MANAGEMT 7087NA - Managing Contemporary Organisations
Ngee Ann Academy - Quadmester 4 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
General Course Information
Course Code MANAGEMT 7087NA Course Managing Contemporary Organisations Coordinating Unit Business School Term Quadmester 4 Level Postgraduate Coursework Location/s Ngee Ann Academy Units 3 Available for Study Abroad and Exchange Y Incompatible MANAGEMT 7037 Restrictions Restricted to Certificate, Grad Dip and Master of Business Administration students only. Course Description This course exposes students to some key influences and perspectives on the management of organisations. Its focus is primarily on human issues that affect and are dealt with by managers day-to-day. The course is an extension of "Fundamentals of Leadership" and provides the background and theoretical framework for more advanced studies in business management. Some of the topics addressed may, at first, seem somewhat theoretical or even 'philosophical' in nature, but the whole course is designed to provide students with the foundation for practical action in the field. The ability to analyse and to think clearly and independently about these issues will be the basis of effective action.
Managing Contemporary Organisations begins by examining the nature of 'organisation' as an 'open system'. We then look at the management challenge in relation to various facets of organisation - learning, motivation, politics, performance, ethics, culture, innovation, decision-making, structure and change.
Throughout the course there is an emphasis on thinking about and asking important questions, rather than fixing on 'right' answers.
Course Coordinator: Dr Chris SmithDr. Chris Smith
Chris started his working life as a clinical psychologist in the psychiatric unit of a general hospital. After several years he moved into the business sector and, via a corporate HR role, occupied a number of general management/CEO positions across a variety of industries in Australia and the UK. In the mid-90s he left the business world for the academic one and joined Warwick Business School (UK) where he is currently an Associate Fellow of the Marketing and Strategic Management Group. In 2002 he moved to South Australia and became a full-time faculty member of the University of Adelaide Business School. He teaches on MBA and executive education programmes across a variety of international settings.
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesOn successful completion of the course will be able to:
Analyse complex organizational environments, cases and issues by reference to and application of relevant theories, concepts and models i.e.
- Students will be exposed to some key influences and perspectives on the management of organisations
- Students will identify important questions in relation to the management of organisations, for which they need to develop their own ‘right’ answers
- Students will explore the relationship between individual experience and organisational behaviour
- Students will be introduced to a systems view of organisational dynamics and will explore the implications of a systems perspective for the role and challenges of management
University Graduate Attributes
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Required ResourcesThe text for this course is
- Huczynski, A. A. and Buchanan, D. (2013) Organizational Behavior 8th Ed. Prentice-Hall/Pearson Education.
Online LearningNo specific online learning facilities are part of the course other than the usual communication and sharing of information/papers via MyUni.
Please ensure that your MyUni email address is one through which you can be contacted.
Learning & Teaching Activities
Learning & Teaching Modes
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Learning Activities Summary
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The University's policy on Assessment for Coursework Programs is based on the following four principles:
- Assessment must encourage and reinforce learning.
- Assessment must enable robust and fair judgements about student performance.
- Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
- Assessment must maintain academic standards.
Assessment Item Percentage of total mark Relevant Learning Outcome Due or Scheduled Date Individual Assignment 60% A,B,C,D Group Projects 30% A,B,C,D In Class Class Participation 10% A,B,C In Class
Assessment DetailGROUP ASSIGNMENT (30%)
The interaction of individual and group dynamics makes each organization in a country unique in many way and yet similar in others. Using concepts from the first intensive and the organizations represented in your groups prepare a PowerPoint presentation that shows the differences and similarities and explain these (again using concepts from the first intensive). Use the ‘notes’ pages of the presentation to make your more detailed points. The presentation should comprise 10-15 slides with 150-200 words on the notes pages as the major content). Note that you will not be required to make a presentation.
INDIVIDUAL ASSIGNMENT (60%)
Using models and theories from the organizational behaviour literature critically analyse the processes/outcomes/etc. of one of
a) Conflict, conflict resolution;
b) Decision-making or
c) Management/leadership in your organization.
There will probably be overlap between these three but ensure that your theoretical and practical focus is on one area. Suggest how any problems you identify might be resolved in the short, medium and long term.
– NB writing a concept in normal language is generally ‘description’ and not analysis. Analysis is the key to passing this assignment – description only is a key to failing it.
The analysis should be 2000-3000 words and should be correctly referenced to specific articles or parts of the textbook (do not reference ‘slides handouts’)
Note: the purpose of this exercise is for you to demonstrate the analytic use of models from the course and others we have not covered
This will reflect your participation in the class, your resistance to ‘phone obsession’ etc. and in general your conduct as an active learner.
SubmissionThe individual assignment, with the appropriate coversheet and declaration is to be submitted via MyUni. . Please submit your assignment in ‘Word’ format and not pdf.
Students are expected to submit their work by the due date to maintain a fair and equitable system. Extensions will generally only be given for medical or other serious reasons. All requests for extensions must be emailed to the lecturer in charge of the course before the due date. Each request will be assessed on its merits. A late assignment (without prior arrangement) may be penalised by a 5% mark reduction for each day that it is late.
Grades for your performance in this course will be awarded in accordance with the following scheme:
M10 (Coursework Mark Scheme) Grade Mark Description FNS Fail No Submission F 1-49 Fail P 50-64 Pass C 65-74 Credit D 75-84 Distinction HD 85-100 High Distinction CN Continuing NFE No Formal Examination RP Result Pending
Further details of the grades/results can be obtained from Examinations.
Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.
Final results for this course will be made available through Access Adelaide.
The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.
SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.
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