| Aim of Module | To enable students to understand the basic principles of people management and how to operate in a supervisory position in contemporary New Zealand. |
| Credits | 7 |
| Student Learning hours | 70 |
| Content Revised | 2002 |
| Prescription Expiry Date | Nov 2007 |
| Topics | Highest Skill Level | Suggested Assessment Percentage | |
| 1 Roles and function of a supervisor | C | 10 | |
| 2 Planning and Control | A | 25 | |
| 3 Leadership | A | 25 | |
| 4 Motivation | A | 25 | |
| 5 Delegation | A | 15 | |
| 100 | |||
| LEARNING OUTCOMES The Student Will | ||
| C | 1 | Understand the role and function of a supervisor. |
| A | 2 | Understand and demonstrate planning techniques and control methods. |
| A | 3 | Apply leadership styles. |
| A | 4 | Apply motivational theories. |
| A | 5 | Demonstrate the delegation process. |
| 1 | Roles and function of a supervisor |
| > | The concept of management. | |
| > | Why managers and organisations are needed. | |
| > | The organising process and its importance for organisations. | |
| > | Basic functions of managers and how these differ at different levels of management ie: top, middle and 1st line. | |
| > | Span of control and "tall" versus "flat" organisation structures. | |
| > | The difference between line and staff functions. | |
| > | What is meant by power, influence and authority. | |
| > | The sources of power in organisations. | |
| > | The need for and the concept of Change Management. | |
| 2 | Planning and Control |
| > | Managerial planning and its importance. | |
| > | Various kinds of plans used at different levels. | |
| > | The link between planning and control and why control function is necessary. (refer to Management By Objectives as a useful linkage). | |
| > | The steps in the control process and the different types of control methods. | |
| > | The barriers to effective planning and how to overcome them. | |
| > | The steps in planning. | |
| > | The criteria for an effective objective and writing objectives relevant to the workplace. | |
| > | Using planning techniques. | |
| 3 | Leadership |
| > | The leadership process. | |
| > | The main theories relating to styles of leadership e.g. Tannenbaum & Schmidt continuum, Blake & Mouton managerial grid, Likert's Leadership Systems, Hersey & Blanchard Life Cycle, and the need for style flexibility. | |
| > | Using leadership styles. | |
| 4 | Motivation |
| > | Definition of "motivation" and its relevance to managers. | |
| > | The main motivational theories e.g. Maslow's hierarchy of needs, Herzberg's two factor theory and job enrichment, McGregor Theory X & Y, Expectancy Theory, Skinner (Reinforcement) Theory, Equity Theory and the relevance of these to today's managers. | |
| > | The relationship of money and motivation. | |
| > | Using motivational theories. | |
| 5 | Delegation |
| > | What is meant by "delegation". | |
| > | The advantages of and barriers to delegation. | |
| > | Using delegation. | |
| Note | ||
| TEACHING/LEARNING METHODS | ||
| > | Must include simulated planning process, role plays in leadership, motivation and delegation, case studies | |