Nottingham Trent University Module Specification

Transcription

1 Nottingham Trent University Module Specification Basic module information 1 Module Title: International Human Resources and Information Management. (IHRIM) 2 Module Code: BUSI 3 Credit Points: 20 4 Duration: 1 term 5 School: Nottingham Business School 6 Campus: City 7 Date: February Pre, Post and Co-requisites: These are modules that you must have studied previously in order to take this module, or modules that you must study simultaneously or in a subsequent academic session Pre, Co, Post Module Code Module Title 9 Programmes containing the module Level Core/Option Mode Code M Core FT BUSI 112 BUSI 111 Programme Title Joint MSc in European Business & Finance Joint MSc in International Business & Management 10 Overview and Aims This module provides management students the opportunity to study two core sub disciplines, Human Resource Management (HRM) and Information Systems (IS) as a coherent whole. The focus of this coherent whole will emphasise both the uniqueness of both disciplines but also their interrelatedness in terms of their contribution to the development and changing needs of organisational practises. These disciplines are often taught as independent silos under the management rubric but in fact share a common concern reflected in changing organisational needs, practises, structures, and cultures, as well as changing roles reflected by and through technological deployment, sustainability and information use. The module starts by introducing the study of HRM from the global perspective and examining the historical and societal contexts to development of early management theory. The module examines the changing global working environment and the issues which managers need to understand, such as social, cultural, political, legal, technological, power and the informal organisation. Inevitably, the way in which Page 1

2 work is organised and managed has consequences for the management of people and this is initially explored from the organisational, group and individual perspective. In the second stage of the module attention is redirected towards the role of technology in the constant reshaping of the organisational environment, the tasks that people complete and how those tasks are enacted across changing roles. Further, the role of information and knowledge in shaping activities at the organisational, group and individual level are examined in the context of what it is to manage and how these are constituted in terms of organisational and individual knowledge. We also consider what can we learn from recent developments across HRM, organisational behaviour and information management theory and employ concepts from both to better understand the range of determinants which affect managerial effectiveness. In doing so we will consider the skills and knowledge managers need in order to chart a course through organisational life and the role that information and knowledge play in the processes of managing and leading a global workforce in the twenty first century. The aim of the module is to develop in programme members a critical awareness of current and emerging issues in the managing of organisations, with particular focus on the relationship between people, information and knowledge and how these contribute towards global citizenship and the international manager focus. Achieving this aim will enhance the contribution of these key assets in sustaining long-term personal and managerial success. 11 Module Content a) Introduction to and explanation of the module in terms of its scope and integrated subject matter b) Introduction to international dimensions of Human Resource Management and Management/Organisational Behaviour: aimed at providing the necessary background in management theory and practice. c) Core theories, concepts and concerns relating to recruitment, selection, training, motivation, leadership and staffing strategies at international level. d) Exploring data, information and knowledge: an examination of the ways in which information is used and distorted in organisations and the impact of ICT-enabled applications on management. e) Information and knowledge: potential value and competitive advantage. Introducing and exploring key applications and their role within the international organisation. This will include key features, relationships and implications for data, information, knowledge. and for people and their relationship to IS and culture. f) Development of people and their relationship IS and culture as a mechanism for discussing both success and failure within the organisational environment. Highlighting changing roles and skills requirements which provide wider implications. 12 Indicative Reading Beynon-Davies, P. (2009) Business Information Systems, Basingstoke, Palgrave Macmillan Brewster, C., Sparrow, P. and Vernonet, G. (2011) International Human Resource Management, 3 rd Ed. London: CIPD. Dowling, P. and Welch, D. (2008) International Human Resource Management: Managing People in a Multinational Context, London: Thomson. Harzing, A.W. and Pinnington, A.H. (2011) International Human Resource Management. London: Sage. Hislop, D. (2009) Knowledge Management in Organizations, Oxford: Oxford Page 2

3 University Press Laudon, K.C. and Laudon, J.P. (2014) Management Information Systems: managing the digital firm, 13 th Ed. Boston: Pearson. Mullins, L.J., (2010) Management and Organisational Behaviour (9th Edition), Harlow: Pearson Financial Times Press Mutch, A., (2008) Managing Information and Knowledge in Organizations: A Literacy Approach, Abingdon: Routledge Journal articles from, for example, British Journal of Management, Journal of Management Studies and Human Resource Management Journal and International Journal of Human Resource Management, Organization Science, MIS Quarterly, Journal of Information Management and Information Systems Journal CIPD resources: CIPD website, People Management Magazine. Supplementary Reading Davenport, T.H. (1997) Information Ecology. Oxford: Oxford University Press Mullins, L.J., (2010) Management and Organisational Behaviour (9th Edition), Harlow: Pearson Financial Times Press Knox, K. T. (2014) The Ambiguity that Surrounds Information Strategy. The International Journal of an Emerging Transdiscipline (ISIJET), Vol X, pp XX XX. Knox, K.T. (2009) Information & Informing Science. Foundations of Informing Science: overview, elements and perspectives T.G. Gill and E. Cohen. Santa Rosa, California. Informing Science Press, Vol. 1, Chapter 6. Knox, K. T. (2007) The Various and Conflicting Notions of Information. Journal of Issues in Informing Science and Information Technology (IISIT), Vol 4, pp Learning outcomes Learning outcomes describe what you should know and be able to do by the end of the module Knowledge and understanding. After studying this module you should be able to: a) Critically assess and demonstrate a clear understanding of the main theories/models in international HRM b) Gain an informed knowledge of relevant theories and debates in the use of information systems to support modern organisations c) Highlight an international awareness and openness to the world in terms of work organisation and information systems support, based on appreciation of social and cultural diversity d) Demonstrate a critical understanding and appreciation of global business context and its association for managing people, information and knowledge. Skills, qualities and attributes. After studying this module you should be able to: e) Demonstrate independent study and research skills through the critical application of models, theories and concepts in class discussion, written work and the analysis of case studies. 14 Teaching and Learning Page 3

4 Range of modes of direct contact This indicates the range of direct contact teaching and learning methods used on this module, e.g. lectures, seminars Interactive lectures, discussions and seminars, which include exercises, case studies, videos and plenary discussions. Total contact hours: 40hrs Range of other learning methods This indicates the range of other teaching and learning methods used on this module, e.g. directed reading, research Independent learning through directed reading and discussion. Total non-contact hours: 160hrs 15 Assessment methods This indicates the type and weighting of assessment elements in the module Element number Weighting Type Description 2 50% each Element 1 Element 2 Written assignment based on a case study Written assignment based on a directed topics 2000 words, essay style HRM focus in relation to organisational issues 2000 words, essay style Information / Knowledge focus in relation to organisational issues All learning outcomes assessed across both elements. Diagnostic/ formative assessment This indicates if there are any assessments that do not contribute directly to the final module mark There will be two points of assessment comprising two 2,000 words essays. The first will focus on HRM material delivered in the first five weeks of the module. This work will be both summative and explicitly formative as the marked work is fed back to the students before submission of the second assessment. Students submit their work around week 5 of the module to allow the module team to mark, moderate and give feedback before the end of the module. The second essay is IS-focused and linked to teaching during weeks It will be assessed at the end of the module. Tutor-led, in class feedback and discussion of written assignment material submitted by the students will be provided. Characteristics of good quality work will be identified together with explicit advice on how to develop less critical material to a high standard of submission. Direct feedback from the first assessment explicitly informs the second. In addition, the teaching team will provide continuous feedback on activities and Page 4

5 exercises during the module. Further information on assessment This section provides further information on the module s assessment where appropriate Both parts of the written assignment will be based on either a pre-circulated case study or directed topic questions in which the relationship between global HRM issues and information management issues can be explored in depth and across the learning outcomes above. Together the two points of assessment meet the current 4,000 word requirement for M- level 20 credit modules, and will incorporate case analysis (as specified in the current module spec). This module incorporates an international focus that future managers will require, to be successful in their chosen field. Document Management 16 Module Title: International HR and Information Management 17 Module Code: 18 Subject (JACS) Code 19 Cost Centre 20 School: Nottingham Business School 21 Academic Team Management & HRM 22 Campus City 23 Other institutions providing teaching Please complete in box 23 a-d - if applicable Institution % 23a Other UK Higher Education or Further Education Institution- Please name Percentage not taught by NTU 23b Other public organisation in the UK- Percentage not taught by NTU 23c Other private organisation in the UK - Percentage not taught by NTU 23d Any other Non-UK organisation - Percentage not taught by NTU 24 Date of approval: Page 5