Introducing Management The University of Nottingham Jeremy Burgess
Introducing Management The University of Nottingham Jeremy Burgess v. 27. 10. 2016 Associate Director – International Office - E: jeremy. burgess@nottingham. ac. uk 1
Contents About this powerpoint After graduation: What do managers do? Launching Your Career and Ideas Find Your Way How can I find out more? How Will I Learn? Each of the questions on the right-hand side is hyperlinked to the relevant part of the presentation. View it all or click to the part(s) that interest you the most. What Does A Management Degree Look Like? Each slide has a ‘contents’ button in or close to the top left-hand corner, which What Choices Are Available? will bring you back to this page. What Is Management? Although this presentation is provided by the University of Nottingham, it is intended to encourage you to explore universities’ programmes in greater detail, and think about how they may help you to develop personally, professionally and academically. *NUBS = Nottingham University Business School
Contents Management Lead. Are you reading this because you’re intrigued about what a university management degree has to offer you? What it entails? How you will learn and co-discover knowledge? How to use tools, techniques and theories across countries, cultures and industries? Perhaps because you wish to lead and maximize impact with available resources? A Management degree can offer ambitious and talented students a challenging and stimulating insight into organizations’ operations, systems, processes, strategies and policies, as well as how to approach current and future opportunities and challenges, whether on a local or global scale.
Contents What Is Management? Management is about the administration and coordination of an organisation. It’s about managing and deploying resources to achieve objectives. Think of a jigsaw puzzle. It has many pieces and these need to be brought together so that the whole is worth more than the sum of the parts. Management can offer some fun and challenging questions and opportunities. As a starting point, consider these… A management degree will help you to appreciate how different parts of an organisation are inter-related, and how decisions made in one unit – such as yours - may affect or be affected by another function of the organisation, as well as by the wider world.
01 “The essence of strategy is choosing what not to do. ” Michael Porter. * 02 Contents “There is nothing quite so useless, as doing with great efficiency, something that should not be done at all. ” Peter F. Drucker. * 03 04 “Today’s economic landscape is being shaped by two powerful forces—technology and globalization. ” Philip Kotler. * “When the world is predictable you need smart people. When the world is unpredictable you need adaptable people. ” Henry Mintzberg*. *Renowned academics / business gurus at various universities around the world. Please note, none of these four people are employed by the University of Nottingham. The quotes have been used to suggest some of the challenges and opportunities facing managers and organisations.
Contents Questions Managers have a lot to think about…#1 • What is strategy and why does it matter? • What aspects of client/customer behaviour must an organisation understand in order to demonstrate a marketing orientation? • Why is cross-border trade in services often more difficult to monitor than trade in products? • How does business behavior differ across national boundaries?
Contents Questions Managers have a lot to think about…#2 • Should your company outsource its services? • Imagine you’ve won the contract to project manage the next Olympics. How might you assess risk? • Can you identify transformational opportunities within your company’s operations to benefit the customer, staff, and the organisation? • How might you use statistical data to model and forecast performance?
Contents Questions Managers have a lot to think about…#3 • How is the information on which strategic or management level decisions are based derived and managed? What improvement in information management might you make? • How do you conduct an economic analysis of your business/organization, its markets and the wider macro-environment context? • As a manager, what questions should you be asking your financial people to get the ‘big picture’ rather than be lost in the detail? Can you interpret key financial statement in order to assist with decision-making? • How do we enhance equity, equality, well-being and business resilience? • Why do some companies thrive in uncertainty? …and many, many more… There’s…Strategy, Marketing, Operations, Finance, HR, and much more to consider. Using Nottingham’s as an example, let’s look at a Management degree so you can see how you might be prepared to approach such challenges and opportunities in the future.
Contents BSc (Hons) Management Managing your choices Entry Criteria There are many Business Schools around In this section we’ll look at the world. Please do look closely at course University’s entry criteria for curricula and structure to ensure the Management but note that other courses and universities’ entry criteria may differ. Course Structure We’ll introduce the scale and scope of the Management programme, and go into some detail by way of a module outline. TIPS : Top tip – do your research! Do look at a number of courses at a range of universities to see whose structure, content, pedagogical approach etc. . aligns with your needs, abilities and preferred learning style. Not all courses are the same! The Shape Of Your Degree programme you choose helps you to explore the areas you’re most interested in, while also cross-referencing with research, ratings, rankings, publications, facilities etc. . Is it a well-rounded management degree you want? Or would you like to specialise within that context? Slide #15 highlights specialist pathways within our Management degree. Or perhaps you’d like to focus in a specific field? Slide #10 lists some other related programmes.
Entry Criteria: Contents A-Levels: AAB (not including General Studies, Critical Thinking or Citizenship Studies) BSc (Hons) Management UCAS Code: N 200 Or IB Diploma: 34 For Management with French or Spanish, an A-level/IB HL in that In Summary (in no particular order): q Strong academic grades PLUS subject language is required. Maths GCSE Grade B or above is q Relevant, subject related personal statement PLUS required (or equivalent) unless AS Level Maths achieved or offering A-Level Maths. Related Courses include: BSc (Hons) Accountancy (Flying Start) BSc (Hons) Finance, Accounting and Management BSc (Hons) International Management BSc (Hons) Industrial Economics with Insurance BSc (Hons) Management BA (Hons) Management with French BA (Hons) Management with Spanish BA (Hons) Management with Chinese Studies q Strong tutor’s reference Additional Interviews / Assessments not normally required, except for Accountancy. IELTS: 7. 0 (if required)
Contents Management. Core. Structure. The next few slides provide an overview of ‘core’ topics that must be studied in the first year. § Year 1: § Ten core modules (five per semester) including these five in the first semester § Plus 20 credits of approved optional modules (one per semester) Work and Society Managing Operations in a Digital Enterprise: Entrepreneurship and Business Financial Accounting The nature and purpose of financial accounting. Financial reporting (i. e. Profit or Loss Statements, Financial Position, Changes in Equity and Statements of Cash Flow. Consider the impact of accounting policy selection on accounting profit. . 100% exam assessed Business Economics Develop commercial acumen based on an awareness of the key drivers for business success, causes of failure and the importance of providing customer satisfaction and building customer loyalty Understand a coherent core of economic principles, including the microeconomics of decision and choice, production and exchange. Understanding extends to economic policy, analytical methods and model-based argument. . 50% exam assessed 50% coursework assessed Consider entrepreneurship in theory and practice. Approach ideas generation in a creative manner. Understand the usefulness of entrepreneurial skills in multiple contexts. Understand the role and nature of new business concepts and their development. . 100% coursework (C/W) and Group work The Digital Enterprise (provides an integrated overview of Operations Management and Information Systems); Key technology trends: Web 2. 0, cloud, mobile computing; Manufacturing systems design and management (process choice, layout, location); Service operations design and management; Balancing capacity and demand; Information systems analysis and design; Operations planning and control, including inventory management; Operations excellence, lean thinking and business process reengineering; Supply chain design and management; Customer Relationship Management; Knowledge Management; Business Intelligence and analytics. 50% exam assessed 50% coursework assessed Explore the nature of work and society. The module will look at the development of our understanding of work and society. The development of the industrial and the post-industrial society will be explored and its impact on the nature of work, organisation and management. There will be a historical and critical review of the schools of thought and key writers. Examples of research into individual and group experiences of work, organisation and management will be discussed. 50% exam assessed 50% coursework assessed
Management. Core. More. New Venture Creation • Practical elements of innovation and enterprise activity • Creating new businesses and entrepreneurship within the corporate environment. • Includes marketing, strategy, financial analysis and the business environment. • Ability to produce a formal business plan. Consumers and Markets Explore the ways in which marketing & consumption drive business and shape society. The module will provide an historical perspective, consider marketing professions & leadership within organisational contexts, and examine contemporary environments for marketing & consumption with particular attention to globalisation, innovation (including the transformative force of new technologies), and ethical & sustainability issues. . 35% Exam 65% C/W Organisational Behaviour Consider: q The dynamic and changing nature of business and the consideration of the future of organisations within the global business environment, including the management of risk q Leadership, management and development of people and organisations including the implications of the legal context q The need for individuals and organisations to manage responsibly and sustainably and behave ethically in relation to social, cultural, economic and environmental issues q The design, development of organisations, including cross-cultural issues, change, diversity and values 100% Exam Caveat: The above offers a brief indicative overview of the subject area. Module content may vary. Additional modules (core or optional) may build upon concepts referenced here. Mode of assessment may change. C/W = Coursework 100% Exam Extra-curricular impact. Leading Business Schools may offer great opportunities for networking and industrial insights, such as our Business Leaders Series. Recent speakers include: § Jaguar Land Rover § Paul Smith Ltd § Tesco Plc § Virgin Atlantic, Further Module information available via: http: //www. nottingham. ac. uk/business/programmes/ug/courses/bscmanagement. aspx
Contents Featured Core Module Overview: Entrepreneurship & Business Understand the… § Need for individuals and organisations to manage responsibly and sustainably and behave ethically § Dynamic and changing nature of business and the consideration of the future of organisations within the global business environment Develop professional practical skills, including: 35% Group 65% C/W § Taking innovative business ideas to create new products, services or organisations § Identification of Intellectual Property and appreciation of its value § Use of relevant communications for application in business and management, including the use of digital tools § Use of risk management techniques and business continuity planning Commercial acumen; awareness of the key drivers for business success/ failure; importance of customer satisfaction & loyalty; act entrepreneurially to generate, develop and communicate ideas, manage and exploit intellectual property, gain support and deliver successful outcomes; People management; Self-awareness and analysis/sensitivity
Contents ‘Core’ Module Chart Second Year Core Modules Semester 1 Semester 2 Assessment: Exam - Coursework - Mixed Marketing Management Strategic Management: Content & Analysis Human Resource Management Contemporary Economic Policy Technology and Organisation Throughout your degree you will be able to take a number of option modules to reflect your interests or chosen specialism. The actual number will vary depending upon the credit weighting of each module you select with a total module credit limit for the year. For example, in the Second Year students would normally take 40 credits as option modules. If each module weighs ten credits (as many do), then you’d select four option modules. The University reserves the right to change module availability, titles, and assessment. ‘Coursework’ above, may include group work. This slide is for indicative purposes only.
Contents ‘Core’ Module Chart Third (Final) Year Core Modules Semester 1 Semester 2 Assessment: Exam - Coursework - Mixed Contemporary Developments in HRM & Organisations Strategic Management: Process & Practice Sustainable Business Challenge International Business International Ethics Throughout your degree you will be able to take a number of option modules to reflect your interests or chosen specialism. The actual number will vary depending upon the credit weighting of each module you select with a total module credit limit for the year. For example, in the Third year students would normally take 70 credits as option modules. If each module weighs ten credits (as many do), then you’d select seven option modules. The University reserves the right to change module availability, titles, and assessment. ‘Coursework’ above, may include group work. This slide is for indicative purposes only.
Contents Introducing Select Option Modules… q Year 3: • Business, Government and Public Policy q Year 1: • Corporate Restructuring and • Business Law A • Insurance in a Risky Governance • Design and Management of World • Origins and Development of the UK the Networked Enterprise • Exploring Economy Perspectives in Entrepreneurship • . Marketing and Society • New Product/Service Development Management • Organisational Theory and q Year 2: • Accounting Information Systems • Branding and Advertising • Corporate Entrepreneurship and Innovation Management • Economics of Corporate Strategy • Economics of Innovation • International Entrepreneurship • Managing the Responsible Business • Marketing Analytics • Supply Chain and Practice • Public Services Management • Purchasing Strategies and Techniques • Strategic Innovation Management • Technology Entrepreneurship in Practice • Understanding and Managing Organisational Crises Operations Planning Lorem Option modules reflect the research interests of staff. As a result modules may change due to research developments or legislative changes, for example. The above list is an example of modules that we typically offer, not a definitive list.
Contents What Do Managers Do? What would you like to do? Learn. Think. Respond. Industries and organisations expect learning, consideration and adaptation at the speed of change as they try to secure a competitive advantage. Strategic Working with people across all functions and levels, they act as bridge between organisational-level strategy and delivery of goals. Career advancement would see them become senior managers and be the ones making the strategic decisions. Clear focus. Monitor. Implement. Set goals, divide work into management tasks/activities/units, and Enable select people to accomplish what needs to be done. Normally Enable the success and productivity of others. Build teams measured according to how well they’ve led their teams in relation where trust and shared values are the norm. Put the right to attaining Key Performance Indicators, and actions taken to adjust people in the right job. where necessary. Evolve Times, circumstances, people, attitudes and behaviours are constantly changing. As a manager you might variously be a leader, coach, strategist, project leader, team developer and even team member. Assess. Feedback. Give honest constructive feedback and respect employees to give them the truth while demonstrating executive leadership maturity and alignment to the organisation’s policies and values.
Careers #2 Contents Deloitte* EY* Goldman Sachs* KPMG* Pw. C* Unilever* Goldman Sachs* Coca Cola Glaxo. Smithkline L’Oreal Rolls Royce Options Actuarial analyst. Business analyst. Chartered Management accountant. Consultant. Product Manager. Project Manager. Risk Manager. Stock broker. Logistics Manager. Marketing Manager. Becoming a manager isn’t the easiest career option. However, the diverse range of opportunities and the potential for career progression, together with engagement with a wide variety of clients and projects, can be very appealing. Typical Sectors Civil Service, Banking, Government Departments & Think Tanks, Charities and Not-for-profits, MNCs, Chemicals, Utilities, Fashion, Media, Construction, Grocery, Retail, Health… A management degree… Can prepare you for a career across many sectors and industries. Career options may be varied. Your skills and knowledge will be transferable, , * We run a Business School Employer programme. Major contributors currently include those indicated with an asterix. The other companies listed include some employers who have recently employed our graduates. Tip Does the department or university have links with the sector you’d like to join after graduation?
Contents Resources & Next Steps • Consider wider reading (non-academic treatments). Note, these are not to be considered as required reading for applicants: • Cunliffe's “Management” • Sinek’s “Start With Why” • Rumelt’s “Good Strategy: Bad Strategy” • Consider trying free online resources, such as: • https: //www. coursera. org/ • https: //www. edx. org/course • Studying Business and related subjects • http: //www. topuniversities. com/courses/business-management-studies/whystudy-business • Nottingham University Business School • http: //www. nottingham. ac. uk/business/index. aspx • Applying: • UCAS • www. ucas. com
Contents Jeremy Burgess Associate Director - International Student Recruitment & Marketing E: jeremy. burgess@nottingham. ac. uk Linked. In: https: //uk. linkedin. com/in/jeremyspburgess 20
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