This module is based on the provocation that people are one of the key challenges when managing projects. Understanding and appreciating the complexity of people is fundamental to successful project management, their unpredictability, differing agendas, values and attitudes to work and notions of quality and purpose make people a challenging resource within the scope of project management. This is especially the case when managing people with creative sensibilities and identities built on notions of creative expression. The module will cover different sources of motivation, leadership and the notion of super-collaborators, and include the study of tasks such as establishing project teams, describing roles and conferring responsibilities. The skills developed during the module will include active listening, negotiation and the presentation of ideas.
On successful completion of the module, students will be able to:
The teaching and learning strategy involves combining critical understanding of people management with opportunities to practice and develop key skills of listening, negotiation and communication. Short lectures will introduce key concepts, current philosophical debates and explore challenges of application. This will be followed by student focused seminars based on group tasks that explore the challenges of implementation and the context dependent nature of managing people in creative contexts.
This student-centred group work will involve the use of case studies to set the knowledge and understanding required in particular contexts and enable students to work through collaboratively what their actions/decisions would be in particular situations. This helps extend understanding of the challenges of applying theory to particular situations. Roleplays will be used to develop the critical ability of being able to listen and reflect back accurately and develop the skill of managing people in particular situations such as conflict resolution and fee negotiation. Students during the negotiation roleplay will be filmed to capture their performance and provide a record so that they may examine and reflect on the way they managed the situation.
The module will make use of a Virtual Learning Environment (VLE) Canvas for communication and dissemination of information between students and staff as well as making online learning materials available to all.
All courses based in the Kingston School of Art offer students free access to the online video tutorial platform Lynda.com. This provides a wide range of subjects to choose from, many with downloadable exercise files, including software tutorials covering photography, graphics, web design, audio and music, CAD and Microsoft Office software, as well as courses on Business and Management skills. Some of these are embedded in the curriculum and offer additional self-paced learning, others may be taken at will by students wishing to broaden their employability skills in other areas.
| Definitive UNISTATS Category | Indicative Description | Hours |
|---|---|---|
| Scheduled learning and teaching | Lectures, seminars, case study analysis and discussion, roleplay and workshops. | 44 |
| Guided independent study | 256 | |
| Total (number of credits x 10) | 300 | |
Assessment follows the principle of theory in practice/application.
Formative assessment and feed forward will take place during tutorials that will take place following the filmed roleplay. It will involve producing a one page reflective analysis on your people management skills, looking back to before you began the course, including what you have learnt about managing people up to this point and identifying areas to work on as you go through the course and start the major project.
Two items of summatively assessed coursework offer the students the opportunity to demonstrate achievement of the module learning outcomes.
| Learning Outcome | Assessment Strategy |
|---|---|
| Demonstrate understanding of negotiation skills | 30-minute individual presentation based on roleplay scenario |
| Apply knowledge of motivation, collaboration and people management to critically analyse a human resource issue | Case study report (3,000 words) |
| Demonstrate listening and communication skills | 30-minute individual presentation based on roleplay scenario |
| Recognise and specify idiosyncratic aspects of managing in creative organisations | Case study report (3,000 words) |
| Description of Assessment | Definitive UNISTATS Categories | Percentage |
|---|---|---|
| 30-minute individual presentation based on roleplay scenario | Practical exam | 50% |
| Case study report (3,000 words) | Coursework | 50% |
| Total (to equal 100%) | 100% | |
It is NOT a requirement that any element of assessment is passed separately in order to achieve an overall pass for the module.
Works cited are for initial reference only. Module leaders will further enhance and focus it depending on project and assessment tasks.
Catmull, E. (2009). How Pixar Fosters Creativity. Harvard Business Review, May pp. 64-72.
Gander, J. (2017). Strategic Analysis: A creative and cultural industries perspective. London: Routledge.
Grugulis, I. (2017). A Very Short, Fairly Interesting and Reasonably Cheap Book About Human Resource Management. London: Sage.
Reckhenrich, J., Kupp, M., and Anderson, J. (2009) Understanding Creativity: The Manager as Artist. Business Strategy Review. Summer, pp.68-73.
Townley, B., and Beech, N. (2011). Managing Creativity: Exploring the Paradox. Cambridge: Cambridge University Press.
Andersen, E.S. (2016). Do project managers have different perspectives on project management? International Journal of Project Management, 34:58-65.
Andripolous, C. (2003). Six paradoxes in managing creativity: an embracing act. Long Range Planning, 36:375-388.
Caves, R. (2000). Creative Industries: Contracts between commerce and creativity. Cambridge, MA: Harvard University Press.
De Bono, E. (2017). 6 Thinking Hats. London: Penguin Life.
HBR's 10 Must Reads: On Managing People. Boston, MA: Harvard Business Review Press.
Harvard Business essential: Managing Creativity and Innovation: Practical strategies to encourage creativity. Boston, MA: Harvard Business Press Books.
Roe, J., and Elton, J. (1998). Bringing discipline to project management. Harvard Business Review, March.