This module concerns the study of basic mental processes, such as memory, attention, learning, and categorisation. You will explore the current issues, debates and approaches in many key areas of cognitive psychology. We will see how research has evolved in these fields, both in terms of the practical challenges, and the development of psychological theories. We will also investigate how basic findings in cognitive psychology can have a wider application to society, such as in treatments for psychological disorders, or in the influence of misinformation in belief formation.

By the end of the module, you will understand more about these core topics, and will be able to show a critical appreciation of research methods, approaches and outcomes in cognitive psychology. You will develop skills to write about a topic in cognitive psychology in an informed and reflective way.

This course is concerned with major theories in social psychology and related social sciences that have guided the organisation and design of work.

In this module students should develop an understanding of the importance of the role of psychology in the development of people management techniques and practices. They will also develop an understanding of the historical development of psychology, with specific reference to the relevance of psychological expertise to the effective management of organisations.

Whilst aiming to expand on your knowledge and skills on research methods acquired in the Part I modules, this module aims to develop knowledge and skills on experimental research methods employed across the different topics in psychology, such as social, developmental, and cognitive approaches. This will involve learning about how to plan, conduct and report research and how to evaluate research studies. You will learn conventions in writing and presentation styles in psychology, and your writing and method skills will address the complexities and confounds in experimental studies.

This module will develop your ability to be clear, accurate, complete, and concise in writing up research. You will build these skills as an individual, but also through collaborative work. You will develop the ability to generate and explore hypotheses and research questions, and will carry out empirical studies drawing on a variety of psychological methods. Additionally, you are required to plan, conduct and report empirical research including defining a research problem, formulating testable predictions, choosing appropriate methods, planning and conducting data gathering, demonstrate evaluation of data, and producing a professional report. You will employ evidence-based reasoning when presenting, interpreting and evaluating psychological research, and will use some psychological tools such as experimental software and computer packages including at least one statistical package.

This module provides you with an introduction to questionnaire design and qualitative methods by which psychological research is conducted, data collected and analysed, whilst also addressing the ethical issues relevant to a range of experimental and non-experimental methods. You will undertake blocks of exercises in which you will design, report and evaluate different forms of psychological research through questionnaires and surveys, in addition to interviewing and qualitative analysis.

Working in small groups, you will design and implement research projects on a given topic, followed by independent analyses and interpretation of the results, which are then written up in the research reports. You will also engage with the various ethical issues affecting psychological research on human participants and the strategies for addressing those issues in conducting psychological research with integrity. The module will support further your abilities to be clear, accurate, complete, and concise in writing up research. You will also develop the ability to use appropriate software and online resources in the generation and analysis of qualitative as well as quantitative data.

Expanding on the knowledge gained in Part I, you will further develop your knowledge of theory and research in a number of core areas in this field. Starting with the history of social psychology, you will explore topics such as social beliefs and judgements, intergroup relations, and applying social psychology to everyday life.

The lectures will cover contemporary and empirical developments in the key areas of social psychology, and the accompanying seminar programme will help develop a range of your academic and transferable skills in relation to social psychological subject matters, including the use of technical language, integrating knowledge, analytic skills, argument construction, and presentation.

In this module, you will gain the knowledge and skills to understand how psychological research findings reported in journals and textbooks have been obtained; carry out your own analysis of data collected during practical classes and report the results; and analyse and report the results of your own research project.

You will come to identify the appropriate form of analysis for different data types, and will use the statistical package R to conduct the analysis of variance (ANOVA) appropriate for different research designs.

Building on learning from your first-year statistics modules, we move into more complex forms of regression (linear and non-linear), moderation and mediation. The classes in this module extend your knowledge and understanding of correlation and simple regression to the area of multiple regression. We consider more than one influence on a behaviour and when thinking about how those influences may work together, and possibly how they are ordered in time, whether we can say that the influence “causes” a behaviour. We also consider alternative forms of analysis for data that do not fit the methods learned so far that are needed for considering causes of behaviour.

The practical sessions in this module take a further step in growing your independence for writing and performing your own statistical analyses. By solving problems across many different datasets, we prepare you for working with your own data and analysis for your third-year project.

On successful completion of the module, you will have broadened your skills and understanding of statistics such that you can choose from among a range of methods which best suits a research question and its dataset. Also, you will have developed skills so that you can interpret the results of studies with confidence and express how general these results are likely to be across different samples and populations.

The main aim of this module is to provide students with a critical understanding of the ethical dilemmas that are associated with business and management. It will examine the various ways in which we make sense and speak about ethics, how questions of right and wrong occur and what responses they elicit. In simpler terms, if we describe ethics as being about sorting out right from wrong, our interest is on what constitutes ethical conduct, and on who the appropriate agent of this conduct might be. A critical understanding means that this module does not aim at providing answers or tools that would solve the various problems of ethics or that would guarantee the ethical behaviour of managers.

This module introduces key debates relating to corporate social responsibility in a global context. Beginning with fundamental questions about purpose and definition, and then proceeding to explore questions about the role of ethics and questions of sustainability from different inter-national perspectives, the module provides a critical and analytical approach to corporate social responsibility and reflects on both the possibilities for global approaches and the relevance of responsibility agendas in different international contexts. You will learn about the context of ethics and corporate social responsibility in the wider context of international management. You will learn how to reflect critically on such issues, and how to use literature to analyse the approaches of international organisations and develop recommendations for improvements to their strategies.

Human Resource Development (HRD) is a dynamic and evolving area that is part of Human Resource Management (HRM). This module follows on from the Human Resource Management module and assumes the centrality of the self in managerial discourses. Where HRM focuses on a wide range of processes that deal with the needs and activities of people in an organisation, within those processes HRD in the new economy is concerned with the theory and practice related to training, learning and development for both the benefit of individuals and the organisation. In 1989 McLagan proposed that HRD comprises of three main areas: Training and Development; Organisational Development and Career Development.

This module will take McLagan's three themes and offer a contemporary look at the tensions that occur when human resources (people) are exhorted through particular managerial discourses.

Human Resource Management is that part of management that happens to everyone, all the time. Nobody can escape HRM. We are all human resources and, therefore, it should not be a surprise that HRM has become very much a reflection of us – we find in HRM our own conceptions of ourselves, of work and of life in the 21st Century. The aim of this module is to understand how HRM is done and why we manage people in the ways we do.

The module introduces and analyses HRM as a complex part of management today in all organisations. OWT.223 examines aspects of employability, of performativity, performance management and of work motivations as key ingredients for the management of people in contemporary corporations, large or small, private or public. For you and your employability, it will be essential to understand what is going on in HRM and how this is done. You will have to be able to grasp the fundamental question of work: what is worth doing in the context of contemporary work? What is asked of you, and how do you have answer in return?

Also, it is essential to remember that every manager is always a human resource manager: they have to know how to recruit, how to communicate decisions and how to understand people and their motivation to work, how to think about individuals and teams, and about all the psychological and social aspects of work. No effective and respectable manager or executive can be a poor manager of people.

This module introduces key debates relating to management in international organisations. Beginning with fundamental questions about purpose and organisation, and then proceeding to explore questions about impacts on economy and society, the module provides a critical and analytical approach to understanding international organisations in a range of sectors. On completion of the module, you will be able to analyse the factors affecting the operation and impacts of international organisations, in both ‘developed’ and ‘developing’ world contexts.

Part 1 of the module introduces key debates and concerns relating to international organisations, in particular in relation to rationales for and modes of internationalization and associated organisational forms. The challenges faced by international organisations are also considered. The purpose of the first part of the module is to allow you to understand the key debates relating to international organisations in different sectors (e.g. manufacturing versus services).

Part 2 of the module builds on Part 1 by considering different ways of analysing international organisations. A series of perspectives are introduced that take account of the different organisational forms and processes found in international organisations. The purpose is to allow students to understand the different analytical questions that need to be considered when studying and managing international organisations.

This module examines several of the transformations that have arisen in contemporary organisations as a result of the introduction and use of information systems. In order to consider how information systems have been implicated in these transformations, this course will focus on three themes:

• Knowledge Management and Information Communication Technologies (ICTs)
• Informational devices and their mobilities
• The ethical dimensions of managing information and information systems

Each of these themes have been important in the study of the role of information systems within organisations. For each theme, one or more cases and/or readings will be introduced and discussed in detail over the course of ten two-hour interactive lectures. This will enable students to (1) familiarise themselves with key historical and contemporary developments, (2) to explore the challenges that the introduction of different forms of information systems may pose, and (3) to consider the scope for management action in response to these challenges. Students are required to produce an assessed group presentation and to sit an exam in the summer. The aim of both the lectures and these forms of assessment is to enable students to develop techniques, methods of analysis and research expertise relating to the place of information systems in contemporary organisations. By the end of the course, students should have enhanced their understanding of relevant theoretical and practical issues that arise, as well as having developed their critical and analytical skills.

In this module we look at the changing role and position of management and managers in organisations and society. Much of modern analysis of management emphasises a change in forms of management control from traditional authority through vertical hierarchical forms to ones which are more horizontal and look to incorporate employees into the organisation and its goals in ever closer ways. This happens for example through attempts to align employees identities, emotions and interests with commitment to the organisation: the much discussed capturing of hearts and minds. Another aspect of this is the manipulation of meaning in order to facilitate this identification of employee and organisation, usually discussed as the corporate culture movement. Together these can be taken as two significant aspects of modern management the management of meaning and the management of identity - which feature little in traditional management texts that emphasise management as the co-ordination of tasks and the control and deployment of resources.

However, it is important to see management and managers within the light of organisation analysis. Managers are not the autonomous agents they are often portrayed, first because they are also employees themselves (albeit in the position of formally representing the interests of capital), and second, they are also subject to organisational structures, cultures and power relations. Perhaps especially in the light of managerial control designed around commitment, integration and identification with the organisation, managers are tied in by the very control strategies that they themselves are promoting. However, as we shall see, there are also important tensions between the changing context of management and these forms of control which can lead to unintended consequences such as impression management and various forms of resistance.

Thus this module focuses on how management is a social process, and what this means for the lived experience of doing management. In exploring this we look at topics which are relevant for the day-to-day experience of managers, although rarely are these addressed in conventional management textbooks: issues such as humour, diversity, impression management and emotional management.

The module covers human development from foetus to the end of adolescence, covering changes in cognitive, social, language and emotional abilities over this time span, as well as how these changes can be explained: it is important to ask not just what changes, but also why such changes occur and how the course of development is shaped by multiple interacting factors.

The course provides a foundation for understanding developmental psychology as a discipline from different theoretical and methodological perspectives. The lectures cover a variety of key topics in developmental science, from prenatal to later childhood development and adolescence, spanning motor, perceptual, cognitive, communicative, social, emotional and cultural aspects.

The fundamental questions of development: what capacities make infants able to learn so much about the world, by what mechanisms are capacities acquired, and how development can take an atypical trajectory, are addressed on the course together with the theoretical debates that have surrounded these questions.

The module will introduce you to the fundamental neuronal principles underlying cognition and behaviour, with particular emphasis on perceptual, cognitive, emotional and language processes. You will be provided with basic knowledge about the anatomy, physiology, and functions of the central and peripheral nervous systems.

You will become acquainted with a range of theories and research methods in cognitive neuroscience and explore how knowledge of neural and physiological processes can aid our understanding of a wide range of human behaviour. The module provides you with the essential preparation for neuroscience-related advanced modules in your third year.

Organisational change is widely accepted as a defining feature of contemporary life. Most of the topics covered in management courses, for example, structure; technology; people; power; culture; strategy; leadership and learning, to name a few, assume the need for changes of one kind or another. This course of lectures and the associated seminar programme review some key ideas associated with approaches to change. Seminal approaches to the field that can be said to conceptualise change management are introduced and compared, particularly those at the micro - that is the individual and group level.

Material included in the course will help you understand your own and other peoples' reactions to changes. It will help you develop informed opinions about theories of change and will help you to understand how changes might be managed effectively. Expressed more formally, the course will

• introduce you to some key management and social, and behavioural science contributions in the field;

• help you to compare different orientations and to appreciate their relative strengths and weaknesses;

• help you to relate such ideas to actual events in organisations; and,

• help you to understand and evaluate your own approaches to the management of change and to evaluate management practices in this area.

The project is a piece of empirical work that will be completed under the guidance of a member of the lecturing staff. Exploring a topic of your choice, you will gain significant knowledge and understanding of how to develop and conduct psychological research, and will learn how to operationalise a manageable research problem.

In collaboration with a supervisor, you will develop the ability to formulate specific research hypotheses and carry out and write up an independent piece of research. This will equip you with in-depth and specialised expertise in a specific area of psychological inquiry, and transferable skills in project management, data skills, and reviewing literature.

The aim of Managing Human Resources is to develop an informed, critical understanding of how the management of Human Resources is undertaken, why and with what effect. What it is not is a prescriptive course providing ‘how to do it’ set of rules and practices. The focus here is on a critical understanding of the employment relationship within the organisational context. Some students are interested in becoming HR practitioners in their future careers and many wish to become a manager of some form. In both cases the course provides a solid foundation to evaluating different approaches to managing human resources and gain a critical understanding of where they would be appropriate.

Initially the course introduces the development and roles of HRM and the ways in which different management styles can be adopted in organisations. The course then examines the nature of the relationship between HRM and performance (including aspects of remuneration). The lectures then present contemporary HRM issues, for example, Equality and Diversity, Flexible working, Careers and Wellbeing.

Economic, social, cultural and political globalization have all contributed to the growth of economic activity that cuts across national borders and to the emergence and proliferation of organizations that transcend national boundaries. Increasingly, organizations are engaged in the employment contract in multiple different national employment systems. The human resources of organizations are located in multiple country locations. Internationalization thereby becomes a key challenge for the practitioners and a dimension that cannot be taken as given or standard for scholars of HRM. In a context of the transformation of a growing number of organizations (and especially the largest ones) into “transnational social spaces”, HRM practices flow across borders. Some strategic scholarship argues that such flows are critical to the success of individual firms, and concentrate their efforts on identifying “best practices” that will yield the greatest leverage to each. Strategic scholarship keen to understand what will work best to increase the efficiency and financial performance of multinational organizations also studies the various “glitches” that might obstruct flows or make the flows of HRM practices everywhere not always desirable.

This module examines the challenges of managing human resources against a backdrop of cross-cultural and institutional work contexts and teams, variation in local socio-political-legal contexts and the necessity for cross-border assignments. The analytical/critical approach to IHRM taken concerns itself with questions of whether employment (and HRM) practices are converging or diverging around the world, how power and politics are implicated in the internal dynamics of multinational corporations, and if the corporate social responsibility pledges for appropriate treatment of workers can possibly suffice to ensure a fair employment relationship in the absence of a transnational regulator, among others.

Technology is widely regarded as an unstoppable engine of change that is driving the advance or progress of the modern world. It would seem that no corner of the planet is left untouched by the transformative power of technology: from computers and telecommunications technology to biotechnology, from genetic engineering to the production of designer drugs to control and reshape human behaviour, the technological (re)ordering of the world would appear to have no limits. Against this background utopian or dystopian depending on your viewpoint OWT.326 aims to explore the (inter)relationship between technology and organisation.

The lectures place a strong emphasis on the examination of accounts and representations, visions of technology, technologically mediated change in organisations and society (including issues of identity, power and surveillance), and the ethical dimensions of technology.

No prior knowledge of technology is assumed.

The objective of this module is to attempt to develop moral sensibility and practical reasoning in the context of managerial everyday action in organisations. It will be concerned with morality in action, as it happens, rather than a removed reflection on codes and principles of ethics.

The module seeks to show that ethics in action is diffused and difficult. Nevertheless, managers and employees have a responsibility to ‘work it out’ for themselves. It is this ‘how to work it out’ that the module will keep as its focus. A number of case studies will be used as a basis for developing a moral sensibility so that managers will be able to act in a morally appropriate manner as part of their ongoing organisational action.

This course involves a brief (and therefore rather packed) review of some of the main theoretical and empirical debates in the study of work and employment relations. Work is among the most defining experiences of individual lives and the particular form the employment relationship takes is among the core tenets that define the uniqueness of societal arrangements over time and space. Exploring various facets of work and employment is an endeavour that cuts across disciplinary boundaries economists, public policy makers, engineers, geographers, historians, among others, all have their views, interests and preferred methods of inquiry and manners of debate. Furthermore, even within disciplinary boundaries, there is no consensus on how to approach the subject matter, which questions to ask, and how to pursue the answers. In this course, the approach is sociological and the content is somewhat eclectic, being drawn from all of the aforementioned disciplines.