21766 Managing Community Organisations

Subject level: Postgraduate

Handbook description

This subject provides an introduction to the field of community management. It develops a critical appreciation of management practices and organisational forms within the community sector, evaluates the application of different models of management, and explores key issues such as governance and accountability.

Subject objectives/outcomes

On completion of the subject students should be able to:

1. understand the nature of management as it applies to the community sector
2. review the variety of organisational structures and management practices that prevail in the community sector
3. understand the implications for management of popular alternative images of organisations: as instruments, as teams, as cultures, as political arenas; and examine their strengths and weaknesses as applied in the community sector
4. analyse the similarities and differences between managing community organisations and managing government agencies or businesses
5. recognise the importance to the management of community organisations of various organisational processes such as governance and accountability.

Contribution to graduate profile

Community organisations are similar to other (commercial or public sector) organisations in some respects, but unique in other respects. Often the nature of management is unexamined or remains problematic for community sector organisations. This subject examines alternative models of management and their relevance to the community sector. It examines organisations as rational systems, as cultures, as political arenas. It explores the issues of participation and empowerment, governance, accountability and efficiency in the context of community organisation management.

Teaching and learning strategies

A Learning Guide supported by a text and additional set of Supplementary Readings and a series of workshops. There is a balance between the convenience of independent learning and the stimulation of academic life, whereby the self managed Learning Guide is part of a broader set of interactive learning experiences especially designed to suit students. In particular, attendance at the intensive workshops is a crucial and compulsory part of the total subject, and will help make sense of the material in the Learning Guide.

Content

• The nature of management
• Images of organisation
• Theories of management, and the nature of the management
• Rational models of management
• The human relations approach
• Managing meaning: the cultural model, the political model of management, and community development
• Key organisational processes — power, governance, leadership
• Accountability in the community sector
• Managing change.

Assessment

Assessment item 1: Assessment Task One (Individual)

Assessment item 2: Assessment Task Two (Individual)

Assessment item 3: Assessment Task Three (Individual)

Required text(s)

Bolman, L and Deal, T, 1997, Reframing Organisations: Artistry, Choice, and Leadership, San Francisco: Jossey-Bass (2nd edn)

Book of readings for Managing Community Organisations (current articles and other material that is updated every year).

Indicative references

Faculty of Business, UTS, 1999, Guide to Writing Assignments.

Morgan, Gareth, 1986, Images of Organization, Sage, Beverly Hills

Smillie, I and Hailey, J, 2001, Managing for Change: Leadership, Strategy and Management in Asian NGOs, London: Earthscan