Human Resources and Consulting

This module provides you with important resources for developing your postgraduate study and HR professional skills. Whilst we recognise that different people have different skills and abilities, everyone can benefit from reflecting upon and honing their study skills. For some this represents an important step in making the transition from undergraduate to postgraduate study, for others it will provide an opportunity to develop skills further. In all cases this module should have a positive impact on your levels of attainment across the course; so whilst it does not have a formal credit weighting on the course, it is a requirement that you participate fully in the module and that you submit the required evidence fully and on time. Also, participation in the module and the completion of the Lent term assessments is mandatory for those of you registering for the CIPD diploma. The Lent term workshops will focus on a range of skills and capabilities that are valued in the HR professional, covering issues such as recruitment and selection tasks, business analysis and negotiation.

The Consulting and Organisational Diagnosis module is focused on developing an understanding of the overall lifecycle, components of, and approaches to HR and organisational development consulting interventions. This module, therefore, aims to provide you with foundational and advanced knowledge about the forms, processes and elements of HR and organisational development types of consulting interventions.

The module aims to develop your understanding and knowledge of the different approaches to HR and organisational development consulting interventions practices through an introduction to a range of consulting approaches, including the expert, doctor-patient and process consulting modes of consultant-client interaction. The module also aims to develop your understanding and knowledge of the principle internal organisational features that impact upon and influence consulting interventions, namely the political relationship of the consultant to the client system, the political relationships within the client system, the organisational structure, and the organisational culture or climate. The role of the consultant in relation to the client system, in particular, is explored, and the dynamics of this relationship and the different choices available to consultants are developed. The crucial role of organisational diagnosis – the processes involved and the different conceptual lenses for approaching diagnosis are introduced and critically explored. Drawing upon real-life case studies and examples, contemporary research and classroom exercises, the module aims to develop your critical thinking on consulting practices and strategies and your application of these practices and strategies into consulting activities.

The module also looks at the nature of consulting and the roles of internal and external consultants – both in theory and in practice. It considers the research skills required for consulting work and reflects on ways of managing projects and organisational interventions. Within the module, in your team, you will take on the role of a team of consultants, working on a consultancy brief. You will work together to diagnose and investigate the issue from an HR or organisational development perspective, to locate the work within a relevant body of contemporary knowledge, to collect and analyse data, to facilitate appropriate change, to derive supportable conclusions and where relevant, to make practical and actionable recommendations for change, improvement or enhancement of the client’s current practice.

Learning outcomes

On successful completion of this module, you will be able to demonstrate:

• an understanding of consulting theories, their application and practice

• an understanding of the forms, lifecycle, processes and elements of HR and organisational development types of consulting interventions

• an understanding of consulting practices from developmental and strategic perspectives

• an ability to think in critical and analytical (rather than merely descriptive) ways about HR and consulting practices and strategies and their implications in different contexts and across different levels

• an ability to critically evaluate, select and apply consulting theories and approaches to diverse contexts and taking into account a range of contextual factors

• skills of actively and critically reflecting on consulting theories and practice

• the planning, management and critical reflection on managing relationships with the client system

• the planning, management and critical reflection on project management and developing deliverables for a client

• the planning, management and critical reflection on diagnosing, researching, and drawing conclusions about organisational and business issues from an HR or organisational development perspective

• the development of appropriate strategies for project and organisational problem-solving

• the planning, management and critical reflection on the development of strategic options and practical and actionable recommendations for a client

• the evaluation and application of the philosophies and practicalities of management-based research and evaluation, including the various political, ethical and legal issues encountered in their implementation in the HR and consulting context

This module aims to give students experience in the design, development, planning and conduct of a research project, including creating data collection instruments, employing different research methods, negotiating access for data, prioritising, planning and managing time and work effectively, and crafting a major piece of academic work in the broad areas of human resources and consulting.

The aim of the dissertation is for students to design and conduct an independent, self-managed and clearly defined piece of research in a topic/ area relevant to HR and Consulting, using appropriate research methods. Students are expected to identify a question which is of intellectual/ scholarly interest and to critically engage with theory and existing knowledge relevant to HR and Consulting.

Learning outcomes:

On successful completion of this module, students will be able to:

• Provide an adequate formulation of the research question, in light of the literature reviewed
• Demonstrate understanding and application of research design and methodology by providing a methodological rationale for the methods chosen
• Demonstrate knowledge and understanding of data methods and analysis by collecting and analysing appropriate data
• Apply the methods and/or perspective adequately throughout the data analysis
• Discuss the findings and link this discussion adequately to the literature review
• Make an intelligible contribution to debate
• Draw conclusions from the study and reflect on the methods and processes
• Negotiate access for data,
• Prioritise, plan and manage time and work effectively.

The module will introduce the students to the nature of knowledge within the organisation studies/management field, and the ways in which the literature can be researched and critically evaluated. It will then provide a systematic consideration of different approaches to research in the social sciences and in organisational studies in particular. This will include an evaluation of different research designs and methodologies, and of a range of methods likely to be particularly useful in organisational research such as: surveys, ethnography, case studies, interviews, questionnaires. The module will also address methods of qualitative and quantitative data analysis. Throughout, links will be made to the practical planning and execution of a piece of research.

This module introduces the major debates and perspectives on Human Resource Management. It critically examines controversies about the nature of HRM, placing it in context to understand how it developed and what it constitutes in contemporary organisations. The module examines those issues that are seen as central to the practice of HRM, such as recruitment and selection, performance management, and flexible working.

The module provides an insight into the HRM process, explored in a way that critiques its taken for granted ‘normality’, and unpacks the assumptions underlying this central organisational function.

The Organizational Learning and Knowledge Management (OLKM) module is based on how understandings of Organizational Learning and Knowledge Management theoretical perspectives align with practical implications of each theory. This module therefore aims to develop students’ critical understanding of how Organizational Learning and Knowledge Management (OLKM) are influenced by the context in which they occur including social, cultural, organizational contexts, and how learning can create innovation and sustainable competitive advantages in today’s organizations.

The module aims to develop a subject specific understanding of different concepts related to OLKM. It aims to develop understanding of different concepts within the field and encourage students to identify and explore the use of innovative practices concurrent with OLKM concepts. The module aims to provide students with a sound basis of skills and knowledge for future careers in the field of HRD, particularly as a knowledge management and organizational learning consultant. The module design and processes include the design of effective teaching and learning activities, which will foster inclusive and engaging learning experiences during the 1st term. The design includes drawing on real life examples, contemporary research and classroom exercises including interactive learning with group and individual learning exercises (1-2 informal presentations, final consulting presentation and individual essay).

Learning outcomes:

On successful completion of this module students will be able to demonstrate:

• An understanding and critical evaluation of a range of OLKM theories, concepts and practice,

• An appreciation and understanding of learning and knowledge practices in contemporary organizations.

• A critical awareness of OLKM dynamics in formal and informal settings and in-group learning situations, taking into account a range of contextual factors.

• The identification and understanding of the disciplinary areas that contribute to OLKM in theory and practice.

• Critical thinking about OLKM concepts and their application to the workplace

‘Better’, ‘stronger’, and ‘more decisive’ leadership is often highlighted as the key to improving organisational performance and resolving social problems. Yet, traditional understandings of what constitutes ‘effective leadership’ - especially charismatic and transformational models - have failed to live up to expectations.

This module seeks to rethink leadership by firstly, exploring the strengths and weaknesses of three primary conceptual frameworks: heroic (leader-centred), post-heroic (follower-/culture-centred) and critical (power-centred) perspectives. It aims to develop knowledge and skills in the critical evaluation, interpretation and practice of leadership in organisations and societies. Secondly, the module seeks to encourage you to apply these different theories and perspectives in the reflection and development of your own leadership approach within your own context.

The module aims to enhance students’ knowledge about leadership dynamics enacted in diverse settings.

What is meant by change management and how to analyse organisational change is an important, contested and complex question. It is the focus of this course.

In recent decades, management gurus, consultants, politicians and academics have talked about a transformation of the workplace but what does this mean? A series of change initiatives have emerged such as Teamworking, Quality Management and Business Process Reengineering which can be understood as part of this transformation and a means to achieve it. This course aims to challenge accepted and simplistic understandings and practices associated with change. Our contention is that to understand what is going on necessitates a reflexive and critical appreciation of the contradictions, complexities and paradoxes of organisational change and interventions that seek to secure change.

The course aims to provide students with a theoretical and practical understanding of key ideas and perspectives in the management of organisational change. Throughout the course we will introduce concepts, theories and cases from studies of managers and organisations. Our focus is upon the development your abilities to analyse change management critically, systemically and reflectively.

As managers and others seek to initiate, implement and account for the impacts of change projects it is important that taken for granted assumptions and simplistic solutions about organisational life are both articulated, understood and rethought. Throughout the course prevailing assumptions in the managerial literature are examined and evaluated from a range of advanced social scientific perspectives. By the end of course you should have developed an understanding of the complex and contested nature and practice of the management of organisational change.