COMMGMT 2502 - Organisational Dynamics II

North Terrace Campus - Semester 2 - 2015

Organisational Dynamics teaches a unified way of thinking about the short term dynamics and complexities faced by contemporary organisations. This course discusses the theory of organisations with respect to fundamental organisational characteristics, imperatives and typical contingencies to operations and effectiveness. It uses the macro-perspective of Organisational Theory to enable the organisation and its primary sub-units to be presented as the point for explanation and analysis for the complexities and influences that are sources of potential disruption and change. Emphasis is on the organisational system as a coordinated social entity and as such the course is concerned with how the organisation integrates its social capital, competencies and resources, strategic capabilities and operational assets in a way that minimises disruption and maximises as challenges and opportunities arise. This course prepares management students to interpret organisational complexity and to be alert to the constant shifts and challenges faced by organisations and their people. This course will enable you to understand the potential implications of contingencies, change and dynamics and how the organisation's structure and design can moderate these influences as well as impact its use of technology and the way it leverages knowledge, supports innovation and maximizes its effectiveness and advantage.

  • General Course Information
    Course Details
    Course Code COMMGMT 2502
    Course Organisational Dynamics II
    Coordinating Unit Business School
    Term Semester 2
    Level Undergraduate
    Location/s North Terrace Campus
    Units 3
    Contact Up to 3 hours per week
    Available for Study Abroad and Exchange Y
    Prerequisites COMMGMT 1001 or COMMGMT 2501
    Incompatible COMMGMT 3503
    Course Description Organisational Dynamics teaches a unified way of thinking about the short term dynamics and complexities faced by contemporary organisations. This course discusses the theory of organisations with respect to fundamental organisational characteristics, imperatives and typical contingencies to operations and effectiveness. It uses the macro-perspective of Organisational Theory to enable the organisation and its primary sub-units to be presented as the point for explanation and analysis for the complexities and influences that are sources of potential disruption and change. Emphasis is on the organisational system as a coordinated social entity and as such the course is concerned with how the organisation integrates its social capital, competencies and resources, strategic capabilities and operational assets in a way that minimises disruption and maximises as challenges and opportunities arise. This course prepares management students to interpret organisational complexity and to be alert to the constant shifts and challenges faced by organisations and their people.
    This course will enable you to understand the potential implications of contingencies, change and dynamics and how the organisation's structure and design can moderate these influences as well as impact its use of technology and the way it leverages knowledge, supports innovation and maximizes its effectiveness and advantage.
    Course Staff

    Course Coordinator: Dr Lisa Daniel

    Dr Lisa Daniel
    Room 10-34, 10 Pulteney Street
    Telephone: 8313 3105
    Email: lisa.daniel@adelaide.edu.au 
    Course Timetable

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

    Weekly lectures begin Friday, July 31 from 1 pm till 3 pm.
    Napier 102, Nth Tce Campus.

    Tutorial sessions commence week 2.
  • Learning Outcomes
    Course Learning Outcomes
    • To introduce students to the principles of organisational theory as they contribute to the interpretation and analysis of organisational dynamics.
    • To facilitate understanding of an organisation’s dynamic influences in relation to other areas of management study such as organisational behaviour, human resource management and strategic management.
    • To present theories of organisational dynamics from the approach of holistic enterprise analysis.
    • To enable students to have an informed perspective on the influences and implications of dynamic change in organisational sustainability and survival.
    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)
    The ability to locate, analyse, evaluate and synthesise information from a wide variety of sources in a planned and timely manner. 1
    An ability to apply effective, creative and innovative solutions, both independently and cooperatively, to current and future problems. 2
    A commitment to continuous learning and the capacity to maintain intellectual curiosity throughout life. 4
    An awareness of ethical, social and cultural issues within a global context and their importance in the exercise of professional skills and responsibilities. 3
  • Learning Resources
    Required Resources
    Required textbook - Organisational Theory, Design and Change, 2010 (Global edition) Gareth Jones, 7th Edition, Pearson Education Limited, England. ISBN: 978-0-273-76560-8

    Online Learning
    MyUni will be used extensively in this course for announcements and assessment INCLUDING assignment submission. Your quizzes require you access to MyUni and are 12% of your assessment and a HURDLE REQUIREMENT.

    Please ensure you have access before the start of semester. This is your responsibility.
  • Learning & Teaching Activities
    Learning & Teaching Modes
    This course delivers all critical material in the 2 hour lecture given each week. 

    Tutorial sessions provide enhanced understanding of course material and assessment tasks as preparation for the final exam.

    Workload

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

    To achieved a level of sound comprehension and academic susccess at least 3 hours of study time/ assessment/preparation is required EACH WEEK in addition to the 3 contact hours.

    Learning Activities Summary

    Theme Week Topic Text
    DESIGN 1 Organisations & Effectiveness Ch 1
    2 Stakeholders, Managers & Ethics Ch 2
    3 The Changing Environment Ch 3
    4 Organisational Design Ch 4
    Organisational System Project DUE midnight 23 August
    5 Authority & Control Ch 5
    6 Coordination & Specialisation Ch 6
    CONTINGENCIES 7 Cultural Complexities Ch 7
    8 Technology Ch 9
    9 Learning & Knowledge Management Ch 12
    10 Innovation, Intrapreneurship & Creativity Ch 13
    Challenges Assignment DUE midnight 4 October
    11 Conflict, Power & Politics Ch 14
    12 Organisational Change Ch 10
  • 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
    To ensure students passing this course have a reasonable understanding of the material, this course has been structured to provide the maximum learning opportunities through assessment tasks.
    1. Quizzes – 12 x 1% (12%) assess your ability to recognise correct information and demonstrate understanding of course material. This assessment is a hurdle requirement. You must achieve at least 50% of the total 20% possible for these quizzes in order to be eligible to sit the exam and therefore pass the course.
    2. Tutorial presentations  (20% - 2 x10% for each presentation). Each tutorial you will be required to bring prepared answers for set tutorial questions (available on MyUni).
    3. Organisational Systems Project (20%) requires you to choose a local small business and consider the interactions and activities undertaken in order to create value. You will explain and illustrate the business from a systems perspective.
    4. Challenge and Contingencies GROUP Project (30%) assignment seeks to have you, as a group, consider how your organisation (from the Org’ Design Project) will cope with an organisational challenge. You are required to discuss a) how the challenge will impact effectiveness, b) what action could be taken to mitigate the problem and c) what opportunities may emerge. 10 peer-reviewed academic journal references are required.
    5. Final long answer EXAM (28%) will have 4 questions worth 7 marks each. The answers will require an insightful comprehension of the course material.
    Assessment Detail
    1. Quizzes (12%) There is a quiz corresponding to each lecture (12 in total). Each quiz is worth 1% - 1% gratis for completing them all. The quizzes are based on material in the text book. The quizzes for each intensive are due the week BEFORE the assignments. This assessment is a hurdle requirement. You must achieve at least 50% of the total 20% possible for these quizzes in order to be eligible to sit the exam and therefore pass the course. Quizzes can be saved and returned to before you finally submit them however once you submit them they are final.

    2. Tutorial presentations (20% - 2 x 10% for each presentation). Each tutorial you will be required to bring prepared answers for set tutorial questions (available on MyUni). In the tutorials you will participate in small group discussions for 30 mins when you will be required to reflect and collaborate on your answers with your peers. After that discussion and negotiation, one group each tutorial will be selected to present an answer as a comprehensive and understandable explanation to the class. Your grade will be based on the clarity of your explanation, use of constructive examples and presentation of the answer. You will be required to present TWICE (2 x 5%) over the semester designated on a random basis.

    3. Organisational System Design (20%) Due midnight Sunday August 23 (3 pages limit).
    This assignment requires you to choose a small local business and consider the interactions and activities undertaken in order to create value. You need to explain (in no more than 2 pages) and illustrate (one A4 page only) the business from a systems perspective.

    Your organisation must be an SME (with no more than 250 employees) and you must provide a logical, understandable explanation of the system relative to the activities your organisation undertakes. Do NOT use a franchise – if you are unsure CHECK with your tutor.
    • Consider the value and goals it seeks to achieve through its business activities and relationships with its many and various stakeholders. Remember value is created through more than outputs.
    • Explain the key direct and indirect value creating activities, business operations and stakeholder relationships required for effective operations. Remember to justify your explanation.
    • Your goal is to explain and justify, illustrate and indicate why the design of the business system is effective or not, relative to its goals.

    5. Challenges and Contingencies (30%) (to be completed in GROUPS of 3. Due midnight Sunday October 8. (5 pages limit). In this assignment you are required to explain how the organisation from your first assignment (choose one of the three) will manage one of the following challenges;

    Challenge alternatives – choose ONE;
    1. Lead staff quit taking key knowledge resources with them.
    2. A major technology failure has brought your company to a standstill.
    3. Poor workplace practices have been revealed as a dangerous threat to employee safety.
    4. A dominant group of employees is working contrary to accepted rules and routines.

    Consider the actions which you think would need to be undertaken to rebuild effectiveness and stability following the crisis. You are required to explain and justify as if you were the top management team.  Discuss the challenge in terms of course concepts such as complexity, formalisation, centralisation, specialisation/differentiation, internal & external environment, authority/control, integration/coordination, value, efficiency, stakeholders, uncertainty, dynamics etc. Justify your views with detailed and insightful explanations.

    a) How this challenge would impact the organisation? Where/when/why would those impacts be likely to arise? Discuss in terms of operations, interactions and relationships and with respect to its effectiveness, uncertainty and activities. Consider the system and design you described in the previous assignment.

    b) What actions could be taken to mitigate the problems? Detail the mitigating actions that could be undertaken/or could have been put in place to minimize destructive or dysfunctional outcomes and maintain a level of organisational effectiveness.

    c) What opportunities could emerge from the challenge and how could these be maximized? Could potential opportunities improve current competencies, enhance future effectiveness or leverage the organisation’s positioning.

    6. Final short-answer EXAM (28%) will have 4 questions worth 7 marks each.
    Long answer questions will require answers which draw on a number of areas of course content. You are required to demonstrate an integrated understanding of the course material in your answers. One - two pages for each answer should be sufficient to demonstrate your understanding of the course material.
    Submission
    All assignments must be submitted by midnight on the due date via MyUni TurnItIn. 
    • Limit for each assignment excludes cover page, table of contents, appendices and references.
    • Assignment WORD Format - use ARIAL 12 pt, 1.5 line spacing, 2.5 cm margins.
    • Referencing must follow the author-date (Harvard) system consistent with management literature.
    • In-text citations and bibliographic references must be consistent.
    • Penalties apply for incorrect formatting
    Late Assignment Submission - If you require an extension you need to ask the course coordinator before the due date.  If you are having trouble seek help early.
    • Any late assignments will accrue late marks at the rate of 10% of the final grade per day they are  late, including any students whose assignments are late because they have failed to submit via the correct avenue i.e. TurnItIn in MyUni.
    • No extensions after the due date will be given without a doctor’s certificate.  Assessment requirements are known from the start of the semester so you have plenty of warning about assignments.
    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.

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    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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