MANAGEMT 7087 - Managing Contemporary Organisations
North Terrace Campus - Trimester 1 - 2022
General Course Information
Course Code MANAGEMT 7087 Course Managing Contemporary Organisations Coordinating Unit Adelaide Business School Term Trimester 1 Level Postgraduate Coursework Location/s North Terrace Campus Units 3 Contact Up to 36 hours Available for Study Abroad and Exchange Restrictions Available to Certificate, Graduate Diploma and Master of Business Administration students only - other students must first meet with program director for enrolment approval 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: Associate Professor Chia-Yen (Chad) Chiu
The full timetable of all activities for this course can be accessed from Course Planner.
Course Learning OutcomesOn successful completion of the course, students will be able to:
- Work within major theories and perspectives on the management of organisations to identify and address key questions concerning effective management within their own organisations.
- Identify the relationships between individual experiences and organisational behaviours from a systems view of organisational dynamics
- Explain the implications of a systems perspective for the role and challenges of managing people in organisations
University Graduate Attributes
This course will provide students with an opportunity to develop the Graduate Attribute(s) specified below:
University Graduate Attribute Course Learning Outcome(s)
Attribute 1: Deep discipline knowledge and intellectual breadth
Graduates have comprehensive knowledge and understanding of their subject area, the ability to engage with different traditions of thought, and the ability to apply their knowledge in practice including in multi-disciplinary or multi-professional contexts.
Attribute 2: Creative and critical thinking, and problem solving
Graduates are effective problems-solvers, able to apply critical, creative and evidence-based thinking to conceive innovative responses to future challenges.
Attribute 3: Teamwork and communication skills
Graduates convey ideas and information effectively to a range of audiences for a variety of purposes and contribute in a positive and collaborative manner to achieving common goals.
Attribute 4: Professionalism and leadership readiness
Graduates engage in professional behaviour and have the potential to be entrepreneurial and take leadership roles in their chosen occupations or careers and communities.
Attribute 5: Intercultural and ethical competency
Graduates are responsible and effective global citizens whose personal values and practices are consistent with their roles as responsible members of society.
Attribute 8: Self-awareness and emotional intelligence
Graduates are self-aware and reflective; they are flexible and resilient and have the capacity to accept and give constructive feedback; they act with integrity and take responsibility for their actions.
Textbook for Trimester 2 and 3:
- Robbins, SP, Judge, T, Edwards, M, Sandiford, P, FitzGerald, M & Hunt, J 2020, Organisational Behaviour, 9th edition., Pearson Australia, Melbourne VIC. ISBN: 9781442528550 (Recommended textbook)
A weekly reading list will be provided. This will add to the broader textbook readings, exploring selected key managerial issues and challenges, often drawing on the writings of significant thinkers who have been particularly influential in the field.
Please note: Trimester 1While the Robbins text (above) is the preferred textbook, if you have already purchased the Wood text (below) that will be fine. You do not need both texts.
- Wood, JM, Zeffane, R, Fromholtz, M, Wiesner, R, Morrison, R, Factor, A, & McKeown, T 2019, Organisational Behaviour: Core Concepts and Applications, 5th edition., John Wiley & Sons Australia, Brisbane QU. ISBN: 9780730363422
Learning & Teaching Activities
Learning & Teaching ModesCourse delivery will be by way of 3-hour interactive seminar classes. It is essential that the nominated readings be completed in preparation for each class – the readings form a shared context for each class and a shared foundation for class discussions. Readings in addition to those supplied in the course folder will be made available via MyUni. Most assignments will be marked
electronically and returned via MyUni.
The information below is provided as a guide to assist students in engaging appropriately with the course requirements.Weekly classes are 3 hours long. You can expect to spend about the same amount of time preparing for each class. Assignments and exam preparation will demand additional concentrated periods of non-classroom study, on your own or with your allocated student group. As a rough indication, you could expect to spend in the order of 130 hours of study time to complete the course, of which 39 hours would be in class.
Learning Activities Summary
This is a draft schedule. It may change during the course delivery if necessary. Please check MyUni for current schedule.
Schedule Week 1 Course Introduction: Challenges in Managing Organisations Week 2 Diversity and Individual Differences Week 3 Personality and Values Week 4 Perceptions, Attributions, and Decision-Making Week 5 Motivation and Empowerment Week 6 Develop Your Edge (Guest Speaker) & Review of the Individual Level Aspects Week 7 Groups and Work Teams Week 8 Power, Social Influence, & Organisational Politics Week 9 Leadership – 1: Conventional Views Week 10 Leadership – 2: Contemporary Views Week 11 Being Socially Influential (Guest Speaker) & Review of the Interpersonal Aspects Week 12 Organisational Culture Week 13 Contemporary Issues in Organisations
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 Task Task Type Weighting Word Count Learning Outcome Class Engagement and Group Discussions Individual & Group 25% N/A 1,2,3 Reflective Report Individual 40% 3,000 words 1,2 Essay Individual 35% 2,400 words 1,3 Total 100%
Due to the current COVID-19 situation modified arrangements have been made to assessments to facilitate remote learning and teaching. Assessment details provided here reflect recent updates.
Assessment Related RequirementsThe three assessments require students to apply the discussed theoretical concepts in class to address the challenges they encounter in real life. Therefore, students are expected to demonstrate their ability to incorporate these theoretical aspects into their decision-making process. Showing the theory-practice synergy is the core requirement of completing these assessments.
Assessment Detail**Note: The specific assessment expectations, writing structures, and marking rubrics will be shared and discussed in class**
Class Engagement and Group Discussion
Class participation (10%)
Group discussions/contributions (15%)
Fundamental to this course is how to diagnose and understand both real-life experiences and sharing thoughts on readings and theories. Students' participation and contributions in group discussions are vital to accomplish this goal. The mark is determined by instructors' observations and peer comments.
Evaluate your own leadership capabilities based on the theoretical aspects discussed in class, using self-analysis to figure out your strengths and weakness as a contemporary organisational leader. From this analysis propose behavioural strategies to help you maximise the impacts of your strengths to compensate your weaknesses.
From identifying tough decisions and providing solutions, how you will cope with these challenges given the theories and learnings you have had from this course.
Submission1. Presentation of Assignment 2 & 3
Please retain a copy of all assignments submitted.
Assignments will be submitted electronically in Microsoft Word format. Electronic submission will be deemed to carry with it a declaration that the submission is the student’s own work and does not involve plagiarism or collusion.
2. Assignment Guidelines including Referencing Details
A copy of the Postgraduate Programs: Communication Skills Guide will have been given to you at the beginning of your program. This guide will assist you structure your assignments. A copy of the guide can also be downloaded from http://www.business.adelaide.edu.au/current/mba/download/2009MBACommSkillsGuide.pdf
This publication also provides guidelines on a range of other important communication skills including writing essays and anagement reports, making oral presentations etc.
In preparing any written piece of assessment for your postgraduate studies it is important to draw on the relevant ‘literature’ to support critical analysis. Also essential is to reference the literature used. Correct referencing is important because it identifies the
source of the ideas and arguments that you present, and sometimes the source of the actual words you use, and helps to avoid the problem of plagiarism. (Further information on plagiarism is provided later in this course outline.)
The Harvard system is widely used in the Business School. Guidelines for the use of this style of referencing can be found in the
Communication Skills Guide.
Further assistance with referencing is available from the Faculty’s Learning Support Advisors. The contact details are
provided on page 6 of the Communication Skills Guide.
3. Return of Assignments and Feedback
The Lecturer will aim to mark and return assignments electronically to students within two (2) weeks of the due date, with written feedback.
4. Late Assignment Submission
Students are expected to submit their work by the due date to maintain a fair and equitable system. 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.
5. Plagiarism and Other Forms of Cheating
Plagiarism is a serious act of academic misconduct. The School adheres strictly to the University’s policies on examination and assessment. The University’s Policies on Assessment, including plagiarism and other forms of cheating, can be found at:
Students must not submit work for an assignment that has previously been submitted for this course or any other course.
6. Course Results
Course results will be available within three to four weeks after the final examination/assignment. University staff are not permitted to provide results to students over the telephone or by email. When results are approved and finalised they are made available through MyAdelaide: (https://myadelaide.uni.adelaide.edu.au)
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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This section contains links to relevant assessment-related policies and guidelines - all university policies.
- Academic Credit Arrangement Policy
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- Academic Progress by Coursework Students Policy
- Assessment for Coursework Programs
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- Modified Arrangements for Coursework Assessment
- Student Experience of Learning and Teaching Policy
- Student Grievance Resolution Process
Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student’s disciplinary procedures.
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