COMMGMT 2502NA - Organisational Dynamics II

Ngee Ann Academy - Trimester 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 2502NA
    Course Organisational Dynamics II
    Coordinating Unit Business School
    Term Trimester 2
    Level Undergraduate
    Location/s Ngee Ann Academy
    Units 3
    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: +61 8 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.

  • 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
    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 are 20% of your assessment and a HURDLE REQUIREMENT which require you access and use Myuni.  Please ensure you have accessbefore 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 and 1.5 hr tutorial session each day of the intensive. Tutorial sessions provide enhanced understanding of course through discussions of that material.
    Workload

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

    At least 3 hours of study time is required over and above the 3.5 contact hours provided for each lecture-tutorial session.
    Learning Activities Summary

    Lecture

    Date

    Topic

    Chapter

    Intensive 1
    1 27/5/15 Organisations and Effectiveness Ch 1
    2 28/5/15 Stakeholders, Managers and Ethics Ch 2
    3 29/5/15 The Changing Environment Ch 3
    4 30/5/15 Organisational Design Ch 4
    5 2/6/15 Authority and Control Ch 5

    Quizzes for the FIRST intensive must be COMPLETED by midnight Sunday 21 June
    Organisational System Project due midnight via MyUni Turn It In, Sunday 28 June

    Intensive 2
    6 15/7/15 Coordination and Specialisation Ch 6
    7 16/7/15 Technology        Ch 9
    8 18/7/15 Learning and Knowledge Management Ch 12
    9 20/7/15 Innovation, Intrapreneurship and Creativity Ch 13
    10 21/7/15 Conflict, Power and Politics                Ch 14

    Quizzes for the SECOND intensive must be COMPLETED by midnight Sunday 9 August
    Challenge and Contingencies due midnight via MyUni Turn It In, Sunday 16 August
  • 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.

    Quizzes – 10 x 2% (20%) 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.

    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.

    Challenge and Contingencies GROUP Project (30%) assignment seeks to have you, as a group, consider how your organisation (as presented in 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.

    Final short-answer EXAM (30%) will have 6 questions. The answers will require an insightful comprehension of the course material.
    Assessment Related Requirements
    Marks will be deducted for failing to follow formatting requirements (5% of the final grade of the assessment piece)

    • All assignments MUST be in WORD format (NOT pdf), 12pt Arial, 1.5 spacing, 2 cm margins
    • All assignments must be submitted by midnight on the due date via MyUni TurnItIn.
    • The page limit for the assignment content excludes cover page, table of contents, executive summary, references and appendices where applicable.
    • Any content over the page limit will not be assessed.
    • No extensions after the due date will be given without a doctor’s certificate.
    Assessment Detail
    1. Quizzes (20%) There is a quiz corresponding to each lecture (10 in total). Each quiz is worth 2%. 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. Organisational System Design (20%) Due midnight Sunday June 28 (3 pages in total).
    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.
    o 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.
    o 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.
    o Explain the key direct and indirect value creating activities, business operations and stakeholder relationships required for effective operations. Remember to justify your explanation.
    o 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.

    3. Challenges and Contingencies (30%) (to be completed in groups of 3) Due midnight Sunday August 16. (5 pages in total) In this assignment you are required to explain how the organisation from your first assignment 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.
    o How this challenge would impact the organisations operations, interactions and relationships in terms of its effectiveness, uncertainty and activities. Consider the system and design you described in the previous assignment.

    • Present your response in terms of course concepts (e.g. complexity, formalisation, centralisation, specialisation/differentiation, internal & external environment, authority/control, integration/coordination, value, efficiency, stakeholders, uncertainty, dynamics etc.). You must use these terms in your explanations. 
    • Consider these to be the fallout as the repercussions/ramifications are felt throughout the organisation. Justify your views with detailed and insightful explanations.
    • 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
    • Discuss 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.
    • 10 peer-reviewed academic journal references are required.

    4. Final Exam – 6 short answer questions (30%)
    Short 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 page for each answer should be sufficient to demonstrate your understanding of the course material. All questions will be compulsory.
    Submission
    Assignments are to be submitted through TurnIt In in MyUni.
    • 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 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.

    Late Assignment Submission - If you require an extension then ask the course coordinator before the due date.
    IF YOU ARE HAVING TROUBLE - SEEK HELP EARLY.  No extensions will be given after the due date without a doctor’s certificate. 
    • NB: Assessment requirements are known from the start of the semester so you have plenty of time to plan and prepare 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.

  • 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.

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