COMMGMT 2502 - Organisational Dynamics II
North Terrace Campus - Semester 2 - 2016
The course information on this page is being finalised for 2016. Please check again before classes commence.
General Course Information
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 an integrated way of thinking about the short term dynamics and complexities faced by contemporary organisations. The 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 challenges and maximises opportunities that may arise. This course will enable students to understand the organisation's contingencies and dynamics and how structure and design can moderate these as well as how they can leverage knowledge, technology and innovation to maximize effectiveness.
Course Coordinator: Dr Lisa DanielDr Lisa Daniel
Room 10-34, 10 Pulteney Street
Telephone: 8313 3105
The full timetable of all activities for this course can be accessed from Course Planner.Weekly lectures begin Tuesday, July 26 from 2 pm till 4 pm in G14 Darling West Lecture Theatre
Tutorial sessions commence week 2.
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
No information currently available.
Required ResourcesRequired textbook - Organisational Theory, Design and Change, 2010 (Global edition) Gareth Jones, 7th Edition, Pearson Education Limited, England. ISBN: 978-0-273-76560-8
Online LearningMyUni will be used extensively in this course for announcements and assessment INCLUDING assignment submission.
Please ensure you have access before the start of semester. This is your responsibility.
Learning & Teaching Activities
Learning & Teaching ModesThis 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.
Week Date Topic Text Ch.
1 26/7/16 Organisations & Effectiveness Ch 1
2 2/8/16 Stakeholders, Managers & Ethics Ch 2
3 9/8/16 The Changing Environment Ch 3
4 16/8/16 Organisational Design Ch 4
Organisational System Project DUE midnight Sunday 21 Aug
5 23/8/16 Authority & Control Ch 5
6 30/8/16 Coordination & Specialisation Ch 6
7 6/9/16 Cultural Complexities Ch 7
8 13/9/16 Technology Ch 9
Challenges and Contingencies Assignment DUE midnight Sunday 18 Sept
19 Sept – 2 Oct MID-SEMESTER BREAK
9 4/10/16 Organisational Change Ch 10
10 11/10/16 Learning & Knowledge Management Ch 12
11 18/10/16 Innovation, Intrapreneurship & Creativity Ch 13
12 25/10/16 Conflict, Power & Politics Ch 14
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
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 SummaryTo 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.
- Organisational System Project (20%) requires you (individually) to use systems thinking to examine and explain a local small business (25-250 employees). You must determine 1) the main values and motivations, 2) principle guiding structures, 3) key participants and relationships as well as 4) manifest outcomes of the organisational system.
- Challenge and Contingencies Project (30% assignment + 10% presentation) requires groups of 3 or 4 to consider how one of your organisations (from the first assignment) will resolve an organisational problem. The problem is one which is impacting effectiveness and is internal to the business i.e. not an external issue (e.g. markets, industry, etc.).
- Final EXAM (40%) will require written answers to set questions. Answers require insightful explanatory comprehension and integrated understanding of the course material.
Assessment DetailYOU MUST ACHIEVE at least 50% IN EVERY assessment item TO PASS THIS COURSE.
1. Organisational System (20%) - 3 page limit + 1 page illustration.
DUE MIDNIGHT SUNDAY AUGUST 21
This individual assignment requires you to choose a local small or micro business* (2-50) employees) examine and explain how it operates using systems thinking. Do NOT use a franchise, branch or a subsidiary – if you are unsure CHECK with the lecturer or your tutor.
- You must explain the inter-dependencies between the following elements - 1) the main values and motivations, 2) principle guiding structures and frameworks, 3) key participants and their inter-actions and relationships, as well as 4) manifest outcomes of the organisational system.
- The a) purpose and goals of its business activities and b) where value is sought both need to be made clear both in the illustration and in your explan a conation. Remember c) effectiveness is achieved through the integrated working of the whole organisation, ensure you show this in your work.
- Use can use a causal loop map,cept or mind map to show the inter-connections across levels and between elements i.e. values, frameworks, relationships, outcomes.
2. Challenges and Contingencies 30% - 5 pages limit + 10% - 15 mins presentation – 23 slide limit
DUE MIDNIGHT SUNDAY SEPTEMBER 18
This GROUP (of 3-4) assignment requires you to consider one of the organisations from the previous assignment to explain how it will manage one of the following challenges alternatives – choose ONE;
1. A key worker/s quit taking valuable knowledge with them.
2. A major technology problem has brought your company to a standstill.
3. Poor workplace practices threaten employee well-being.
4. A dominant group of employees is working contrary to accepted rules and routines.
ï§ Explain and justify as if your group were the task force assigned by the top management team to investigate and identify a resolution to the problem.
ï§ At least 10 academic peer-reviewed journal references are required.
You are required to discuss the organisational as a system in terms of course concepts e.g. such as complexity, formalisation, centralisation, specialisation/differentiation, internal & external environment, authority/control, integration/coordination, value, efficiency, stakeholders, uncertainty, dynamics etc.
You must justify your work with detailed and insightful explanations to ensure you convince senior management, as opposed to simply presenting an opinion without sound explanation of how and why that would be appropriate for the company.
For an effective answer your assignment should address;
a) How this challenge affected the organisation? Where/when/how/why. Discuss the problem in terms of its implications on all system levels including activities/operations, policy/procedures and interactions/relationships and with respect to its business effectiveness and uncertainty.
b) What actions can be taken/could have been put in place to mitigate the problem/s? Consider what is needed to rebuild effectiveness and stability following the challenge. Detail mitigating actions that could be undertaken/or could be put in place to minimize destructive or dysfunctional effects to the organisational system and to help maintain a degree of organisational effectiveness. Explain and justify how/where and why such mitigating actions would be useful to the organisation in managing the impact of this challenge.
c) How would system level repair/resolution be achieved? Once the impact of the challenge on the organisations operations and business activities is understood, and mitigating actions are put in place to manage the effects of the problem then your team needs to ensure the problem is addressed effectively i.e. systemically. What measures can be put in place to ensure a similar problem doesn’t arise again or if it does that it could be managed smoothly with least disruption and uncertainty.
d) What opportunities could emerge from the challenge and how could these be maximized? What can your team see as potential opportunities, lessons or insights to better organisational functioning from the challenge? Can system level improvements be undertaken to advance mitigation activities to constructive change such as improving current competencies, enhancing future effectiveness, building flexibility or leveraging the organisation’s positioning to achieve reduced uncertainty and increased effectiveness.
e) Your team must present and report to senior management i.e. assignment must be in report format. The presentation will be delivered as a group however you will be graded individually on your presentation (10% of the 40%).
Group presentations will be done in tutorials 9 -12 after submission. Presentations must be video, prezi or powerpoint etc. Voiceovers are acceptable as long as they have real time introductions and conclusions. Every member must present at least 5 slides. Questions will be invited. Only those group members participating in the presentation will receive presentations
3. Final EXAM (40%) will require clear explanatory written answers to compound questions. Marks will be given for insightful comprehension and integrated understanding of the course content. Answers will need to draw on course from a number of areas.
All answers must be fully justified and demonstrate a sound understanding of the course material.
Submission• All assignments must be submitted by midnight on the due date via MyUni TurnIt In.
• Limit for each assignment excludes cover page, table of contents, appendices and references.
• Assignment WORD Format, font 12 pt ARIAL narrow, 1.5 line spacing, 2.5 cm margins.o Penalties apply for incorrect formatting.• Correct English, spelling, grammar and course concept use are expected – marks will be lost for poor language.
• Referencing must follow the author-date (Harvard) system consistent with management literature.
• In-text citations and bibliographic references must be consistent.
• Any late assignments will loose 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. TurnIt In MyUni.o If you require an extension you need to ask the course coordinator before the due date. IF YOU ARE HAVING TROUBLE - SEEK HELP EARLY!• No extensions without a doctor’s certificate
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.
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