understanding of how managers engage in social interaction and different forms of communication coupled with some practical implications, ideas and tools.
4. Some appreciation of different management and leadership styles and development of practical skills for facilitative leadership and working collaboratively with others.
5. A more critical understanding of how managers use power to advance particular interests and objectives, and how other forms of power influence social action in organizations.
Teaching and learning methods
Delivery: facilitated class discussions, group exercises, online discussion
Interactive lectures: 30 hours (10 sessions * 3 hours per week, over 10 weeks)
Private study: 170 hours
Total study: 200 hours
Total study hours: 100 hours split between lectures, classes, self study and preparation for classes, and coursework.
Informal Contact Methods
Applied Group Exercise (self-explanatory slidepack (max 20 slides/5000 words)) [40%]
Personal Reflection Portfolio (self-explanatory slide pack (max 15 slides/3000 words)) [60%] The individual self-explanatory slidepack replaces the 3000 word reflection paper and will be expected to show evidence of critical personal reflection on the five course topics: specifically, five personal learning points instead of the current three, and one per topic, each personally narrated in terms of what the learning point is, why it is important to the student personally, and how they intend to apply the learning gained in future situations.
Methods of Feedback to Students
- Informal advice and discussion during a lecture, seminar, workshop or lab.
- Responses to student emails and questions from a member of staff including feedback
provided to a group via an online discussion forum.
- Specific course related feedback sessions.
- Written and/or verbal comments on assessed or non-assessed coursework.
An electronic reading list will be provided with all the links to recommended learning materials specifically linked to the course programme and the two assignments.
|Scheduled activity hours|
|Independent study hours|
|Mark Winter||Unit coordinator|
Dependent course units: N/A
Programme Restrictions: BSc Management and Management (Specialisms), IM and IMABS.
For Academic Year 2019/20
Updated: May 2019
Approved by: March UG Committee
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