Managing Organisational Health

MODULE HANDBOOK

SESSION 2021-22

T1, 2 and 3: Module Code BUSN11080

SCQF Level 11: 20 CREDIT POINTS

Module Coordinator: Dr. Bobby Mackie

Bobby.Mackie@uws.ac.uk
SECTION 1: INTRODUCTION
This module considers organisational performance. Students are introduced to
evaluating organisational performance and the external and internal measures that
might be used. Students will analyse and evaluate organisations (at different levels)
so that they can become more competitive. The module will consider the link
between performance and organisational direction, goals and objectives. Students
will reflect on how organisational objectives are met, the role of systems for
managing performance, the tools for managing performance.
A holistic view of managing performance (economy, efficiency, effectiveness, equity
and efficacy) is taken. It is important for all organisations to perform well and make
the best use of their resources and as a result managers are not only judged on the
profit they make but how that profit has been made. More organisations are now
more open to criticism and may face legal challenges for their activities. There are
many internal/external influences on organisational health. Structure, culture,
appropriate systems/processes, internal performance measures, managing
stakeholders needs and internal politics are typical influences.

SECTION 2: AIMS OF THE MODULE

This module is designed to introduce students to the ‘real world’ of the ways in which
organisations (public, private and not-for-profit) monitor the extent to which there are
achieving their strategic and operational aspirations. It examines the ways in which the
main elements of organisational performance management have been implemented
within a range of organisations, and the principal challenges and issues facing
managers in managing organisational performance. The module is designed to enable
students to develop their knowledge of the theoretical and conceptual elements of
organisational performance management through an engagement with contemporary
management practice.

In order to achieve this there must be an underpinning of knowledge on the theory and
practice of organizational performance management drawing on inputs from finance.
marketing and human resource management.

SECTION 3: LEARNING OUTCOMES

At the end of this module the student will be able to:
L1. Critically evaluate the various factors that impact upon the health of an
organisation, using accepted forms of internal and external measurement.
L2. Critically analyse the extent to which the health of an organisation may affect its
ability to operate in a successful manner, in terms of objectively acknowledged
criteria.
L3. Apply appropriate measures to generate solutions, allowing for improvement in
organisation health and, ultimately, organisational performance.

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SECTION 4: PERSONAL TRANSFERABLE SKILLS
In addition to the attainment of the learning outcomes student will develop personal
transferable skills in teamwork, report writing, oral presentations, essay writing, web-
based research and general research techniques. Further details are contained in
the following extract from the module descriptor.

Employability Skills and Personal Development Planning (PDP) Skills

During completion of this module, there will be an
SCQF Headings
opportunity to achieve core skills in:
Knowledge and SCQF Level 11.
Understanding (K A broad and integrated knowledge of the main areas of
and U) organisational performance

A critical understanding of the theories and principles of

performance management

A critical evaluation of the models associated with

performance measurement
Practice: Applied SCQF Level 11.
Knowledge and Using a range of skills and techniques as appropriate to the
Understanding discipline.
Applying a range of techniques of enquiry and research

Executing a defined project of research or investigation and

identifying relevant outcomes
Generic Cognitive SCQF Level 11.
skills Undertaking critical analysis of complex ideas, concepts,
information and issues relating to organisational
performance

Identifying, abstracting, responding creatively to theoretical

and practical issues

Critically reviewing and extending knowledge; and making

informed judgements when information is inconsistent or
incomplete
Communication, SCQF Level 11.
ICT and Numeracy Communicating effectively to a range of audiences,
Skills including peers and tutors

Using a wide range of software packages to support and

enhance learning

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 Critically evaluating a wide range of numerical and graphical
data as appropriate
Autonomy, SCQF Level 11.
Accountability and Exercising substantial autonomy and initiative in studies
Working with others
Taking responsibility for own work and the work of others in
group work

Dealing with complex ethical issues raised in managing

performance

SECTION 5: SYLLABUS
The pervasive characteristics of organisational performance
management:
Defining Organisational Performance Management (OPM)
The Pervasive Characteristics of OPM
Goals and Controls for OPM
Strategy Awareness
The Balanced Scorecard and The Performance Prism
Key Performance Indicators and OPM
Operations and OPM
Finance and OPM
Customers Clients and OPM
People and OPM
Business Ethics
Sustainability
Corporate Social Responsibility

SECTION 6: RECOMMENDED READING

There are numerous textbooks, which support this particular module, and they can
be located in the Library in the Dewey Decimal System section 658. You are also
recommended to read appropriate journals, which address strategy implementation,
and performance management. There are particularly useful contemporary
publications which you should have at your disposal, these are:

The following materials form essential underpinning for the module content and
ultimately for the learning outcomes:
Bourne, M. and Bourne, P. (2011) Handbook of Corporate Performance
Management. Chichester: Wiley

Additional recommended Reading:

Besterfield, D. H., Besterfield-Michna, C., Besterfield, G. and Besterfield-Sacre, M.

(2011) Total Quality Management, 3rd Ed. Harlow: Pearson Education

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Johnson, R. and Clark, G. (2008) Service Operations Management, 3rd Ed. Essex:
Prentice Hall

Tyagi, R.K. and Gupta, P.K. (2009) A Complete and Balanced Service Scorecard:
Creating Value Through Sustained Performance Improvement. Essex: Financial
Times Press

Mackie, R. (2008), Organisational Performance Management in a Government

Context: A Literature Review, Edinburgh, Scottish Government Social Research
(web publication at: www.scotland.goc.uk/Resource/Doc/236340/0064768.pdf)

Mackie, R. (2013), Managing Scotland’s Public Services, Edinburgh, Thomson

Reuters W. Green.

Students will have access to UWS library facilities so that core texts will be
supplemented by case studies, academic journal articles and bespoke on-line
resources.

The Online World Site contains a range of supplementary reading which you should
access on a weekly basis.

Summaries, detailed notes and back-up material for lectures will be provided on the
module’s blackboard site where there will also be information on further reading and
links to contemporary sites.

Academic Journals - these are published several times a year. Some deal exclusively
with strategic management, while others contain articles on areas covered in the
module syllabus. There are a large number of journals on public administration,
government and politics which will, from time to time, contain articles on aspects of
public sector management.

SECTION 7: LEARNING AND TEACHING STRATEGY

The module will run in Trimesters 1, 2 and 3 and the learning modes will be a
combination of formal lectures, case studies, student centred seminars and directed
learning. The module will also run using a blended learning and distance learning
format.

Lectures provide a basic framework for imparting knowledge that can be used as a
foundation for developing understanding. The Lecture Schedule provides a detailed
breakdown of the topics covered.

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SECTION 8: MODULE ASSESSMENT
Introduction
There are formative assessments throughout the learning materials including Self-
Assessment Tests and there are two summative instruments of assessment for this
20-point post-graduate module:
1. Individual Essay: Week 7 (30%)
2. Case Study Report: Week 12 (70%)
Details of this session’s Individual Essay and Consultancy Case Study are located on
OnlineWorld.

Marking Schedule for 1500 word essay:

Assignment 1 Banner ID:
Marking Guideline
Introduction and Overview (10%)
Demonstration of Knowledge Theory and Models (40%)
Development of Answer in Response to the Scope of the Question/Conclusion (25%)
Conclusions (15%)
References (10%)

Case Study
Consultancy Case Study (2500 words)
Using an organisation of your choice, prepare a management consultancy report
describing the organisation’s current system of organisational performance
management (OPM) and make recommendations for improvement to its OPM
system.
The following is a checklist for use in the structuring of the report:
Introduction to Case Study Organisation (10%)

Analysis of Existing Organisational Performance Management System in

Consultancy Case Organisation (50%)
Vision Mission and Objectives
Origins and Stakeholders
Key Performance Indicators KPIs
Reporting Strategic Performance
Operations Perspectives
Financial Perspectives
Customer and Client Perspectives
People Perspectives (HRM)
Business Ethics and Corporate Social Responsibility
Communicated Future Directions

Recommendations for Improvement (30%)

Presentation and Referencing (10%)

The submission dates are fixed and extensions will not be granted unless there are
exceptional personal circumstances (not ‘pressure of work’) or medical reasons
(supported by a medical certificate). Under such circumstances you should contact
the module coordinator before the deadline for the submission in order to ascertain

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whether or not an extension is possible. Students who have not been granted an
extension and who submit their assignments late will have a zero mark recorded on
accordance with University regulations.

SECTION 9: LEARNING SCHEDULE

As a consequence of the University moving from a 12-week term to a 10-week term
the learning schedule has been adjusted and does not follow exactly the structure of
the Module Workbook.

Topic 1 Module Introduction and Overview

Topic 2 Planning Goals and Controls for Organisational
Performance Management (OPM)
Topic 3 Strategy the Balanced Scorecard and the Performance
Prism
Topic 4 Developing a Bespoke Balanced Scorecard
Topic 5 Organisational Performance Management Using Key
Performance Indicators (KPIs)
Topic 6 The Operations Perspective
Topic 7 The Financial Perspective
Topic 8 The Customer/Client Perspective
Topic 9 The People Perspective
Topic 10 Business Ethics Sustainability and Corporate Social
Responsibility
Revision for the Consultancy Case Study
Contemporary Developments in OPM

Dr. Bobby Mackie 2022

Bobby.mackie@uws.ac.uk