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.

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