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DRPS : Course Catalogue : Moray House School of Education : Education

Undergraduate Course: Managing Professional Life (EDUA10119)

Course Outline
SchoolMoray House School of Education CollegeCollege of Humanities and Social Science
Credit level (Normal year taken)SCQF Level 10 (Year 3 Undergraduate) AvailabilityNot available to visiting students
SCQF Credits20 ECTS Credits10
SummaryThis 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.
Entry Requirements (not applicable to Visiting Students)
Pre-requisites Co-requisites
Prohibited Combinations Other requirements None
Course Delivery Information
Academic year 2017/18, Not available to visiting students (SS1) 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 )
Assessment (Further Info) Written Exam 0 %, Coursework 100 %, Practical Exam 0 %
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:

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.
No Exam Information
Learning Outcomes
On completion of this course, the student will be able to:
  1. 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.
  2. Students will be able to elaborate a coherent approach to staff development in professional settings
  3. 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
  4. Students will be able to describe examples of the assessment and evaluation of programmes and projects
  5. Students will be able to describe a strategic approach to raising and controlling funds
Reading List

Adirondack, A. (2006) Just About Managing: Effective Management for Voluntary Organisations and Community Groups, London: London Voluntary Service Council.
Alvesson, M. Bridgman, T. and Willmott H. Eds. (2011) Oxford handbook of critical management studies, Oxford University Press.
Bratton, J. & Gold, J. (2017) Human Resource Management: theory and practice, 6th Edition, Basingstoke, Palsgrave Macmillan.
Clegg, S.R., Kornberger, M., Pitsis, T.S. (2016) Managing and Organizations: an introduction to theory and practice, 4th Edition, London, Thousand Oaks, Sage Publications.
Davis-Smith, Rochester & Hedley (eds) (2005 An introduction to the voluntary sector, London; Rutledge.
Grey, C. (2017) A Very Short, Fairly Interesting and Reasonably Cheap Book About Studying Organizations, 4th Edition, Sage Publications.
Hudson, M (2017) Managing Without Profit: Leadership, governance and management of civil society organisations,4th edition, London; Directory of Social Change.
Linstead, S., Fulop, L. and Lilley, S. (2004) Management and Organization: a critical text, Basingstoke: Palgrave Macmillan. Introduction.
Mullins, L. & Christy, G. (2016) Management and Organisational Behaviour, 11th Edition, London: Pitman Publishing.
Additional Information
Graduate Attributes and Skills Not entered
KeywordsNot entered
Course organiserDr Claire Valentin
Tel: (0131 6)51 6195
Course secretaryMrs Lesley Spencer
Tel: (0131 6)51 6373
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