21867 Managing People: Concepts and Applications

Faculty of Business: Management
Credit points: 6 cp

Subject level: Postgraduate

Result Type: Grade and marks

Handbook description

This subject prepares students for future management roles by introducing them to behavioural science contributions to our understanding of work and organisations. The psychology of individual behaviour at work explores basic dimensions such as perception, learning, motivation and personality as they relate to the organisational context. The social psychology of groups includes coverage of team leadership, team building and facilitation skills for managers. Organisational conflict, decisions making and communication are explored as related topics from the behavioural perspective.

Subject objectives/outcomes

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

Analyse the contributions made by behavioural sciences to the understanding of behaviour in organisations
Use behavioural science theory and research to explore individual and group performance issues and organisational processes
Describe effective practice in the management of human performance at work
Appraise organisational management practices using an organisational psychology framework
Describe the cultural implications and limitations of a variety of management practices
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: Concepts and Applications 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 help students' to develop and maintain skills and knowledge in their future careers.

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. A student study guide provides a structured program and links theory and practice for students with limited work experience. 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

Examination (Individual)	55%
The examination will be in two parts - a multiple-choice mid-semester test will examine topics covered in the early part of the semester. Addresses Objective 2. The formal end-of-semester examination will use essay questions to test topics covered later in the course and the skills prac group learning experience. Addresses objectives 1-5.
Skills Prac Assignment (Group)	25%
Students will be required to collaborate in small teams on a research report dealing with a specified topic within group dynamics theory and practice. Addresses objectives 5 and 6.
Skills Prac Assignment (Individual)	20%
This will take the form of a reflective learning journal which analyses the dynamics of the student's team and the experience of peer learning. Addresses objectives 5 and 6.

To pass the subject, students must achieve at least 50% of the final overall grade.

Recommended text(s)

Robbins, S. P., Millett, B., Cacioppe, R., and Waters-Marsh, T. (2001) Organizational Behaviour: Leading and Managing in Australia and New Zealand. Prentice-Hall: Sydney.

Wrathall, J.P. 2001. Student Learning Guide and Workbook to accompany Organisational Behaviour. 3rd Edition, Prentice Hall, Sydney.

Book of Readings.

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

Murnighan J. K. (2002) The Delights of History, the Thrill of the Present, and Hopes for the Future: Looking at a New Millennium for the Field of Organizational Behavior—Observations, Reflections, and Anticipation. Journal Of Management Inquiry, Vol. 11 No. 1, pp.13-15

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.