Studies in Management

Wedi cwblhau'r modiwl dylai'r myfyrwyr fedru:

1. *summarise the main managerial roles and skills required at each level of management, e.g operational, tactical and strategic *identify the main influences on management theory to date *outline and assess the significance of the activities closely associated with the operational level of management, e.g communicating, managing information, taking decisions and solving problems, measuring perfomance, and costing *outline and assess the significance of the activities closely associated with the tactical level of management e.g. training, working in teams, motivating staff, business planning, constructing budgets, appraising employee perfomance, and project management *outline and assess the significance of the activities closely associated with the strategic level of management, e.g. strategic planning, marketing, financial resources, managing human resources, and leading

Traditionally, the manager's role was defined according to a varying number of functions s/he was expected to perform. In today's climate of rapid change and competition, the role of the manager is much more complex. In essence, managers must create total commitment within their organisations to a shared purpose or vision of the direction of their organisation. Thus, communication, motivation, and leadership skills are required.
However, managers will not succeed by focusing their effort solely within their corporate environment. Services need to be positioned within the market, relative to their competitors. In addition, survival in such a turbulent environment is reliant upon the effective management of resources such as:
information
people
finance
technology
To these tangible items can be added the necessity to manage risk, change, quality, and the customer/stakeholder relationship.

The aims of the module is to provide you with an introduction to contemprorary management theory and practice which is of relevance to the management of information in organisations

Traditionally, the manager's role was defined according to a varying number of functions s/he was expected to perform. In today's climate of rapid change and competition, the role of the manager is much more complex. In essence, managers must create total commitment within their organisations to a shared purpose or vision of the direction of their organisation. Thus, communication, motivation, and leadership skills are required.
However, managers will not succeed by focusing their effort solely within their corporate environment. Services need to be positioned within the market, relative to their competitors. In addition, survival in such a turbulent environment is reliant upon the effective management of resources such as:
information
people
finance
technology
To these tangible items can be added the necessity to manage risk, change, quality, and the customer/stakeholder relationship.

Mae'r modiwl hwn yn cydymffurfio a FfCChC Lefel 7