ULMS Electronic Module Catalogue
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module.
Title CRITICAL PERSPECTIVES IN MANAGEMENT
Code ULMS366
Coordinator Dr CG Marechal
Work, Organisation and Management
G.Marechal@liverpool.ac.uk
Year CATS Level Semester CATS Value
Session 2018-19 Level 6 FHEQ Second Semester 15

Pre-requisites before taking this module (other modules and/or general educational/academic requirements):
ACFI151; ULMS101; ULMS151 Students must have taken one of the following module or an equivalent module: ACFI151, ULMS101 or ULMS151  

Modules for which this module is a pre-requisite:
ULMS352 

Programme(s) (including Year of Study) to which this module is available on a required basis:
 

Programme(s) (including Year of Study) to which this module is available on an optional basis:
Programme:N12A Year:3 Programme:N100 Year:3 Programme:N500 Year:3 Programme:MN11 Year:3 Programme:GN11 Year:3 Programme:PN91 Year:3 Programme:NR11 Year:3 Programme:NR12 Year:3 Programme:NR13 Year:3 Programme:NR14 Year:3 Programme:NZ00 Year:3 Programme:Y001 Year:3 Programme:BCG0 Year:3 Programme:L000 Year:3 Programme:N101 Year:4 Programme:N121 Year:4 Programme:N501 Year:4 Programme:N401 Year:4

Teaching Schedule
  Lectures Seminars Tutorials Lab Practicals Fieldwork Placement Other TOTAL
Study Hours 24
Key concepts, authors and theoretical perspectives will be introduced and discussed in lectures, in an interactive manner. Students are expected to complete key readings to prepare for each lecture and contribute to group discussions during the lecture.
  5
Thematically-focused academic papers and/or workshops will provide the basis for the development of critical thinking in tutorials through engaged interaction and group discussions.
      29
Timetable (if known)              
Private Study 121
TOTAL HOURS 150

Assessment
EXAM Duration Timing
(Semester)		 % of
final
mark		 Resit/resubmission
opportunity		 Penalty for late
submission		 Notes
Open Book Written Exam  2 hours  2  40  Yes    Exam Notes (applying to all assessments) Assessment 1: Personal Learning Journal Assessment 2: Group presentation and report Assessment 3: Unseen Final Examination Open book examination - students may take one sheet of A4 paper containing notes into the exam room. Resit in line with standard UoL policy 
CONTINUOUS Duration Timing
(Semester)		 % of
final
mark		 Resit/resubmission
opportunity		 Penalty for late
submission		 Notes
Coursework  3000 words  2  30  Yes  Standard UoL penalty applies  Reflective learning journal 
Coursework  20 minutes oral pres  2  30  Yes  Standard UoL penalty applies  Group presentation 

Aims

A primary aim of the module is to invite students to consider the consequences of traditional orthodox management theory and practice for people in organizations (including managers) and society at large, and to examine the extent to which critical theory can inform more humanist approaches to management thinking. It aims in particular:
• To provide students with a sound understanding of a variety of critical
perspectives on management, and their relation to society
• Provide students with the theoretical tools necessary for the critical analysis of the process of management from sociological and philosophical perspectives
• To explore the extent to which critical theory can contribute to the
development of progressive, alternative and future-oriented management thinking.
• To support the enhancement of skills in critical analysis, critical reflection, and written a nd spoken communication.


Learning Outcomes
A critical understanding of the theories, concepts and empirical work that
constitute the field of critical management studies

A critical awareness of the multi-disciplinary aspects of management and the
ability to critically analyse the activities of contemporary organizations

The ability to develop critical questions about organizations and the tools to
carry out appropriate critical inquiry to pursue their resolution.

The ability to evaluate corporate activities with regard to their potential
consequences for issues that are important from critical perspectives (such as
equality, control, exploitation, and resistance)

The ability to craft and communicate arguments from different critical
perspectives

The ability to critically reflect on their own learning and envisage their future
management practice critically

Teaching and Learning Strategies

Lecture - Key concepts, authors and theoretical perspectives will be introduced and discussed in lectures, in an interactive manner. Students are expected to complete key readings to prepare for each lecture and contribute to group discussions during the lecture.

Tutorial - Thematically-focused academic papers and/or workshops will provide the basis for the development of critical thinking in tutorials through engaged interaction and group discussions.


Syllabus
1 
- Introduction. What is Critical Management/inquiry?
- Marxism and LPT
- Bureaucracy and Rationality
- Foucault, Discipline and the Rise of Institutions
- Anarchy, social movements and collective action
- Three Perspectives on Power
- Conflict and Resistance at Work
- Gender
- Subjectivity and Identity
- Commodification and Consumption
 
 

Recommended Texts
Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module.
Explanation of Reading List:

Key texts

 
·         Alvesson, M., Bridgman, T. and Willmott, H. (eds) The Oxford Handbook of Critical Management Studies, Oxford: OUP [Abbreviation: OHCMS2013] [Library code: HD31.A47]
            Standard reference on major critical management studies
 
·         Linstead, S., Fulop, L. and Lilley, S. (eds) (2009) Management and Organization: A Critical Text. Basingstoke: Palgrave. [Abbreviation: MOCT2009][Library code: HD31.L75]
All rounder alternative textbook. The introduction, chapters 2 (gender), 6 (power) and 7 (control) are of particular interest
 
Recommended books/textbooks
 
·      Alvesson, M. and Willmott, H. (2012) Making Sense of Management: A Critical Introduction. London: Sage, 2nd edition. [Abbreviation: MSM2012] [Library code: HD31.A47] Part 1, which inc ludes chapters 1 and 2, as well as chapter 3, 7 and the Appendix, are of particular interest
 
·       Grey, C. (2009), A Very Short, Fairly Interesting and Reasonably Cheap Book about Studying Organizations, Sage: London. [Library code: HD58.7.G84] Short, easy to read, critical book that includes valuable reference to alternative views of organisational studies including critical management. Chapters 1 and 5 are of particular interest.
 
·      Tadajewski, M., Maclaran, P., Parsons, E. and Parker, M . (2011) Key Concepts in Critical Management Studies. London: Sage. [Available as ebook] Comprehensive collection of definitions and explanations.
 
·      Thompson, P. and McHugh, D. (2009) Work Organizations: A Critical Approach. Basingstoke: Palgrave macmillan, fourth edition. [Abbreviation: WOCA2009] [Library code: HM131.T47 + ebook]  
A useful, landmark textbook mostly based around Labour Process approaches.
 
 
If you wish to go further...
 
·       Alvesson, M.  and Willmott, H. (1992) Critical Management Studies. London: Sage [Library code: HD31.A47] Original and landmark reference that contributed to institutionalise the field of critical management studies. Although some of the contributions ca n appear somewhat dated, Chapters 1, 2, 7 and 10 are of interest

·      Alvesson, M. and Willmott, H. (2003) Studying Management Critically.  London: Sage [Available as ebook] Advanced. Originally designed with postgraduates in mind.

·       Grey, C. and Willmott, H. (eds) (2005) Critical Management Studies: A Reader. Oxford: Oxford University Press. [Library Code: HD31.G84 + ebook] A collection of significant journal articles for more advanced reading.