21813 Managing People

Subject level: Postgraduate

Handbook description

This subject uses a behavioural science theory and research perspective to diagnose organisational processes. Students learn to: apply behavioural science ideas to analyse individual performance issues and organisational processes in the management of human performance at work; relate people management practices to developments in management thought and to changing values in the world of business and administration; critically evaluate the major theories and models that have been developed to explain individual, group and inter-group behaviour in work organisations; and appraise organisational communication practices in the context of organisational diversity. The subject provides an introduction to: the field of people management; basic individual psychology; motivation, job design and performance management; managing groups at work; self-managing work teams; intergroup behaviour and conflict in organisations; leadership; behavioural aspects of decision making; and communication for people management.

Subject objectives/outcomes

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

1. Describe and critically evaluate the contributions made by behavioural sciences to the understanding of behaviour in organisations.
2. Use behavioural science theory and research to explore individual and group performance issues and organisational processes.
3. Describe effective practice in the management of human performance at work.
4. Appraise organisational management practices using an organisational psychology framework
5. Describe the cultural implications and limitations of a variety of management practices
6. Report an improved understanding of their personal leadership competencies and specify broad strategies for future development of leadership skills

Contribution to graduate profile

Managing People requires students to explore basic questions associated with the experience of work and the management of performance in work organisations. The behavioural science framework used in this subject leads students to consider how research findings and theory can assist in the analysis of problems and decisions in culturally diverse and functionally complex organisations located in international as well as local business environments. The topic coverage exposes students to practical questions concerning the functioning of individuals and groups in the context of complex and evolving technologies and changing ways of conducting business. The practical components require students to address, reflectively and experientially, questions of personal competence, ethical practice, cultural sensitivity and leadership skill development. The mix of theoretical and experiential learning in this subject is designed to facilitate students' capacities to maintain currency of skills and knowledge in the future.

Teaching and learning strategies

The subject is presented in lecture-seminar format with a strong practical-work component. Case studies and experiential exercises are used to link theory and application. Group leadership and facilitation skills are developed through a practical program using peer learning as the development vehicle.

Content

• Organisational Behaviour – Introduction to the Field
• Individual Differences in Ability and Performance
• Motivation and Job Design
• Groups and Teams at work
• Self-Managing Work Teams
• Leadership
• Managing Conflict in Organisations
• Behavioural Aspects of Decision Making in Organisations
• Communication for People Management

Assessment

Any examination(s) will be conducted under University examination conditions, and hence thoroughly addresses concerns regarding security of assessment. In addition, any assignment(s) will be made secure through a combination of updating of assessment tasks across semesters and/or with the use of plagiarism detection software.

Recommended text(s)

Huczynski, A., and Buchanan, D. (2001) Organizational Behaviour: An Introductory Text. Prentice-Hall: London

Managing People Course Resource Pack

Indicative references

Dunphy, D. and Pitsis T. S. (2003) Wisdom. In C Barker and R. Coye (Eds.) The Seven Heavenly Virtues of Leadership. McGraw-Hill: Melbourne.

Heath, C. and Sitkin, S.B. (2001) Big-B versus Big-O: What is organizational about organizational behavior? Journal of Organizational Behavior, 22, 43-58

O'Rielly, C.A. (1991) Organizational Behavior: Where we've been, where we're going, Annual Review of Psychology, 42: 427-58

Payne, R. (2000) Eupsychian Management and the Millenium. Journal of Managerial Psychology, Vol. 15, No. 3, pp. 219-226.

Pfeffer, J. (1998) The Human Equation: Building Profits by Putting People First. Harvard Business School Press. Boston, Mass.

Pfeffer, J. (1998) Seven Practices of Successful Organizations. California Management Review, Vol 40, No 2, pp 96-124.

Rousseau, Denise M. (1997) Organizational behavior in the new organizational era. Annual Review of Psychology. 48:515-546.

Smith, V. (1997) New Forms of Work Organization. Annual Review of Sociology. 23: 315-339.

Varma, A., Beatty, R.W., Schneier, C.E. & Ulrich, D.O. (1999) High performance work systems: exciting discovery or passing fad? Human Resource Planning Vol. 22, No. 1, pp. 26-37.

West, M. A. (2001) The Human Team: Basic Motivations and Innovations. In N. Anderson, D. S. Ones, H. K. Sinangil, and C. Viswesvaran (Eds). Handbook of Industrial, Work & Organizational Psychology: Volume 2 – Organizational Psychology. Sage: London.

Whyte, W.F. (1987) From Human Relations to Organizational Behavior: Reflections on the Changing Scene. Industrial and Labor Relations Review, Vol. 40, No. 4, pp. 487-500.

Wilpert, B. (1995) Organizational Behavior. Annual Review of Psychology. 46:59-90.