21718 Organisation Analysis and Design

Subject level: Postgraduate

Handbook description

This subject employs an organisation theory and research to analyse the central features of contemporary organisations, namely their structure, culture, people and processes of power. Key issues of organisational restructuring and change, culture change and management, the management of people and personal identity, and political and power relations are analysed. These four areas of organisations are used to diagnose organisational problems, and skills are developed for problem solving. The subject also develops key managerial skills in organisation analysis and design by encouraging critical thinking and reflexive practice; synthesising knowledge between organisation theory and management practice.

Subject objectives/outcomes

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

1. appreciate multiple-perspective approaches to the analysis of organisational situations
2. critically understand organisational culture and structure
3. understand the relationship between people, identity and work in organisations.
4. analyse the dimensions of power in organisations and identify resistance to organisational and managerial power
5. apply a multiple-perspective approach to diagnosing organisational problems and developing solutions, and develop the ability to critique the practice of management.

Contribution to graduate profile

This subject focuses on developing critical management skills to solve organisational problems. Employing a multi-perspective approach to organisational analysis, students are encouraged to adopt and adapt to different ways of seeing organisations and management practices. The organisational frames employed for studying organisations are the structural, cultural, political and people aspects and processes of organisational life. This course bridges the gap between organisational and management theory and practice by exposing tensions and paradoxes between traditional and emerging theoretical approaches to organisation and then analysing the effects of these tensions and paradoxes in and through practical scenarios. This emphasis along with the use of a variety of innovative teaching techniques that include formal lectures, video analysis, case studies, and presentations are aimed at enhancing the students' work readiness on completion of the subject.

Teaching and learning strategies

Classes involve a combination of lectures, case studies, video analyses, role-plays and simulation exercises. Group based learning is a central component of the subject. Student presentations are part of class activities throughout the subject. UTS web-based communication tool (UTSOnline) is used to share information and encourage interaction between staff and students.

Content

• Introduction: four frames of organisation
• Reframing in action
• Organisational culture and symbolism: organisational, culture and identity
• Organisational culture and symbolism: culture and gender
• Organisational structure: organisation after bureaucracy
• Power and politics in organisations: models of power
• Power and politics in organisations: power, empowerment and resistance
• People and organisations: people as human resources
• Critically assessing the frames in practice
• Integrated organisational analysis

Assessment

Assessment item 1: Essay (Individual)

Assessment item 2: Integrated Organisational Analysis (Group)

Assessment item 3: Exam (Individual)

Required text(s)

Bolman, LG and Deal, TE, 2003, Reframing Organisations: Artistry, Choice and Leadership, 3rd edn, San Francisco: Jossey-Bass

Recommended text(s)

Watson, T, 2006, Organising and Managing Work, 2nd edn, London: Pearson. (This book is available in the library.)

Indicative references

Faculty of Business, 2006, Guide to Writing Assignments, University of Technology, Sydney