MANAGEMT 7087 - Managing Contemporary Organisations

North Terrace Campus - Trimester 2 - 2022

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.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7087
    Course Managing Contemporary Organisations
    Coordinating Unit Adelaide Business School
    Term Trimester 2
    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 Staff

    Course Coordinator: Associate Professor Chia-Yen (Chad) Chiu

    Course Timetable

    The full timetable of all activities for this course can be accessed from Course Planner.

  • Learning Outcomes
    Course Learning Outcomes
    On successful completion of the course, students will be able to:
    1. Work within major theories and perspectives on the management of organisations to identify and address key questions  concerning effective management within their own organisations.
    2. Identify the relationships between individual experiences and organisational behaviours from a  systems view of organisational dynamics
    3. 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.

    1,2,3

    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.

    1,2,3

    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.

    1

    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.

    1,2,3

    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.

    2,3

    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.

    1,2,3
  • Learning Resources
    Required Resources

    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)
    The textbook gives an orientation to the 'received wisdom' on theories, practices and debates about management and organisations. Each week specific chapters are recommended to help candidates get the most out of our face-to-face learning sessions.

    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 1

    While 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 Modes
    Course delivery will be by the way of 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.

    Workload

    The information below is provided as a guide to assist students in engaging appropriately with the course requirements.

    There are two class models: (1) Weekly (3 hours per week) and (2) intensive model. 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 36 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
    Topic 1 Course Introduction: Challenges in Managing Organisations
    Topic 2 Diversity and Individual Differences
    Topic 3 Personality and Values 
    Topic 4 Perceptions, Attributions, and Decision-Making
    Topic 5 Motivation and Empowerment
    Topic 6 Develop Your Edge (Guest Speaker) & Review of the Individual Level Aspects
    Topic 7 Groups and Work Teams
    Topic 8 Power, Social Influence, & Organisational Politics
    Topic 9 Leadership – 1: Conventional Views
    Topic 10 Leadership – 2: Contemporary Views
    Topic 11 Being Socially Influential (Guest Speaker) & Review of the Interpersonal Aspects
    Topic 12 Organisational Culture & Contemporary Issues in Organisations
  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    Assessment Task Task Type Weighting Word Count Learning Outcome
    Class Engagement and Group Discussions Individual & Group 25% N/A 2
    Reflective Report Individual 40% 3,000 words 1
    Essay Individual 35% 2,400 words 3
    Total 100%
    For specific information about assignments and due dates please refer to your Course Folder.
    Assessment Related Requirements
    The 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%)
    In-class 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 accomplishing this goal. The mark is determined by instructors' observations and peer comments.

    Reflective Report
    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.

    Essay
    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.
    Submission
    1. 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:

    http://www.adelaide.edu.au/policies/230/

    http://www.adelaide.edu.au/policies/465/

    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)
    Course Grading

    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.

  • Student Feedback

    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.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    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.

The University of Adelaide is committed to regular reviews of the courses and programs it offers to students. The University of Adelaide therefore reserves the right to discontinue or vary programs and courses without notice. Please read the important information contained in the disclaimer.