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Management: perspective and practice

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Management: perspective and practice provided by OpenLearn is a comprehensive online course, which lasts for 10 hours worth of material. Upon completion of the course, you can receive an e-certificate from OpenLearn. The course is taught in Englishand is Free Certificate. Visit the course page at OpenLearn for detailed price information.

The Open University via OpenLearn
10 hours worth of material
Self Paced
Overview

  • What does it mean to be a manager? Being a manager is a complex and challenging activity. This free course, Management: perspective and practice, introduces you to the role of the manager. In this ...

Syllabus

    • Introduction
    • Learning outcomes
    • 1 Exploring ideas
    • 1 Exploring ideas
    • 1.1 Your organisational problem or opportunity
    • 1.2 The organisational context
    • 2 Understanding organisations
    • 2 Understanding organisations
    • 2.1 Organisational context
    • 2.2 What is an organisation?
    • 2.3 Some common features of organisations
    • 2.3.1 Differentiation and integration
    • 2.3.2 Purpose and identity
    • 2.3.3 Size and life cycle
    • 2.3.4 The problem of rationality and control
    • 2.3.5 Organisations as psychic prisons
    • 2.3.6 Organisations as political systems
    • 2.3.7 Dealing with complexity
    • 3 Organisational culture
    • 3 Organisational culture
    • 3.1 Artefacts
    • 3.2 Values
    • 3.3 Basic assumptions
    • 3.4 Culture as symbols
    • 3.5 Types of organisational culture
    • 3.5.1 Deal and Kennedy model of organisational culture
    • 3.5.2 Handy’s four types of organisational cultures
    • 3.6 National cultures and organisational culture
    • 3.6.1 The Hofstede framework
    • 3.6.2 The Trompenaars and Hampden-Turner framework
    • 3.6.3 Distinguishing corporate and organisational culture
    • 3.7 Managing cultural differences
    • 4 Creative problem solving
    • 4 Creative problem solving
    • 4.1 Creative problem solving
    • 4.2 Introduction to creative problem solving
    • 4.3 What is a problem?
    • 4.4 Solving a problem
    • 4.5 Creativity for messy problems
    • 4.6 What makes problem solving ‘creative’?
    • 4.7 Choosing a technique or approach to problem solving
    • 4.8 The Verdasys rich picture
    • 4.8.1 Drawing a rich picture
    • 4.9 Is creative problem solving useful?
    • 4.10 Using case studies
    • 4.10.1 Case study analysis
    • 5 Making connections
    • 5 Making connections
    • 5.1 Managing learning
    • Conclusion
    • Glossary
    • References
    • Further reading
    • Acknowledgements

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