Management: perspective and practice

The course explores the concepts of management, organizational culture, and creative problem solving. By the end of the course, learners will be able to understand the organizational context, identify different types of organizational cultures, and apply creative problem-solving techniques. The teaching method includes lectures, case study analysis, and drawing rich pictures. This course is intended for individuals interested in gaining a deeper understanding of management practices and enhancing their problem-solving skills within organizational settings.

• 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