Politics, Philosophy and Management MSc - 2021 Entry

Course Structure

You will study a range of modules as part of your course, some examples of which are listed below.

Core

• Dissertation

  The dissertation represents the culmination of the year's work and students work exclusively on the project between June and September. It allows a student to focus on a specific area of interest and undertake a sustained period of study on that theme. Often, students choose themes that link directly to their career ambitions, which can subsequently be used to showcase their interests and abilities to prospective employers. For most students this period of independent study is an opportunity to hone their research skills and enhance their intellectual powers.

  The standard form of the dissertation is an organisational research project in which a student undertakes a case study of a particular organisation, which will involve engaging in live fieldwork. However, this is by no means the only form for the dissertation project, and research projects using a range of different procedures are allowable, including a library-based project.

  Students are invited to begin consideration of their dissertation as early as possible and a series of workshops through the year provide support on developing and refining ideas into a coherent proposal. The dissertation work is then supported by an academic supervisor based in the Department and assigned according to area of research interest.

• Doing Organisational Research

  We live in a complex world in which the actions of individuals, groups, organisations and governments are justified or informed by knowledge claims that frequently have their roots in research. Accordingly, this is a module with practical goals as well as academic content. The main purposes are twofold: first, to introduce some of the basic ideas of research methodology and the standard techniques of research relevant to the study of organisational settings; and second, to reach an understanding of research as a process of social communication, one in which knowledge is produced for specific purposes and for the benefit of identifiable audiences.

  The module is also a key stage in your preparation for the research project you will undertake for your dissertation.

Optional

• Conflict Management and Contemporary Conflicts

  The course aims to explore a variety of approaches to conflict management in contemporary conflicts, by third parties and parties in conflict, and critically assesses their effectiveness and potential. The course draws its theoretical foundations from peace and conflict research but is aimed at enabling students to learn to assess the scope for conflict management and peace-building in practice. The module includes both academic literature as well as policy relevant papers.

  The focus of the course is on analysing peace processes and practical problems of conflict prevention, conflict management and peace-building in a range of contemporary international, internal, ethnic, community and environmental conflicts.

  Students will be divided up into groups of two or three, and each group will take responsibility for identifying and investigating a specific approach to conflict management in a conflict of their choice. The choice of cases will vary with the interest of students. In recent year topics included Afghanistan, Chechnya, Georgia, Kashmir, Kosovo, Macedonia, Northern Ireland, Liberia/Sierra Leone, Timor Elste, conflict prevention and the emergent global climate change negotiations, and peace-building in contemporary Africa and Asia.

  The course is taught in 10 2-hour lecture seminars, with the first half devoted to the lecture and the second half dedicated to substantial presentations by the student / group.

  Select Bibliography:

  Barash, David P. & Webel, Charles P. (2008) Peace and Conflict Studies, London: Sage.Darby J & Mac Ginty, R, Contemporary Peacemaking (Palgrave Macmillan, 2002)Eriksen, T. H., Ethnicity and Nationalism (Zed, 2010).Kaldor, M., New & Old Wars (Polity Press, 2006) Lyons, T. (2008) Conflict Management and African Conflicts – Ripeness, Bargaining and Mediation, London: Routledge, 2008)Misra, A. Afghanistan: The Labyrinth of Violence (Polity, 2004).Misra A., Politics of Civil Wars (Routledge 2008)Paris, R., At War’s End (Cambridge Univ. Press. 2005)Ramsbotham, O, Woodhouse T. & Miall, H, Contemporary Conflict Resolution – 3rd edition (Blackwell's, 2010)Rupesinghe, K, Civil Wars, Civil Peace (Pluto Press, 1998)Zartman, I.W., Peacemaking in International Conflict (USIP, 2005)European Centre for Conflict Prevention, People Building Peace (1999)Wallensteen, P., Understanding Conflict Resolution (Sage, 2006)

• Human Resource Management I: Contexts, Controversies and Critiques

  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 ‘globalised’ organisations. The module examines those issues that are seen as central to the practice of HRM, such as recruitment and selection, performance management, and remuneration strategies. Eve and Kay will draw on their own research to provide 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.

• Human Resource Management II: The rise and growth of HRM

  HRM II builds upon the foundations of HRM I. We will continue to examine examples of some of the most important current HRM practices. This module aims to build a wide-ranging cultural image of HRM practices today. We will show that the essence of HRM is to govern one of the central questions of all our lives: who are we when we work today? How does HRM seek to take control over this fundamental question?

  We will explore areas such as employability, performativity and self-realisation. We will look at the complex apparatus of recruitment today, from job advertisements, CVs, to power words and images of ideal human subjects. We will see how performance control and appraisal systems make their cultural contribution to contemporary management in tight connection with work motivation and the idea of self-actualisation. We will also consider how human resources have become the strategic assets of contemporary organisations in the knowledge economy and try to understand what is implied in central trends in contemporary work, including talent management, employee wellness and happiness at work, ‘play@work’ and workplace architectures in 21st-century organisations.

• International Human Resource Management

  In essence this module aims to explore the significance and complications of managing human resources in the international arena. The management of employees is one of the key elements in the success of global organisations and over time managers have adapted a range of approaches to this task. This module will also provide useful insights on such processes. By the completion of the study you will be able develop the skills of analysis and critical evaluation through the examination of human resource issues utilizing HRM models and frameworks in the global context. It is also an opportunity to demonstrate team working, presentation and secondary research skills.

• Major Approaches to the Study of International Relations
  This module aims to provide you with a broad understanding of the main areas of study within the field of international relations (IR). The introductory session seeks to address the general question as to what constitutes the study of IR. Subsequent sessions aim to examine the major approaches to the discipline (both mainstream and critical), focusing upon the distinctive insights and analyses that they have brought to bear.

  You will have the opportunity to gain an understanding of the nature of the wide-ranging theoretical debates that have shaped the discipline and will also be encouraged to take a critical approach to these debates to consider the ways in which we study IR.

  More particularly, you have the opportunity to:

  • understand and critically assess the interpretation of the world and of IR put forward by each theory
  • evaluate the strengths and weaknesses of each theory
  • apply the theoretical tools to the “facts out there” (linking theory with practice)
• Studying Religion

  This module aims to provide skills training for postgraduate students in religious studies from induction to completion of the master's dissertation. It seeks to support existing taught modules by introducing a variety of research methods from other disciplines and theoretical issues within religious studies. It also introduces cross-cultural and cross-religious examination of research topics in religious studies. The module will provide you with the opportunity to develop generic skills in library research, essay writing, and dissertation planning.

  Topics covered may include:

  • Induction in the study of religions: resources, essay planning and writing, seminar preparation and presentations
  • Research methodologies: examples selected from philosophical, anthropological, sociological, psychological, and phenomenological approaches
  • Theoretical approaches to the study of religion: examples selected from the disciplines of the humanities and social sciences
  • Dissertation workshop: finding a topic and supervisor, completion plan, case studies.
• The Management of Organisational Change: Challenges and Debates

  What is meant by ‘change’? How can organisational change be analysed? This module to provides students with a broad theoretical and practical understanding of some key concepts and issues in managing organisational changes.

  The contemporary world is characterised by a range of social, political, economic, technological, ecological and organisational changes that challenge accepted understandings and practices. This module introduces contributions from the social sciences that are useful in thinking about change. The focus is upon the development of an account of change that steers between reformist tinkering and revolutionary upheaval.

  As managers and others seek to engage with change it is important that taken for granted assumptions and simplistic solutions about organisational life are both articulated and rethought. Prevailing assumptions in the managerial literature are compared to contrasting approaches within organisation studies. The contention of the module is that the emerging socio-technical-politico-economic context necessitates a reflexive appreciation of the complexities and uncertainties of change and intervention.

• Theory and Concepts in Diplomacy and Foreign Policy

  Diplomacy and Foreign Policy are central to the understanding of international politics. The structure of the international system induces a constant need for political dialogue and negotiations. Besides war, diplomacy is the common language states are using to interact on the world stage.

  This module introduces students to ways of conceptualizing diplomacy and foreign policy in the 21st century:

  • Why do states rely on diplomacy?
  • What are the current forms and features of diplomacy and foreign policy?
  • Is diplomacy the only form of international dialogue besides war?
  • How do states (and statesmen) negotiate?
  • How has diplomacy evolved throughout history?
  • Does ‘global governance’ exist?

  This module is designed to provide you with the opportunity to develop your knowledge of both theoretical and practical understanding of contemporary issues in diplomacy and foreign policy. Where appropriate, academic teaching may be complemented by lectures and in-class activities carried out by practitioners (diplomats, civil servants, etc).

• What is Philosophy? Methods, Aims, Debates

  Philosophy is a various and contested discipline, about which we can and should ask metaphilosophical questions: What is philosophy? How ought we to go about doing it? What is its purpose or value? What kinds of knowledge does it produce? What is the relation between it and other disciplines, e.g. literary criticism, history, psychology? Or between it and other forms of writing, e.g. poetry, fiction, political rhetoric? Is philosophy as currently practiced in Anglo-American universities problematically Western or male? Is university philosophy real philosophy?

  The aims of this module are (1) to give you a taste of some of the topics and approaches of contemporary professional philosophy as done here at Lancaster, and (2) to help you to reflect on metaphilosophical questions, both in the discipline and in your own practice.

  This module will usually comprise of three parts:

  • short talks by philosophy staff on their current research and on the metaphilosophical issues it raises, followed by moderated discussion.
  • close reading and discussion of some significant published work in the discipline
  • work and presentation on essays in progress.

Information contained on the website with respect to modules is correct at the time of publication, but changes may be necessary, for example as a result of student feedback, Professional Statutory and Regulatory Bodies' (PSRB) requirements, staff changes, and new research.