Master's Programme in Management: People, Projects and Processes

This programme consists of three major parts: core courses, electives, and a Master's thesis. The programme runs for one full year, and students may begin only in the autumn semester.

1. Resolution to offer the programme

2. Objective and contents

After completing this programme, students are prepared to assume management responsibilities requiring analytical and implementation skills and to become team players or team leaders; their competence in dealing with change and renewal will be especially valuable. Students graduating from this programme may obtain managerial positions in such areas as project management, human resource management, general management, strategic analysis, and developmental or change management.

Traditionally, both management and strategy issues have been viewed as planning and decision problems. However, today’s managers know far too well that rational decision making is not at the core of their jobs and that planned strategic actions are not easily implemented merely because they coincide with top management decisions. Strategic actions are also dependent on current trends in society; such as new technologies, network and resource dependencies, increasingly skilled co-workers, internationalization, and shortened product life cycles. The Master’s Programme in Management begins by acknowledging societal and organizational changes, the limitations of traditional theory in a changing corporate environment, and the need for new trends in the theory and practice of management.

In order to accomplish these goals, it is necessary to understand the practice of modern management. What are the key components of a comprehensive understanding of the management situation that can help us to be more insightful managers and to understand strategic processes in a corporate context? First, today’s functional structures are often supplemented with other structural arrangements such as action-oriented projects. Thus, managers must keep an eye on traditional structures and control systems, yet understand new organizational situations in which change processes become a part of everyday life. Second, as the level of competence develops at every organizational level, it is crucial to understand the human side of organizations. Consequently, management tends to be both a strategic planning process and a social process. The development of knowledge and the promotion of learning processes are essential components of any strategic task.

It is assumed that students entering the programme will have obtained a basic knowledge of organizational behavior/organizational theory as well as management and strategy issues in their undergraduate curriculum.

The core courses are:

Module 1. Perspectives on management and strategy (5 points/7,5 ECTS)

Perspectives on Management and Strategy is a platform course for the following courses in the programme and covers different approaches and models of organizations in general and management and strategy in particular. The learning model applied in the Management Programme starts with a distinction between "rational decision-making views" and "process-relational views" on management and strategy. Understanding the dualism between mainstream rational models designed to guide managers and more empirical and pragmatic views on organizational life provides students with a contrast in perspectives that enables them to better analyze contemporary organizations.

Given the main categories of rational and process-oriented models, the course aims to increase students’ comprehension of (1) the major approaches to strategy and management issues and (2) a selection of significant and influential theories that have extended the vocabulary of management in recent years. Furthermore, (3) students will be trained to think "strategically" from both an internal and external perspective.

Two major modules, along with an introductory and concluding section make up the course syllabus. The "management learning model" (see second paragraph) will be presented and analyzed during the introductory section by combining rational decision-making models with process-oriented models of strategy and management.

The first core module covers the strategy process and its different components. Strategy, strategists, strategy formulation, various corporate and environmental contexts, and a variety of approaches to strategy are presented. Concentrated and focused cases are used to illustrate the complexity of strategic issues and students are trained to make priorities and strategic choices in uncertain environments.

The concentration of the second core module is the organizing processes, signifying a wider perspective in which theoretical foundations for organization models are discussed and critically reflected upon. Scandinavian research traditions will be used as a starting point to illustrate these exchanges and students will be reminded of the necessity of attending to culturally relevant approaches. These approaches imply that imaginative value constellations can be found in encounters between global and local cultures, particularly through the people who work with the combined efforts of organizing and strategizing in international firms. Universal models must therefore be complemented and contextualized in different settings. Literature seminars, student discussions, and short papers/memos will be the primary learning methods used to illustrate these topics.

Finally, research approaches presented in the second core module and practical models and processes presented in the first module will be combined. A successful combination of rational analytical skills and extended academic approaches will create the best conditions for the treatment of management issues that allow us to work with strategizing and organizing in contemporary organizations.

Teaching methods: See below 4.
Examination methods: See below 5.

Module 2. People - The human side of organizing (5 points/7,5 ECTS)

Subsequently, we will examine the social and political construction of the organization, in which actors with certain - sometimes conflicting - interests and values form the organizing process through continuous interaction. However, actors have varying opportunities to influence the organizing process. One type of actor is the manager, who is traditionally believed to have substantial influence over and responsibility for the human interaction of the organization. From the perspective outlined in this course, leadership is considered not to be a one-sided authority arrangement, but a matter of mutual interaction in which subordinates and superiors jointly create the leadership role.

It is important to recognize that the human interaction constituting the organizing process is not totally unbound; rather it takes place in a framework of established norms, values, and traditions. In the last section of this module, we will thoroughly investigate multiple contexts imposing on the organizing process, such as structures of power, gender, and social classes, which place humans in predetermined roles. Also matters of diversity, ethics, and the tension between local individuality and global uniformity are of importance when trying to understand the organizing process of real-life companies and other establishments. In this part of the course, the students will enter more deeply into one of these themes through a group assignment, in order to make both theoretical and empirical implications for the purposeful management of future organizations. The course will conclude with the insights obtained from each group’s elaboration of a particular theme being shared with the other students on the programme.

Teaching methods: See below 4.
Examination methods:
The examination will be based on individual written assignments, active participation at seminars and the successful completion of one group assignment.
The following grading system is used: Pass with distinction (Väl godkänd, Vg, 75% or more), Pass (Godkänd, G, 50% or more) and Fail (Underkänd U, less than 50%).

Module 3. Project management (5 points/7,5 ECTS)

Individuals in organizations are, to an increasing extent, assigned extraordinary tasks limited in time and scope in addition to their usual work: arranging internal conferences, implementing new accounting systems, planning complex deliveries to customers, starting up a new office abroad. The common denominator of these tasks is the necessity of planning a unique and complete effort and leading a team towards its successful completion.

It is the aim of this course (1) to prepare students for participation and leadership in project work, incorporating both analytical and organizational approaches and (2) to provide understanding of the nature of projects in a broader setting, including organizational and industrial aspects of projects.

The course is divided into three parts:
The first portion concerns planning and organizing techniques for Project Management: project goal setting and definition, work breakdown structures, project planning, project documentation, risk analysis, project budgeting, and stakeholder relations. Students will, after completing Part 1, be able to structure and organize project assignments.

The second part of the course moves the student from a focus on the individual project to the perspective of groups of projects. Thus we examine project portfolio and program management, relations between projects and surrounding organizations, and overall organizational structure, the latter including an overview of various popular organizational structures.

The third section of the course further broadens the view of projects. Projects abound in society but many scholarly writings are merely echoing practical management problems. The third part gives new insights into the ways in which projects contribute to and relate to long term and wider developments in organizations, industries, and society.

Teaching methods: See below 4.
Examination methods: See below 5.

Module 4. Processes - business strategy (5 points/7,5 ECTS)

Theoretical inspiration will be provided through seminars and lectures on change management and strategy making. Various schools of thought on strategies are presented and their assumptions examined. The aim is to illustrate the impact of these different schools on strategic management.

The learning process will combine theory, practice, and reflection. Students will be organized in small groups or management teams working together with a company or a public organisation in a project assignment. They will face different dilemmas that require capacity to integrate and resolve complex issues to develop a theoretical and problem-based understanding of the strategy process. Corporate and public representatives will be involved in various activities as experts, informants, experts and "boards". Attention will also be given to group dynamics and individual development and reflection.

Students will be required to demonstrate their capacity to integrate aspects of business originating from both internal and external contexts in the strategizing process. Human resources, strategic identity, network opportunities, innovation processes, structural arrangements, entrepreneurial capacity, market conditions and regulations, competition, and project and portfolio resources are just some examples of factors that are covered.

The overall purposes of the module are:

• to provide students with an understanding of the Business Strategy Process; and
• to improve students' abilities to analyze and integrate the business context, human resources, and organizational capabilities in the strategizing process.

Teaching methods
Lectures are used in different parts of the module to outline general theories, and workshops will be utilized for more detailed examination and to deepen understanding of theories. The practice of strategizing will be pursued through an advanced project assignment. Students are expected to be well prepared and to participate actively in discussions during the workshops and different project activities. Moreover, students will take part in reporting a group assignment with both oral and written presentations.

Examination methods
The examination will be based upon the student's active participation workshops, and the successful completion of a project assignment. Material from guest lectures may also be examined.
The following grading system is used: Pass with distinction (Väl godkänd, Vg, 75% or more), Pass (Godkänd, G, 50% or more) and Fail (Underkänd U, less than 50%).

Module 5. Electives (10 points/15 ECTS)

Module 6. Master's Thesis / D-Thesis (10 points/15 ECTS)

Module 6:1 Seminars
The aim of this module is to develop the student’s ability to examine investigations and reports from a critical and scientific point of view. This part of the course requires the student a) to perform a major critical analysis of another Master’s thesis, including the conducting of an oral examination of this thesis; and b) to submit written critical analyses, 4 to 5 pages in length, of two other Master’s theses This is an individual assignment. The written critical analyses, in which the student’s critical abilities must be clearly documented, should be numbered consecutively (Number1 - Number2).

Module 6:2 Master's thesis
Thesis work should prove the student’s independent ability to investigate and develop an issue within the field of business administration. The emphasis lies in the critical choice of method, in the creation of a relevant theoretical frame of reference, and in the extensive analysis of the theoretical and empirical material in which the author makes a contribution to the literature in a chosen subject or problem area. The deeper methodology studies must be clearly connected to the problem area and the different parts must be well integrated as a harmonized unity. Thesis work should generally be conducted in groups of two. The lengths of the Master’s theses in this programme typically range from 40 to 60 pages.

Teaching methods
The author’s independence and responsibility is emphasized in the conducting of thesis work. Thus the supervisor’s influence and control is reduced in order to create the necessary conditions for individual autonomy, creativity, and personal responsibility. Nevertheless, students are expected to participate actively in joint discussions and seminars during the thesis period. It is understood that the ongoing Master’s thesis work is presented to the supervisor on at least three occasions during the thesis process.

Examination methods
The writing and defending of an independent work is the primary requirement of this course (Module 6:2). Students will also be evaluated on their ability to perform a major critical analysis of another Master’s thesis and the quality of their written critical analyses of two other Master’s theses (Module 6:1).

In case of complementary work as instructed by the supervisor, this should be completed and delivered to the supervisor within four weeks after the final seminar.

The following grading system will be used: Pass with distinction (Väl godkänd, Vg), Pass (Godkänd, G) and Fail (Underkänd U).

Remainder
Library copies of the thesis must be delivered within four week after the final seminar, in paper version as well as in digital form, to the Student Services Office (Studentexpeditionen).

The students must write their thesis within the field of the Master's Programme the student is following.

3. Prerequisites

A minimum of 40 points/60 ECTS from A- and B-level [Basic and Intermediate] courses in Business Administration (Management, Accounting, Finance, Organization, Investments, Management Accounting, Marketing)

At the advanced level, C-level, in Business Administration a minimum of 20 points/30 ECTS, including a Bachelor’s thesis or equivalent

Further information about language skills etc.

4. Teaching methods

5. Examination

6. Utilisation et cetera

It is highly recommended that students enrolled in this programme have covered courses on organizational theory/organizational behavior or management in their undergraduate curriculum. Thus it will be assumed that students have basic knowledge on organization theory as well as management and strategy issues.

Diploma
After completing a full one-year Master’s programme, students can apply for Ekonomie magisterexamen i företagsekonomi med inriktning mot Management 160 poäng/240 ECTS-credits (translated as Degree of Master of Science in Business Administration and Economics with specialization in Management) if they meet the degree requirements.

Alternatively, after completing a full-year Master's programme, students can apply for Filosofie magisterexamen i företagsekonomi med inriktning mot Management 160 poäng/240 ECTS-credits (translated as Degree of Master of Science in Management) if they meet the degree requirements.

Further information about degree requirements : in Swedish or in English

Diploma supplement
Every student who graduates from one of the Master's programmes will receive, in addition to the diploma, a Diploma Supplement that describes the content and main goal of that specific programme.

Other Regulations
Acknowledgment/Plagiarism:
Plagiarism is not acceptable and may result in the imposition of severe penalties. The University provides clear guidelines on its attitude towards plagiarism and how to avoid unintentional plagiarism. Students are advised to read these carefully. If any doubts remain as to what constitutes plagiarism, students should discuss the matter with the lecturer(s).

Study Time:
Students are expected to prepare a significant amount of material outside of the classroom in order to fulfil course requirements. Previous indications suggest that students should treat this subject as full time work and invest a minimum of forty hours in preparation and attendance.

7. Readings and other Materials

Module 1. Perspectives on management and strategy (5 points/7,5 ECTS)

Johnson, Gerry, Scholes, Kevan, Whittington Richard (2004). Exploring Corporate Strategy. (Text only) 7th ed Harlow, Essex: Pearson Education Limited.

Articles will be added.

Module 2. People - The human side of organizing (5 points/7,5 ECTS)

Czarniawska, Barbara, Sevón, Guje & Aaltio, Iris (2003) "The Northern Lights. Organization Theory in Scandinavia". Malmö: Liber. Chapters 2,7 and 14.

Hogg, Michael A. & Terry, Deborah J. (eds) (2001) "Social identity processes in organizational contexts". Philadelphia: Psychology Press.

A case book or a selection of case material will also be added according to instructor’s directives!

Theme literature:
In addition to the required reading listed above, students are obliged to search for and use additional articles and books highlighting the specific theme of the concluding group assignment! Particular references to the various themes are given below; these should be considered as required, albeit not exhaustive material.

GENDER
Aaltio, Iris & Kovalainen, Anne (2003) "Using Gender in Exploring Organizations, Management, and Change", in Czarniawska, Barbara, Sevón, Guje & Aaltio, Iris (eds) The Northern Lights. Organization Theory in Scandinavia, chapter 8. Malmö: Liber.

Alvesson, Mats & Billing, Yvonne Due (1997) "Understanding gender and organizations". London: Sage.

Höök, Pia (2001) "Management as uncontrollable sexuality", in Sjöstrand, S-E, Sandberg, J. & Tyrstrup, M. (eds) Invisible Management. London: Thomson Learning.

EMOTIONS
Ashforth, Blake E, & Humphrey, Ronald H. (1995) "Emotion in the workplace: A reappraisal", Human Relations 48 (2) 97-125.

Brundin, Ethel (2002) "The emergence of emotions in management theory", chapter 1 in: Emotions in Motion. The Strategic Leader in a Radical Change Process. JIBS Dissertation Series, No. 12.

Fineman, Stephen (1999) "Emotion and Organizing", in Clegg, Stewart R. & Hardy, Cynthia (eds.) Studying Organizations. Theory and Method, chapter 11. London: SAGE Publications.

POWER/SOCIAL CLASSES
Fulop, Liz & Linstead, Stephen (2004) "Power and politics in organizations", in Linstead, Fulop & Lilley (eds) Management and Organization - A critical text. Basingstoke: Palgrave Macmillan.

Hardy, Cynthia & Clegg, Stewart R. (1999) "Some Dare Call It Power", in Clegg, Stewart R. & Hardy, Cynthia (eds.) Studying Organizations. Theory and Method, chapter 15. London: SAGE Publications.

DIVERSITY
Jehn, Karen A., Northcraft, Gregory B. & Neale, Margaret A. (1999) "Why differences Make a Difference: A field study of diversity, conflict, and performance in work groups", Administrative Science Quarterly, 44(4): 741-763.

Lawthom, Rebecca (2000) "Against all odds: Managing diversity, in Chmiel, Nik (eds) Introduction to work and organizational psychology. A European Perspective, Oxford: Blackwell Publishers Ltd., pp. 387-406.

Nkomo, Stella M. & Cox Jr, Taylor (1996) "Diverse identities in organizations", in Clegg, Stewart R, Hardy, Cynthia & Nord, Walter R. (eds) Handbook of organization studies, London: Sage, pp. 338-356.

ETHICS

Maclagan, Patrick (1998) "Management and morality". London: SAGE.

von Weltzien Hoivik, Heidi (2002) "Moral Leadership in Action". Building and Sustaining Moral Competence in European Organizations. Cheltenham: Edward Elgar

Module 3. Project management (5 points/7,5 ECTS)

Maylor, Harvey. (2003) "Project Management" Harlow: Person Education.

Sahlin-Andersson, Kerstin and Söderholm, Anders. (2002) "Beyond Project Management - New Perspectives on the temporary - permanent dilemma" Malmö: Liber/Abstrakt/Copenhagen Business School Press.

"Compendium of Articles", Umeå School of Business.

Module 4. Processes - business strategy (5 points/7,5 ECTS)

Articles can be added.

Module 5. Electives (10 points/15 ECTS)
see separat list at www.usbe.umu.se/master or
www.usbe.umu.se/master/index_eng.html

Module 6. Master’s Thesis / D-Thesis (10 points/15 ECTS)
Further information and recommended literature:
www.usbe.umu.se/uppsats/index_eng.html

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