21844 Managing Work and People
Warning: The information on this page is indicative. The subject outline for a particular semester, location and mode of offering is the authoritative source of all information about the subject for that offering. Required texts, recommended texts and references in particular are likely to change. Students will be provided with a subject outline once they enrol in the subject.
UTS: Business: ManagementCredit points: 6 cp
Result type: Grade and marks
Requisite(s): 21878c Organisational Dialogue: Theory and Practice
The lower case 'c' after the subject code indicates that the subject is a corequisite. See definitions for details.
These requisites may not apply to students in certain courses. See access conditions.
Anti-requisite(s): 21813 Managing People AND 21867 Managing People: Concepts and Applications
Handbook description
This subject is specifically designed to enable students to develop a critical appreciation of management practice with critical thinking and the integrative approach. The aim of the subject is to help students improve their understanding and abilities to manage human systems, exercise leadership and work effectively with other people. Students are exposed to a variety of leadership perspectives through readings, discussions of experts in the field and successful leaders via video, and group discussion. The subject also provides a forum for students to learn and think introspectively about their own personal values, leadership styles, emotional intelligence and long-term aspirations. Participating in experiential activities allows students to have direct experience applying team dynamic concepts in the context of their own teams and challenges.
Subject objectives
| 1. | develop leadership skills and apply the management framework and knowledge to organisations |
|---|---|
| 2. | critically evaluate the major theories and models that have been developed to explain the complexities of individual and intra-group behaviour from perspectives of contemporary management |
| 3. | apply behavioural science approaches to solve the problems and facilitate people performance in organisations |
| 4. | analyse the best practice of successful corporate bodies and identify the key factors in management of human performance at work. |
This subject also contributes specifically to the following program learning objectives:
- Research and critically analyse complex information and concepts for business decisions and apply them in the broader environmental context (1.1)
- Apply innovative problem solving processes to address business issues and integrate the solutions in decision making (2.1)
- Use high quality written and oral communication skills to interact effectively with others in order to work towards a common outcome (3.1)
Contribution to the development of graduate attributes
This core subject contributes to the MBA and Master of Business degree course by providing students with the knowledge and approaches necessary for understanding, formulating and exerting effective leadership and management in an organisation. Students learn about the management theories and practice which enable them to effectively manage dynamic relationships in the workplace. The subject identifies the key competencies to help students develop as a leader and equip them with the skills to enhance individual and group performance.
Content
- The Individual at Work: Emotional Intelligence, Personality, Perception, Values, Attitudes and Stress
- Motivation and Job Design
- Group Dynamics and Teams at Work
- Managing Conflict and Negotiation in Organisations
- Leadership in Theory and Practice
Assessment
Assessment task 1: Project on a Contemporary Issue (Group)
| Objective(s): | This addresses subject learning objective(s): 1, 3 and 4 This addresses program learning objectives(s): 3.1 |
|---|---|
| Weight: | 25 |
Assessment task 2: Critical Reflection on Practice Essay (Individual)
| Objective(s): | This addresses subject learning objective(s): 2 and 4 This addresses program learning objectives(s): 1.1 and 2.1 |
|---|---|
| Weight: | 30 |
Assessment task 3: Examination (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
|---|---|
| Weight: | 45 |
Minimum requirements
Students must achieve at least 50% of the subject’s total marks.
Required texts
- McShane, S., Olekalns, M. and Travaglione, T. 2013, Organisational Behaviour: on the Pacific Rim (4th ed), McGraw-Hill, Sydney. (To be purchased from the Co-op Bookshop.)
- Faculty of Business, Guide to Writing Assignments, UTS, Sydney, 2010. (To be purchased from the Co-op Bookshop or downloaded from the UTS website.)
Recommended texts
- Knights, D., & Willmott, H. (Eds.), Introducing organizational behaviour and management. 2nd Edition Andover: Cengage Learning. (To be purchased from the Co-Op Bookstore).
- Linstead, S., Fulop, L., Lilley, S. and Associates (2009) Management and Organization: A Critical Text, 2nd Edition, London: Palgrave Macmillan.
- Wilson, F. F. M. (2004). Organizational behaviour and work. Oxford University Press.
- Conttrell, Stella, 2011, Critical thinking skills: Developing effective analysis and argument, 2nd Edition, London: Palgrave Macmillan.
References
Caruth, D. L., Caruth, G. D. & Humphreys, J. H. 2009, ‘Towards an Experiential Model of Problem Initiated Decision Making’, Journal of Management Research. vol. no. 9 pp. 123-132,
Gebert, d. & Voelpel, S. C. 2009, ‘ When and how diversity benefits teams: the importance of team members' need for cognition’, Academy of management journal; vol. 52 no. 3, pp. 581-598,
Johnson, R. E., Chang, C.H. ; Yang, L.Q. 2010, ‘Commitment and motivation at work: the relevance of employee identity and regulatory focus’, Academy of Management Review, vol. 35 no. 2, pp. 226-245.
Kirkman, B. L., Chen, G., Farh, J. L.; Chen, Z. X. & Lowe, Kevin B. 2009, ‘Individual power distance orientation and follower reactions to transformational leaders: a cross-level, cross-cultural examination’, Academy of Management Journal, vol. 52, no. 4, pp. 744-764.
Kankanhalli, A., Tan, B. C. Y. & Wei, K.K. 2007, ‘Conflict and performance in global virtual teams’, Journal of Management Information Systems, vol. 23, no. 3, pp. 237-274.
Major, D. A., Turner, J.E. & Fletcher, T. D. 2006, ‘Linking Proactive Personality and the Big Five to Motivation to Learn and Development Activity’, Journal of Applied Psychology, vol. 91 no. 4, pp. 927-935.
Rockmann, K. W. & Northcraft, G. B. 2010, ‘Expecting the Worst? The Dynamic Role of Competitive Expectations in Team Member Satisfaction and Team Performance’, Small group research, vol:41, no. 3, pp. 308-329.
Tsui, A. S., Nifadkar, S. S., & Ou, A.Y. 2007. ‘Cross-national, cross-cultural organizational behavior research: Advances, gaps, and recommendations’, Journal of Management, vol. 33, pp. 426–478.
Van der Vegt, G. S., & Bunderson, J. S. 2005, ‘Learning and performance in multidisciplinary teams: The importance of collective team identification’, Academy of Management Journal, vol 48, pp. 532–548.
Other resources
- Academy of Management Journal
- Academy of Management Review
- Administrative Science Quarterly
- American Psychologist
- Australian Journal of Management
- British Journal of Management
- California Management Review
- Canadian Journal of Administrative Sciences
- Human Relations
- Harvard Business Review
- Journal of Applied Psychology
- Journal of Applied Behavioral Science
- Journal of Business Strategy
- Journal of Management Development
- Journal of Organizational Change Management
- Journal of Personality and Social Psychology Management Today
- Organisational Dynamics
- Organization Science
- Organization Studies
- Organizational Behaviour and Human Decision Processes
- Psychological Review
- Personnel Psychology
- Small Group Research
- Strategic Management Journal
