Course Description(Higher Education)Course Description (Higher
Education)BUMGT2606 Managing people at work
School: Federation Business School
Course Title:Managing People at Work
Course Code:BUMGT2606
Teaching Location:MIT MELBOURNE
Credit Points:15
Semester, Year:Semester 1, 2015
Prerequisite(s):BUMGT1501 Management Principles.
Corequisite(s):Nil
Exclusion(s):Nil
ASCED Code: 080301
Program Level: Level of course in ProgramAQF Level(s) of
Program
5678910
Introductory
IntermediateX
Advanced
Organisation:
StaffLecturer Details andTutor Details(if relevant)
Name Dr Senani Rajamanthri
Email [email protected]
Office Location & CampusMIT Melbourne
Phone Contact
Consultation HoursWednesday 1.30-4.30pm 1.30-3.30_Lecture)
3.30-4.30_Tutorial
Prescribed TextThis course will be conducted on the presumption
that students have a copy of: ORGBAsia-Pacific EditionDebra L.
Nelson, James Campbell Quick, Sarah Wright & Christine Adams
2012 Cengage Learning Australia ISBN: 9780170184977 (pbk)
Student ResponsibilityIt is the responsibility of every student
to be aware of the requirements for this course, and understand the
specific details included in this document.
For full details of programs and school procedures, please refer
to the Federation Business School Programs Handbook available at
http://federation.edu.au/faculties-and-schools/federation-business-school/student-resources/continuing-students/timetables
Students should be aware of the content of the handbook,
particularly: Special Consideration process and forms Assignment
Coversheet Submission of tasks and assignments Grading codes Appeal
process Unsatisfactory progress - Early Intervention
It is emphasised that this course requires a significant
commitment outside of formal class contact. The learning tasks in
this course may include classes (lectures, tutorials or seminars),
required reading, the preparation of answers to set questions,
exercises and problems, and self-study. In addition, students may
be required to complete an assignment, test or examination.
The table below is an example of the suggested time allocations
for this course.
Classes 3 hours per topic36 hours
Reading2 hours per topic 24 hours
Preparation of set questions, exercises and problems4 hours per
topic48 hours
Preparation of assignment20 hours
Study and revision for test and end of semester examination22
hours
TOTAL150 hours
Attendance and ParticipationIt is in students interest to make
every effort to attend all the classes for this course and to
complete all preparatory and assessment tasks. It is our experience
that those students who do not attend class or carry out the
associated activities are more likely to do poorly or to fail the
course completely.
Late SubmissionAssessment tasks submitted after the due date,
without prior approval/arrangement, will be penalised at 10% of the
available marks per day. Requests for extension of time must be
made with the lecturer concerned and based on Special Consideration
guidelines
http://policy.federation.edu.au/student_services_and_administration/enrolment/special_consideration/ch01.php
Moderation of ResultsModeration refers to the practice of
quality assurance of assessable tasks and marking carried out at
any of the Schools Partner Providers locations. Moderation
addresses the interests of students, staff, the Schools partners
and external stakeholders. Moderation seeks to ensure that: Good
practice in assessment is being applied consistently across the
institution and its programs; Student performance is being
properly, fairly and consistently judged for all students
undertaking the same course of study; and Standards expected of,
and achieved by, students are appropriate, reliable and comparable
to good practice at the University and nationally.
Standardisation of assessment may result in a students mark
being amended. This is your guarantee that your results are
comparable to Federation University results in all locations.
Course EvaluationWe welcome feedback as one way to keep
improving this course. Students are encouraged to provide course
feedback through eVALUate, the Universitys online student feedback
system. eVALUate will be available to students during Weeks 10 and
11 by the Student Survey dashboard system using FedUni student user
names and passwords.
MoodleMoodle is used to host course resources for all courses.
Students can download lecture and tutorial notes to support class
participation. Students login to Moodle at
https://moodle.federation.edu.au/login/index.php
Generally, assessments are submitted online through Moodle.
Should you need assistance, please use the available resources and
support through the drop-down menus in Moodle.
Plagiarism:Plagiarism is the presentation of the expressed
thought or work of another person as though it is one's own without
properly acknowledging that person.
Students must not allow other students to copy their work and
must take care to safeguard against this happening. In cases of
copying, normally all students involved will be penalised equally;
an exception will be if the student can demonstrate the work is
their own and they took reasonable care to safeguard against
copying.
Plagiarism is a serious offence. Please refer to the following
documents: Statute 6.1: Student Discipline Regulation 6.1: Student
Discipline Regulation 6.1.1: Plagiarism
Adopted Reference Style:
|X| APA
The link to the library website for more information is: FedUni
Library - Referencing
Learning Outcomes:Knowledge K1Explain, link and evaluate a
number of management of people concepts, theories and
processesK2Examine individual processes and behaviour in
organisationsK3Identify interpersonal processes and behaviour
including in groupsK4 Analyse and explain the complex
organisational processes and structureSkills S1Communicate,
particularly in writing, the management of people concepts and
theories clearly and coherentlyS2Identify, analyse and evaluate
organisational processes and behaviour in diverse
contextsS3Critically evaluate the issues and problems confronting
organisationsS4Generate responses and solutions to the complex
issues and problems identified in diverse management
contextsApplication of knowledge and skills A1Apply the
discipline-specific concepts and theories to evaluate and solve
issues and problems in organisational processes and
behaviourA2Adapt management of people knowledge and skills in
diverse contextsA3 Demonstrate responsibility and accountability
for ones own learning and professional practice within broad
parameters in a management context
Course Content: Introduction to organisational behaviour
Individual processes and behaviour: Personality, attitudes,
emotions, ethics, motivation at work, and stress and well-being
Interpersonal processes and behaviour: Work teams and groups,
individual and group decision making, power and political
behaviour, leadership, and conflict and negotiation Organisational
processes and structure: Organisational design and structure,
organisational and national culture, and managing change
Values: Think and act ethically, and become a socially
responsible citizen Appreciate multiple views and perspectives Take
responsibility for learning leading to life-long learning Develop a
critical perspective Value achievement, self-direction,
universalism, compassion and stimulation
Learning Tasks and Assessment:
At the University a PASS is usually achieved at 50%. For courses
listed below, a mark of at least 40% in the examination must
additionally be achieved.
BUACC1506, BUACC1507, BUACC1521, BUEBU1501, BUECO1507,
BUECO1508, BUENT1531, BUHRM1501, BULAW1502, BULAW1503, BUMGT1501,
BUMKT1501, BUMKT1503, BUTSM1501, BUTSM1502, BUACC5901, BUACC5930,
BUACC5937, BUECO5903, BUHRM5912, BULAW5911, BULAW5914, BULAW5915,
BUMGT5921, BUMKT5901, BUMKT5922.
Students are strongly advised to attempt ALL assessment tasks.
Students who do not submit a task(s) or fail a task(s) in the
semester will be identified as a student at risk of unsatisfactory
academic progress (outlined in the School Handbooks) and will be
directed to the Schools Intervention Program. Students who
encounter difficulties or who are otherwise concerned regarding
their progress should consult their lecturer.
Assessment criteria set out the details by which performance in
each task will be judged. This information will give a clear and
explicit understanding of the expected standards to be achieved
relative to the marks awarded.
Learning outcomes assessedAssessment TaskAssessment
TypeWeightingWeek Due
1.K1,K2 S2,A1,A2
Individual, closed book, written test comprising short answer
and essay questions on theory and practice, and case study
questionsMid semester test20%Week 6
2.K1,K2,K3 S1,S2,S3,S4A1,A2,A3Analyse and critically evaluate
the case study and develop a course of action that can solve the
problemsReport40%Week 11
3.K2,K3,K4 S2,S3,S4A1,A2Demonstrate knowledge of key management
concepts, issues, and problems by applying knowledge and skills in
different situationsIndividual, closed book, written exam40%Exam
week
Assessment Task 1: Mid semester test
1) Assessment Details The test will be a 20 marks, 90 minutes,
in-class closed book test which will consist of short-answer, essay
and case study questions relating to key concepts from the first 4
weeks of the course. It has 3 sections. In Section A, you will
respond to 2 short-answer questions from 4 given questions. Each
question is worth 3 marks. Each answer can be approximately 1/3rd
of an A4 page. In Section B, you will attempt one essay question
from the given 3 questions. This question carries 6 marks. The
expected length of your essay is approximately 2/3rd of an A4 page.
In Section C, you will be given a short case study with 4
questions. Attempt all the questions. The questions are worth 2
marks each. Your answer to a question can be about 1/3rd of an A4
page. The short-answer and essay questions are selected from the
Question Bank given in the Appendix of Additional Resources.
2) Criteria used to grade this taskThe criteria to be applied in
grading the questions are as follows: For the short-answer and
essay questions: The demonstration of i) the conceptual knowledge
(60% weight);ii) the ability to analyse and evaluate concepts in
workplace situations (40% weight).For the case study questions:The
demonstration ofi) the elucidation of the application of concepts
(50% weight)ii) the ability to analyse and evaluate the individual
processes and behaviour in the given context of the case study (50%
weight)
3) Task Assessor Lecturer : Dr Senani Rajamanthri
4) Suggested time to devote to this task A suggested minimum of
ten hours revision time
5) Submission details Test will be held during lecture in week
6. Lecturer will collect papers
6) Feedback and return of workMarked test papers handed back in
class within two weeks of sitting the test
Assessment Task 2: Report
1) Assessment Details This 40 marks worth case study analysis
report requires the identification, analysis, and evaluation of the
behaviour in a workplace featured in the given case study, linking
to the relevant organisational behaviour concepts and their
applications.
2) Criteria used to grade this taskThe following marking
criteria is used:i) Application of relevant concepts (25% weight)
ii) Elucidation (50% weight)iii) Research and accurate referencing
(25% weight)
Expected word length is 2000 words excluding the reference list.
Prepare the report in the question and answer style, answering all
the questions in the case study equally. The case study and
questions are made available in Moodle. 3) Task Assessor Lecturer:
Dr Senani Rajamanthri
4) Suggested time to devote to this taskAbout 20 hours
5) Submission details Assignment due at the end of week 11.
Submission will be online via Moodle.
6) Feedback and return of workFeedback and grades will be
communicated via Moodle within two weeks of report submission
Assessment Task 3: Exam
1) Assessment DetailsIt will be a 40 marks, 120 minutes closed
book exam which will consist of short-answer, essay and case study
questions relating to key concepts from week 5 to week 12 topics of
the course. It has 3 sections. In Section A, you will respond to 4
short-answer questions from 8 given questions. Each question is
worth 3 marks. Each answer can be approximately 1/3rd of an A4
page. In Section B, you will attempt 2 essay questions from the
given 6 questions. This question carries 6 marks. The expected
length of your essay is approximately 2/3rd of an A4 page. In
Section C, you will be given a short case study with 4 questions.
Attempt all the questions. The questions are worth 4 marks each.
Your answer to a question can be about 1/3rd of an A4 page. The
short-answer and essay questions are selected from the Question
Bank given in the Appendix. 2) Criteria used to grade this taskSame
as in the test.
3) Task Assessor Lecturer: Dr Senani Rajamanthri
4) Suggested time to devote to this task A minimum of 12
hours
5) Submission details Exam will be held in exam weeks at the end
of the semester. Exam supervisor will collect papers
6) Feedback and return of workYour overall course grade is
announced by the University.
Sequence: As semesters and contact hours vary between teaching
locations, delivery is usually scheduled across three hours a week
for 12 weeks. As the University offers many programs in a variety
of formats please contact local lecturers for further information
about the schedule.
Please note that the sequence and content of lectures and
tutorials may need to be changed and the following information
should be used as a guide only.
Week 1Introduction to organisational behaviour; personality.Week
2Attitudes; emotions; ethics.Week 3Motivation at work.Week 4Stress
and well-being at work.Week 5Work teams and groups.Week 6Decision
making by individuals and groups.Week 7Power and political
behaviour.Week 8Leadership.Week 9Conflict and negotiation.Week
10Organisational design and structure.Week 11Organisational
culture.Week 12 Managing change.
Additional Resources: The link to the library website for more
information is:
http://www.federation.edu.au/current-students/assistance,-support-and-services/academic-support/learning-and-study/resources/general-guide-for-the-presentation-of-academic-work
QUESTION BANK
Introduction to organisational behaviour and
personalityShort-answer questions:1. What is organisational
behaviour? What is its focus?2. What are the workplace implications
of the Big Five personality model?3. Contrast the two loci of
control. 4. Does self-esteem improve work performance? If yes,
how?5. How does ones high general self-efficacy impact her
individual performance outcomes?Essay question: Discuss the
practical applications of personality theories in
organisations.
Attitudes, emotions and ethicsShort-answer questions:1. Explain
the ABC model of an attitude.2. What is job satisfaction? Discuss
sources of job satisfaction.3. What is organisational commitment?
How is it linked to job satisfaction?4. What are the impacts of
emotions at work?5. What is ethical behaviour? Essay
question:Explain factors that affect ethical behaviour in
individuals. Motivation at workShort-answer questions:1.Explain how
Theory X and Theory Y relate to Maslows hierarchy of
needs.2.Evaluate the 3 needs in McClellands need theory.3.Contrast
the two distinct factors in Herzbergs two-factor theory.4.How
inequity is perceived by an individual in Adams theory of inequity?
How are these inequities resolved by an individual? Essay
question:What are the key concepts in the expectancy theory of
motivation? What are the theorys managerial implications?
Stress and well-being at workShort-answer questions:1. What are
stress, distress and strain?2. Compare four different approaches to
stress.3. Explain the sources of work stress.4. Discuss the
consequences of stress.Essay question:Write an essay on preventive
stress management.
Work teams and groupsShort-answer questions:1.What are the
benefits of team work to organisations and individuals in
teams?2.Discuss factors that influence group behaviour.3.Explain
Tuckmans 5-stage group development model.4.Discuss the importance
of both task and maintenance functions.5.Discuss factors that
influence team effectiveness.Essay questions:Discuss how work teams
improve organisational efficiency and effectiveness?
Decision making by individuals and groupsShort-answer
questions:1.Compare the rational model of decision making with the
bounded rationality model.2.Discuss one individual difference that
affect decision making.3.Describe the advantages and disadvantages
of group decision making.4.Discuss the symptoms of groupthink, and
identify actions that can be taken to prevent it.5.Discuss a
technique that can be used to improve group decisions.Essay
question: How can organisations improve their managerial abilities
to make effective decisions?
Power and political behaviourShort-answer questions:1.Describe
the concept of power.2.Describe forms and sources of power in
organisations.3.What is political behaviour in organisations?4.What
is influence tactics? Explain one of them. 5.As a future manager,
how would you manage political behaviour?Essay question: How can
managers empower their subordinates? Why is it beneficial?
LeadershipShort-answer questions:1.Explain initiating structure
and consideration as the two distinct leader behaviours. 2.What is
the general underpinning of the contingency theories of
leadership?3.Describe Houses path-goal theory of leader
effectiveness. 4.Describe Hersey and Blanchards situational
leadership model. 5.Discuss one inspirational leadership theory.
Essay question: Advise a manager how she can improve her leadership
qualities.
Conflict and negotiationShort-answer questions:1.What are the
differences between functional and dysfunctional conflict?2.Discuss
the structural factors that might contribute to conflict in
organisations.3.Discuss the personal factors that might contribute
to conflicts in organisations. 4.Describe the factors that
influence conflict between individuals in organisations.5.Describe
effective and ineffective techniques for managing conflict.Essay
question: Identify and discuss five styles of conflict
management.
Organisational design and structureShort-answer
questions:1.Explain the organisational design processes of
differentiation and integration. 2.Discuss the six basic dimensions
of organisational design.3.Describe five structural configurations
for organisations.4.Discuss the effects of the four contextual
variables on the design of organisational structure. 5.Identify and
discuss four forces that are reshaping todays organisations.Essay
question: Discuss the nature of emerging organisational
structures.
Organisational cultureShort-answer questions:1.Evaluate the
roles played by each of the three levels of culture in an
organisation.2.Describe the four functions of culture within an
organisation.3.Explain the relationship between organisational
culture and performance.4.How can leaders shape organisational
culture?5.Describe the three stages of organisational
socialization. How is culture communicated in each stage?Essay
question: Write an essay on organisational culture.Managing
changeShort-answer questions:1.What are the major external and
internal forces for change in organisations?2.Contrast incremental,
strategic, and transformational change.3.What are the major reasons
individuals resist change? 4.How can organisations deal with
resistance?5.What is organisational development? Why is it
undertaken by organisations?Essay question: Explain Lewins
organisational change model.
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Additional useful textbooks:
Andre, R. (2008). Organizational behaviour: An introduction to
your life in organizations. Upper Saddle River, NJ: Pearson
Prentice Hall.
Andriopoulos, C., & Dawson, P. (2009). Managing change,
creativity & innovation. London: Sage Publications.
Bratton, J. (2007). Work and organizational behaviour.
Hampshire: Palgrave MacMillan.
Champoux, J.E. (2011). Organizational behaviour: Integrating
individuals, groups, and organizations. New York: Routledge.
Emerson, L. (2005). Writing guidelines for business students
(3rd ed.). South Melbourne: Cengage Learning.
Fincham, R., & Rhodes, P. (2005). Principles of
organizational behaviour. Oxford: Oxford University Press.
Fineman, S., Gabriel, Y., & Sims, D. (2010). Organizing
& Organizations (4th ed.). Los Angeles: Sage.
Griffin, R.W., & Moorhead, G. (2010). Organizational
behaviourmanaging people and organizations (9th ed.). South
Melbourne: Cengage Learning.
Hellriegel, D., & Slocum, Jr., J.W. (2011). Organizational
behaviour (13th ed.). Mason, OH: Thomson.
Hitt, M.A., Miller, C.C., & Colella, A. (2009).
Organizational behavioura strategic approach. (2nd ed.). NJ: John
Wiley & Sons.
Ivancevich, J.M., Konopaske, R., & Matteson, M.T. (2008).
Organizational behavior and management (8th ed.). Sydney:
McGraw-Hill Irwin.
Jones, G. (2010). Organizational theory, design and change (6th
ed.). Sydney: Pearson Education.
Luthans, F. (2008). Organizational behaviour (11th ed.). Sydney:
McGraw-Hill Irwin.
McShane, S., Olekalns, M., & Travaglione, T. (2013).
Organisational behaviourEmerging knowledge, global insights (4th
Asia-Pacific ed.). Sydney: McGraw-Hill.
Martin, J., & Fellenz, M. (2010). Organizational behaviour
& management (4th ed.). Hampshire: Cengage Learning.
Nelson, D.L., & Quick, J.C. (2013). Organizational
behaviour: Science, the real world, and you. (8th ed.). Mason, OH:
South-Western Cengage Learning.
Weinberg, A., & Cooper, C. (2007). Surviving the workplace A
guide to emotional well-being. London: Thomson.
Wilson, F.M. (2011). Organizational behaviour and work: A
critical introduction. Oxford: Oxford University Press.
Wood, J., Zeffane, R., Fromholtz, M., Fromholtz, M., Wiesner,
Morrison, R., & Seet, P. (2013). Organisational behaviour: Core
concepts and applications (3rd Australasian ed.). Milton, Qld: John
Wiley & Sons.
CRICOS Provider No. 00103DPage 1 of 10
This course description complies with the course outline
authorised by Curriculum Committee. Curriculum Committee 6/14
[28/05/2014]
CRICOS Provider No. 00103D Page 5 of 10
