Undergraduate Course: Managing Professional Life (EDUA10203)
|School||Moray House School of Education and Sport
||College||College of Arts, Humanities and Social Sciences
|Credit level (Normal year taken)||SCQF Level 10 (Year 3 Undergraduate)
||Availability||Not available to visiting students
|Summary||This course focuses on the organisational context of community education practice in a variety of statutory and voluntary sector settings.
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)
||Other requirements|| None
Course Delivery Information
|Academic year 2020/21, Not available to visiting students (SS1)
|Learning and Teaching activities (Further Info)
Programme Level Learning and Teaching Hours 4,
Directed Learning and Independent Learning Hours
|Assessment (Further Info)
|Additional Information (Assessment)
||Students will engage in an extended case-study analysis. This will involve three discrete tasks undertaken and submitted over the duration of the course. The combined assessment tasks will be equivalent to 3500 words in total, and will involve both individual assessment activities (2x 30%) and a group project (40%).
Compensation is allowed across the three individual elements with an average grade of 40%.
||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 the 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, 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.
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
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 offer a critically informed analysis and review of examples of the assessment and evaluation of programmes and projects
- Students will be able to offer a professional level of insight to describe and review a strategic approach to raising and controlling funds
|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.
|Graduate Attributes and Skills
||APPLY KNOWLEDGE, SKILLS AND UNDERSTANDING:
1. In using a wide range of the principal professional skills, techniques, practices and/or materials associated with the subject/discipline/sector.
GENERIC COGNITIVE SKILLS;
2. Critically identify, define, conceptualise and analyse complex/professional problems and issues.
3.Offer professional insights, interpretations and solutions to problems and issues.
4.Demonstrate some originality and creativity in dealing with professional issues.
AUTONOMY, ACCOUNTABILITY AND WORKING WITH OTHERS
5.Exercise autonomy and initiative in professional/equivalent activities.
6. Exercise significant managerial responsibility for the work of others and for a range of resources.
7. Manage complex ethical and professional issues in accordance with current professional and/or ethical codes or practices.
|Additional Class Delivery Information
||Students will engage in lectures and tutor led tutorials via the hybrid model incorporating either on campus or on line delivery.
|Keywords||Community Education,management,organisations,public sector,voluntary sector
|Course organiser||Mr Gary Fraser
|Course secretary||Mrs Lesley Spencer
Tel: (0131 6)51 6373