21221 Organisational Structure and Change

Faculty of Business: Management
Credit points: 6 cp

Subject level: Undergraduate

Result Type: Grade and marks

Requisite(s): 21129 Managing People and Organisations OR 22157 Australian Corporate Environment OR 48260 Engineering Project Management OR 16910 Project Management 1
These requisites may not apply to students in certain courses.
There are also course requisites for this subject. See access conditions.

Handbook description

This subject considers the various structural forms that organisations may take and the pressures which lead to their adoption. It covers the strengths and weaknesses, as well as the challenges, of managing each form. Various change models are examined, and the interaction of the organisational change process with the forces driving change is considered. The impact of internationalisation and current organisational design issues are discussed.

Subject objectives/outcomes

On successful completion of this subject students should be able to:

Demonstrate a knowledge of organisational effectiveness and how it may be assessed
Identify and discuss the applicability of the various basic organisational structural forms
Analyse the contingencies which influence the structure of organisations (e.g. environment, technology, strategy etc.)
Analyse organisational characteristics such as culture, change and life cycle issues
Relate the material to current organisational practice.

Contribution to graduate profile

Organisational Structure and Change is a macro-organisational subject which is designed to provide students with a firm understanding of how organisation structure and design contributes to the achievement of the organisation's goals. After completing the subject, students should be aware of the choices which may be made in relation to the structure and design of organisations and how these contribute to effectiveness. Additional organisational issues such as culture, change, growth and decline are discussed as a means of providing students concepts which extend the understanding of organisations. The subject is approached in such a way as to expand understanding of management processes. The relationship between macro-organisational issues and effective HRM practices is also highlighted.

Teaching and learning strategies

The subject is delivered through a combination of face-to-face teaching strategies, discussions, videos and student centred reading. A typical three-hour session involves approximately a one-hour face-to-face presentation. The balance of the time is taken with case studies and student presentations. The reading of appropriate course material is an essential component of the teaching strategy.

Content

Organisational effectiveness and how to measure it
The basic structural forms and their strengths and weaknesses
How the contingencies of technology, environment, size, strategy and power affect structure
The dynamics of the organisational life cycle, growth and decline
Organisational culture and change and the change process
The emergence of new organisational forms.

Assessment

Class presentation and written submission (group)	20%
Students are required to select a topic of interest to them from the lecture schedule, and then relate the theoretical material to an application selected from the business world. The findings of similarities and differences are then presented to the class and submitted in written form. This assessment addresses objective 5.
Case study (individual)	30%
Students must complete a case study which is drawn from current business experience. As part of the case study students must relate practical material to an appropriate theoretical construct and undertake additional research in relation to the topic. This assessment addresses objectives 2 to 5.
Final examination (individual)	50%
The examination is a combination of multiple choice and essay type questions. This assessment addresses objectives 1 to 4.

The examination is conducted under University Examination conditions, and hence thoroughly addresses secure assessment concerns. All essay questions and at least half of the multiple-choice questions are new each semester. The case study is changed each semester and each lecturer has unique case study, thus reducing the risk of plagiarisation. Students must have the topic for the presentation approved by the lecturer prior to commencement.

Recommended text(s)

Robbins, S. and Barnwell, N. (2006) Organisation Theory: Concepts and Cases 5th Edition Pearson Education Sydney.

Indicative references

Daft R.L. (2003). Organisational Theory and Design, 8th Edition, South Western College Publishing Co, Cincinatti; Oh.

Hatch, M.J. (1997). Organization Theory: Modern, Symbolic and Postmodern Perspectives, Oxford University Press, Oxford.

Hodge, B.J., Anthony, W.P. and Gales, L.M. (2002). Organization Theory: A Strategic Approach, 6th Ed. Prentice Hall, Englewood Cliffs, N.J.

Jones, G.R. (2003). Organizational Theory, Design and Change, 4th Edition. Pearson Education Upper Saddle River NJ.