Students

MGSM870 – Organisational Behaviour

2018 – Term 1 Online

General Information

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Unit convenor and teaching staff Unit convenor and teaching staff Associate Professor
Debbie Haski-Leventhal
Contact via Email
Online Unit Starting 8th January 2018
Credit points Credit points
4
Prerequisites Prerequisites
Admission to MBA or MMgmt or PGDipMgt or GradDipMgt or PGCertMgt or GradCertMgt or MSusDev or MSocEntre
Corequisites Corequisites
Co-badged status Co-badged status
Unit description Unit description
Organisational Behaviour (OB) is a multi‐disciplinary field that uses insights from psychology, anthropology, philosophy and sociology to study human behaviour in organisational settings. In this unit, students critically examine insights into human behaviour to better manage and improve organisational performance and capability, with an emphasis on ethical management and a global mindset. The unit covers the micro perspectives of OB (such as individual foundations, perceptions, attitudes and motivation); meso (such as groups, communication and team dynamics); and macro (such as organisational culture, change, power and leadership), as well as ethics and Corporate Social Responsibility (CSR).

Important Academic Dates

Information about important academic dates including deadlines for withdrawing from units are available at https://www.mq.edu.au/study/calendar-of-dates

Learning Outcomes

On successful completion of this unit, you will be able to:

  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

General Assessment Information

In this unit, students are required to:

  • Read and engage in all required materials in advance (before each session, including textbook chapters, additional reading, case studies and individual activities)
  • Participate in class interaction (10 weekly forums)
  • Complete all unit activities and exercises, including group assignment and Unit Feedback
  • Complete the assessment components through the unit and a three-hour, open-book examination (see 7. Assessments for weightings).
  • It is highly recommended you participate in the Adobe Connect live online classes, at least 8 times to maximise the learning outcomes (sessions will be recorded)

 

Marking Guide for Individual Participation

Criteria

Poor    (1-2 points)

Underdeveloped (3-4 points)

Developing (5-6 points)

Developed (7-10 points)

Critical Analysis

·     Readings concepts articulated /applied to scenarios/issues

·     Other perspectives + connections between ideas expressed

·     Evidence-based posts based on readings, research

·     Applies examples of personal experience to discuss topic concepts and relates experience to readings/other sources

 

 

 

 

 

·     Posts show little or no understanding of the readings, and no integration of their ideas into discussions

·     No expression of other perspectives or connections between ideas.

·     Posts largely just feelings (e.g. “I agree” or “great idea”) with no supporting evidence from cited readings, research or other sources

·     Overuses personal opinion or personal experience with little or no application to topic concepts or readings.

·     Recounts facts with little analysis

·     Significant errors in the use of concepts, tools, and/or techniques of strategic analysis

·     Posts show limited understanding of the readings with some integration of these ideas into discussions

·     Limited expression of other perspectives or connections between ideas.

·     Uses personal experiences to advance discussions. Some supporting evidence cited from readings, research or other sources.

·     Incomplete or superficial analysis

·     Limited use of strategic analysis tools and techniques

·     Posts show understanding of the readings and integration of these ideas into discussions

·     Other perspectives or connections between ideas are expressed

·     Uses personal experiences to discuss topic concepts and the issues, supported by evidence well cited from readings, research or other sources.

·     Provides well reasoned recommendations that clearly follow from the analysis

·     Appropriate use of concepts, tools and techniques of strategic analysis

·     Considers both immediate and long term problems.

·     Posts show very clear understanding of readings (including textbook and additional reading) which are well integrated into discussions

·     Other perspectives or connections between ideas are aptly integrated into discussions

·     Makes effective use of personal experiences to discuss topic concepts and the issues.

·     Effectively uses and cites readings, research or other sources to support discussions.

·     Original and insightful analysis

·     Develops a well-integrated statement of the complex issues facing the organisation

·     Shows strong understanding and application of strategy analysis, tools, concepts and techniques

Engagement

  • Building on participant responses to encourage focused discussion on the issue
  • Posts made throughout the duration of discussion period
  • Replies made to most/all peers’ posts within the discussion period.

 

·     No replies to classmates’ posts, does not raise new questions or comments.

·     Replies made just restate ideas of classmates’ posts

·     Posts not made throughout the discussion period, or made on the last day.

·     Did not reply to most classmates’ posts within the discussion period.

·     Occasionally replies to classmates’ posts in a positive way

·     Occasionally, replies build discussion by making reference to relevant readings, research or other sources.

·     Posts made throughout the discussion period.

·     Replies to some classmates’ posts within the discussion period.

·     Engages others by commenting on classmates’ posts in a positive way

·     Replies cite relevant readings, research or other sources, and ask relevant questions that build focused discussion

·     Replies to most classmates’ posts within the discussion period.

·     Advances the class by commenting meaningfully on classmates’ posts in a positive way

·     Replies insightfully cite relevant readings, research or other sources, and ask thoughtful questions that build focused discussion

·     Consistently and constantly replies to  classmates’ posts within the discussion period

Professionalism and Respect

·     MQ Netiquette

·     Academic integrity (no plagiarism)

·     Correct English grammar, syntax, spelling and punctuation

·     Posting procedure/practice

·     Disrespectful

·     Fails to cite sources

·     Poor writing that does not facilitate effective communication

·     Poor posting behavior (e.g. posts replies to wrong post, or inappropriately starts a new posting) thread.

·     Sometimes disrespectful

·     Sometimes fails to cite sources

·     Writing contains some grammar, syntax, spelling and punctuation errors

·     Sometimes shows poor posting behaviour

·     Posts show respect and interest in views or other classmates

·     Posts are fairly free of grammar, spelling and punctuation errors

·     Writing style facilitates effective communication

·     Appropriate posting behaviour

·     Posts show respect and sensitivity to classmates their personal characteristics and beliefs

·     Posts largely free of grammar,  spelling and punctuation errors

·     Writing style facilitates effective communication

·     Appropriate posting behaviour

Assessment Tasks

Name Weighting Hurdle Due
Individual Participation 20% No Weekly Group Discussions
Group Report 20% No 01-03-2018 5pm Sydney EST
Online (Final) Examination 60% No Day/time to be advised

Individual Participation

Due: Weekly Group Discussions
Weighting: 20%

 

 

Length

In the weekly asynchronous Group Discussion (see 7. Weekly Study Plan). Participation in the group discussion is mandatory and required.

Format

Postings in the Group Discussion forum each week – the quality of your preparation beforehand will affect the quality of your participation in the Group Discussions.

Date

Check the Marking Guide for Individual Participation at the end of this Unit Guide, to see how you will be assessed.

Weighting

20%


On successful completion you will be able to:
  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Group Report

Due: 01-03-2018 5pm Sydney EST
Weighting: 20%

Length

Max 2,500 words

Format

Report

Date

01-03-2018 5pm Sydney EST

Weighting

20%

You will be assigned to a certain Group. Together with the group you will need to choose a certain topic and question from the list below. To answer the question you need to use a case study of an organisation that one of the group members works/worked in or one that you all know (not the case studies that are on the iLearn!). You will need to write a literature review based on the readings for this topic as well as at least five additional ones (academic articles, not just websites) to answer your question. Each member of the group is required to participate equally in the assignment.

The report is to be no longer than 2500 words (excluding references, tables and appendices). It should include: 

1. Introduction and rationale: what are you focusing on and why did you choose this case study to answer your question (about ½ page). You will be assessed on how well you introduce your report and rationalise your choices.

2. Literature review: What is the relevant literature to answer this question? Find at least 5 sources in addition to the class materials for the relevant topic (about 2-3 pages). You will need to include in this session at least one theory, the additional readings provided in this unit guide, and additional sources (theories, articles and web links that you have found to assist you in answering your question). You will be assessed on the quality and quantity (number of references) of your literature review.

3. Case study: Analyse the case study you have chosen in light of the theories and literature. Make sure you are not only descriptive, but analytical as well (about 2-3 pages). You will be assessed on the data you have collected, on the depth of your analysis and on basing your case analysis on the above literature. It is important to use the literature and references when you analyse the case.

4. Discussion and conclusion: What are you main findings? What are your conclusions? What are the limitations of the theory based on your case analysis? (½ page). This is a good place to reflect and assess your work, the theory and the case.

Group report questions

Please choose one question from the list below:

Session

Topic title

Questions

2

Individual Behaviour

Self-managing work teams provide employees with substantial autonomy. What combination of personality traits might be important for selecting employees for these types of teams? (the focus should be personality, not teams)

3

Motivation

What is role of money in motivating people in the workplace? What are the limitations? Discuss while using one motivation theory 

4

Groups & Teams

What can be done to avoid Group-Think in high-pressure teams?

5

Communication

“Organisational communication problems are like the weather: everyone talks about it, but no one ever does anything about it.”  Why are problems in organisational communication so difficult to resolve when the process is apparently simple?

6

Power & Influence

Why is referent power so important to achieve organisational influence? Use an example of someone with referent power to illustrate. 

7

Leadership

Transformational leadership is the most popular perspective of leadership. However, it is far from perfect. Discuss transformational leadership and its limitations based on a case of a transformational leader.

8

CSR (corporate social responsibility)

Discuss the benefits of employee engagement in CSR and ways of getting people involved. Bring an example of an organisation that does it well.

9

Organisational Culture

Some people suggest that the most effective organisations have the strongest cultures. What is meant by the ‘strength’ of organisational culture and what possible problems are there with a strong organisational culture? 

10

Organisational Change

Employee resistance is a symptom, not a problem, in the change process. What are some of the real problems that may underlie employee resistance?

Plagiarism

Group Reports will undergo a systematic plagiarism check. Instances found of plagiarism may affect your Group Report mark and lead to a Fail mark. See 11. Academic Honesty Policy.

Referencing

Referencing must be in American Psychological Association (APA) 6th edition style. This means that when referring to an article or book etc., you indicate the author’s name followed by the year of publication (Jones, 1989). For multiple authors include all names (Jones, Smith, & Wilson, 1990). Multiple sources need to appear in alphabetical order and to be divided by a semicolon (Smith, 2011; Werther, 2013). If you use a direct quote put the quoted words in “quotation marks” and include the page number with the reference (Jones, 1989, p. 76).

A reference list should be presented in alphabetical order at the end of the paper. Note that APA style references are used for the reading list of articles at the end of this outline. You can use Google Scholar to find the article and use “cite” to cite according to APA. Further information on APA style is available at http://libguides.mq.edu.au/content.php?pid=459099&sid=3759394

 

Submitting the Group Report online

1.       Well before the deadline, your Group will read the Group Report Instructions in the Unit Guide, negotiate who is doing what by when in the Collaboration room.  Also refer to your agreed Group Contract.

2.      The designated member of your Group uploads the Group Report file (MS-Word doc) and the completed Group Assignment Cover Sheet to iLearn (Group Report Submission). Include your group number and topic in the file name (eg Group2_Motivation_GroupReport.doc).

3.      The Lecturer marks the Group Report using the Lecturer's marking rubric, which you will also find in this Unit Guide. The lecturer could also ask group members to assess the individual contribution of each member which could affect his/her mark for contributing more or less than others. 

4.      Group Report results will be emailed to the members of the group, once the lecturer has graded the Group's Report.

 

Assessment and Marking

Assessment will take into account analysis of theory and practice, original research and literary presentation. Your report must follow the format and use a reference style as detailed above.

You should pay particular attention to the assessment criteria in the marking schedule below, as this will be the basis for deciding your mark.

You should also pay attention to submitting on time and in required length. Marks may be deducted for non-compliance with administrative requirements. Marks could also be deducted for individual members for not contributing equally. 

Each member of the group will receive 50% of the mark for this assignment based on the overall performance of the group and 50% based on your individual contribution. In the cover sheet, you will need to detail what role each member of the group had in writing the report. The lecturer could also ask each group member to rate the contribution of other group members which may affect your individual mark (higher or lower).

Group Report - Assessment Criteria

1 = Very Poor        10 = Very Good

Approach

 

 

 

 

 

 

 

 

 

 

Focus & Depth

1

2

3

4

5

6

7

8

9

10

Interest and fluency

1

2

3

4

5

6

7

8

9

10

Content

 

 

 

 

 

 

 

 

 

 

Introduction & rationale

1

2

3

4

5

6

7

8

9

10

Literature review quality

1

2

3

4

5

6

7

8

9

10

Literature review quantity

1

2

3

4

5

6

7

8

9

10

Case study: Quality of data

1

2

3

4

5

6

7

8

9

10

Case Study analysis

1

2

3

4

5

6

7

8

9

10

Tying the literature to the case study

1

2

3

4

5

6

7

8

9

10

Conclusion

1

2

3

4

5

6

7

8

9

10

General

 

 

 

 

 

 

 

 

 

 

Visuals

1

2

3

4

5

 

Administrative compliance

1

2

3

4

5

 

FINAL MARK

 

Comments

 


On successful completion you will be able to:
  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations

Online (Final) Examination

Due: Day/time to be advised
Weighting: 60%

 

 

Format

24-hour open-book, take-home exam – to be submitted online

Date

Exam week: 19 - 24 March 2018  - exact day/time to be advised

Weighting

60%

 

The exam will include 5 essay style questions from which you will need to choose three. You answers must demonstrate learning outcomes, knowledge of the readings, analytical ability, original thinking and reflection. Each answer is up to 1000 words.

This is an OPEN book exam. Do not simply copy content of others (books, websites, other students) into your answers. The originality of your exam answers will be analysed using purpose-built text-matching software. Evidence of plagiarism and/or collusion will result in a Fail grade.

A computer with internet access will be required. If you would like to print out the Online Exam Question Paper on the day to make quick notes, ensure that your computer is connected to a printer too. The exam format will be open book, based on the textbook and additional readings.

Please note that to pass the subject students must pass the final examination and perform satisfactorily in each assessment component.

You are expected to make yourself available for examination at the time designated in the MGSM Examination Timetable. The timetable will be available from Week 3 at: https://students.mgsm.edu.au/sydney-students/study/exams/

How to submit your completed Exam paper (strictly Word document only)

To submit your completed Exam paper in iLearn:

1.       Locate and click on the Final Online Exam link in iLearn.          

2.      Click Add Submissions button at the bottom of the iLearn page.

3.       

a.       Click the Add link, or drag and drop your Completed Exam Paper into the marked space. Note max file size is 10MB.  Submit as a strictly MS Word document – not PDF.

b.      If you clicked the Add link, the File Picker box will appear. Click Browse button.

                                           i.      Select your completed Exam Paper file from your computer files, then click Open.

                                            ii.      Enter the filename again in the Save as field.

                                            iii.      Enter your name in the Author field.

                                            iv.      Click Upload this file button.

                                             v.      Your file is now attached. Click Save changes.

4.      A Submission status screen will then appear, indicating that your Exam Paper has been submitted for grading. MGSM will notify you of your Exam Results separately - this Submission Status screen is just a confirmation of your submission. (Ignore the Edit Submission button at bottom centre of your summary screen.) An automatic confirmation email entitled - You have submitted your assignment submission for MGSM870 Online Examination will be automatically emailed to you. If you don’t receive the confirmation email, email Paul Marevich at teachingsupport@mgsm.edu.au or phone 02 9850 6098 asking for confirmation that your Exam Paper has been successfully submitted.

5.       If you have technical difficulty in submitting your Online Exam paper, don't panic - just email your completed Exam Paper to kit.leung@mgsm.edu.au and cc teachingsupport@mgsm.edu.au


On successful completion you will be able to:
  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Delivery and Resources

Contact Period

10 weekly asynchronous group discussions and 10 weekly online classes of 60 minutes each.

Workload

The unit is based on an average student workload of 160 hours: 40 hours of group interaction and 120 hours unsupervised private study and group work.

Assessments

Individual Participation (20%), Group Report (20%), Final Exam (24 hour take-home 60%)

Textbook:

McShane, S., Olekalns, M., Newman, A. & Travaglione, T., Organisational Behaviour Emerging Knowledge Global Insights with Connect access, 5th Edition, McGraw-Hill, 2015, ISBN: 9781743761977

Please note that an ebook can be purchased at this link: 

http://connect.mheducation.com/class/d-haski-leventhal-term-1-2018

Topic additional required readings and case studies

Topic no. and name

Readings and Case Studies

1: Introduction to Organisational Behaviour (OB)

 

Theory

Different approaches to OB

Open System approach

 

Application

Understanding the context

No Readings or Case study

 

2: Foundations of Individual Behaviour

Theory

Personality

Values

Perceptions

Attitudes

 

Application

Managing Behaviour

Overcoming biases

 

Readings

Banaji, M. R., Baserman, M. H., & Chugh, D. (2003). How (un)ethical are you? Harvard Business Review, Dec. 2003, 56-64

 

Case study

Eli Lilly: Managing Workplace Diversity and Coping with the Accusations of Racial Discrimination

3: Motivation

 

Theory

Growth and Needs theories

Process Theories (Goal setting, Expectancy)

Social Theories (Equity theory)

Job Satisfaction

 

Application

Motivating employees

Readings

Nohria, N., Groysberg, B., & Linda-Eling, L. (2008). Employee motivation: A Powerful new model. Harvard Business Review, 86, 78-74.

Case study

Motivating High Performers: Are Managers up to it?

4: Group and Team Dynamics

 

Theory

Social self

Effective team model

Group stages

Groupthink

 

Application

Understanding the social aspects of organisations

Enhancing effective teams

Team leadership

Readings

Cross, R., Davenport, T. H., & Cantrell, S. (2003). The social side of performance. MIT Sloan Management Review45(1), 20-22.

Film

12 Angry Men

5: Communication

 

Theory

Effective Communication Model

 

Application

Getting the message across and creating shared meaning

Communication channels and barriers

Cross-cultural communication

Active listening

Readings

Rogers, C. R., & Roethilisberger, F. J. (1991). Barriers and gateways to communication. Harvard Business Review, Dec 1991, 46- 52.

Robbins, S. (2009). Seven communication mistakes managers make. Harvard Business Review, Feb 2009.

Case study

Nupath Foods

6: Power and Influence

 

Theory

Bases of Power

Influence tactics 

Organisational politics

 

Application

Influencing others at the workplace

Managing power and politics

Readings

 

Pfeffer, J. (2010). Power Play. Harvard Business Review, 88, 84-92.

Case study

Who is in Charge? The Jim Davis Case

7: Leadership

 

Theory

Competencies

Servant leadership

Conscious leadership

Transformational Leadership

 

Application

Developing leadership understanding and abilities

Leadership styles

Readings

 

Bennis, W. & Thomas, R. (2002). Crucibles of leadership. Harvard Business Review, 80(9), 39-45.

 

No case

8: Corporate Social Responsibility (CSR) & Ethical Decision-making

 

Theory

CSR and CSV

The stakeholders approach

Ethics and ethical dilemmas

 

Application

The social role of the corporation

Involving employees in CSR

Ethical Decision-making

 

Readings

Werther, W. B., & Chandler, D. (2014). Strategic CSR. Thousand Oaks: Sage. Chapter 1 (1-35).

 

Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, Jan pp. 62-77.

 

Haski-Leventhal, D., Roza, L., & Meijs, L. C. (2015). Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics, online first: http://link.springer.com/article/10.1007/s10551-015-2793-z  

Case study

Ben & Jerry’s: Preserving Mission and Brand within Unilever

9: Organisational Culture

 

Theory

Levels of culture

Cultural strength

Organisational socialisation to culture

 

Application

Understanding, Developing, Maintaining & Changing Culture

Readings

Katzenbach, J., & Harshak, A. (2011). Stop Blaming Your Culture. Strategy & business, 62.

Case study

Growing Pains in Austral

10: Organisational Change

 

Theory

Force Field Analysis

Appreciative Inquiry

 

Application

Creating a vision for change

Overcoming Resistance

Readings

Harshak A., Aguirre, D., & Brown, A. (2010). Making change happen and making it stick. Strategy & business, 57.

Pascale, R. & Sternin, J. (2005). Your Company’s Secret Change Agents, Harvard Business Review, 83(5), 72-81.

 

Wrap up, no case

 

MGSM iLearn

You will receive information, including your OneID/password, for accessing your MGSM iLearn unit when you have enrolled. You can log in (using your OneID and password) to your MGSM iLearn unit at: http://mgsm.edu.au/ilearn

Use the MGSM iLearn unit to access the unit content, exercises, assignments, and Online (Final) Exam.

To access resources and assessment tasks in your MSGM iLearn unit, you will need:

  • A computer with access to the internet. Your MGSM iLearn unit will operate on the following web browsers (upgrade your browser to its most recent (non-testing) version):
    • Mozilla Firefox
    • Google Chrome
    • Apple Safari
    • Microsoft Internet Explorer (version 8 or later) 
  • A printer connected to your computer so that you can print out unit materials. You may need to print out supporting information beforehand for your Online (Final) Exam at the end of the unit.

Weekly Adobe Connect Live Online Class

It is highly recommended you participate in the weekly Adobe Connect live online classes, at least 8 times to maximise the learning outcomes. These sessions are 60 minutes in length and will be recorded for review purposes.

Technical requirements:

  • A headset with microphone is recommended (to avoid echo sounds and feedback)
  • A laptop or desktop device is preferred over a mobile device
  • An up to date version of Adobe Flash installed
  • Please see technical specifications for browser recommendations (Google Chrome is recommended)

 

Unit Schedule

The unit will be presented over 10 sessions as follows:

Session

Topic

Primary Readings

Session will start on

Adobe Connect online class  Thursdays 7pm-8pm

0 Test Adobe Connect     4/01/2018 (30 mins)

1

Introduction to Organisational Behaviour (OB)

Textbook Chapter 1

9/1/17

11/01/2018

2

Foundations of Individual Behaviour

Chapters 2, 3

16/1/17

18/01/2018

3

Motivation

Chapter 5

23/1/17

25/01/2018

4

Group and Team Dynamics

Chapter 8

30/1/17

01/02/2018

5

Communication

Chapter 9

6/2/17

07/02/2018 (Wed)

6

Power and Influence

Chapter 10

13/2/17

15/02/2018

7

Leadership

Chapter 12

20/2/17

22/02/2018

8

Corporate Social Responsibility & Ethics

Werther, W. B., & Chandler, D. (2014). Strategic CSR. Thousand Oaks: Sage. Chapter 1 (1-35).

 

Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value. Harvard Business Review, Jan pp. 62-77.

 

Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of “creating shared value”. California management review, 56(2), 130-153.

 

Haski-Leventhal, D., Roza, L., & Meijs, L. C. (2015). Congruence in Corporate Social Responsibility: Connecting the Identity and Behavior of Employers and Employees. Journal of Business Ethics, online first

27/2/17

01/03/2018

9

Organisational Culture

Chapter 14

6/3/17

08/03/2018

10

Organisational Change

Chapter 15

13/3/17

15/03/2018

 

Please note: Adobe Connect live online class dates and times are subject to change. Please check iLearn for confirmation.

Policies and Procedures

Macquarie University policies and procedures are accessible from Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central). Students should be aware of the following policies in particular with regard to Learning and Teaching:

Undergraduate students seeking more policy resources can visit the Student Policy Gateway (https://students.mq.edu.au/support/study/student-policy-gateway). It is your one-stop-shop for the key policies you need to know about throughout your undergraduate student journey.

If you would like to see all the policies relevant to Learning and Teaching visit Policy Central (https://staff.mq.edu.au/work/strategy-planning-and-governance/university-policies-and-procedures/policy-central).

Student Code of Conduct

Macquarie University students have a responsibility to be familiar with the Student Code of Conduct: https://students.mq.edu.au/study/getting-started/student-conduct​

Results

Results shown in iLearn, or released directly by your Unit Convenor, are not confirmed as they are subject to final approval by the University. Once approved, final results will be sent to your student email address and will be made available in eStudent. For more information visit ask.mq.edu.au.

Student Support

Macquarie University provides a range of support services for students. For details, visit http://students.mq.edu.au/support/

Learning Skills

Learning Skills (mq.edu.au/learningskills) provides academic writing resources and study strategies to improve your marks and take control of your study.

Student Services and Support

Students with a disability are encouraged to contact the Disability Service who can provide appropriate help with any issues that arise during their studies.

Student Enquiries

For all student enquiries, visit Student Connect at ask.mq.edu.au

IT Help

For help with University computer systems and technology, visit http://www.mq.edu.au/about_us/offices_and_units/information_technology/help/

When using the University's IT, you must adhere to the Acceptable Use of IT Resources Policy. The policy applies to all who connect to the MQ network including students.

Graduate Capabilities

PG - Capable of Professional and Personal Judgment and Initiative

Our postgraduates will demonstrate a high standard of discernment and common sense in their professional and personal judgment. They will have the ability to make informed choices and decisions that reflect both the nature of their professional work and their personal perspectives.

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Assessment tasks

  • Individual Participation
  • Online (Final) Examination

PG - Discipline Knowledge and Skills

Our postgraduates will be able to demonstrate a significantly enhanced depth and breadth of knowledge, scholarly understanding, and specific subject content knowledge in their chosen fields.

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Assessment tasks

  • Individual Participation
  • Group Report
  • Online (Final) Examination

PG - Critical, Analytical and Integrative Thinking

Our postgraduates will be capable of utilising and reflecting on prior knowledge and experience, of applying higher level critical thinking skills, and of integrating and synthesising learning and knowledge from a range of sources and environments. A characteristic of this form of thinking is the generation of new, professionally oriented knowledge through personal or group-based critique of practice and theory.

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully

Assessment tasks

  • Individual Participation
  • Group Report
  • Online (Final) Examination

PG - Research and Problem Solving Capability

Our postgraduates will be capable of systematic enquiry; able to use research skills to create new knowledge that can be applied to real world issues, or contribute to a field of study or practice to enhance society. They will be capable of creative questioning, problem finding and problem solving.

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the theoretical frameworks and research findings about human behaviour within organisations
  • Critically reflect on and practically apply the micro, meso, and macro perspectives on organisational problems and phenomena
  • Critically reflect on and practically apply contingent perspectives of theoretical frameworks in exploring organisational problems and phenomena

Assessment tasks

  • Group Report
  • Online (Final) Examination

PG - Effective Communication

Our postgraduates will be able to communicate effectively and convey their views to different social, cultural, and professional audiences. They will be able to use a variety of technologically supported media to communicate with empathy using a range of written, spoken or visual formats.

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply organisational behaviour principles and theories within their own work experiences for managing and leading people and organisations successfully
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Assessment tasks

  • Individual Participation
  • Group Report
  • Online (Final) Examination

PG - Engaged and Responsible, Active and Ethical Citizens

Our postgraduates will be ethically aware and capable of confident transformative action in relation to their professional responsibilities and the wider community. They will have a sense of connectedness with others and country and have a sense of mutual obligation. They will be able to appreciate the impact of their professional roles for social justice and inclusion related to national and global issues

This graduate capability is supported by:

Learning outcomes

  • Critically reflect on and practically apply the critical importance of people management and leadership to the efficient and effective operation of organisations
  • Critically reflect on and practically apply OB theories and their applications from cross cultural and ethical perspectives in developing their knowledge of leadership and management

Assessment task

  • Online (Final) Examination

Changes from Previous Offering

The online classes are now offered weekly

The discussion is open for more than two days

The weightings for the assignments have changed from 10% for participation and 30% for group report to 20% each. 

Alignment of this unit with MGSM’s mission-driven attributes

Leadership: The unit focuses on the understanding of human behaviour within organisations in order to enhance management and leadership capabilities. It is about leading others (individuals, teams and organisations) and self.

Global mindset: The unit develops a global mindset by looking at different personalities, attitudes and perceptions, and confronting with prejudice and biases. It covers global mindset perspectives and a contingent understanding of culture in the application of OB theories and frameworks. In this context “Global Mindset” means the ability to understand and influence people with views unlike one’s own.

Citizenship: Organisations’ most valuable assets are their people. The unit develops an understanding of people in organisations, what motivates them and creates engagement and commitment, allowing organisations to enhance their sustainability.

Creating sustainable value: The unit stresses the “human” side of organisations and seeks to enhance leadership capacities to allow contribution as good citizens to the community. The unit covers the enhancement of organisational citizenship as well as corporate social responsibility and the community.

Attendance Policy (MGSM)

The interactive environment of the classroom is central to the MGSM experience. Students are required to attend the full duration of all classes for the units in which they are enrolled. We recognise that exceptional circumstances may occur, such as unavoidable travel on behalf of your organization or the serious illness or injury of you or a close family member.

Content Disclaimer

The content of this unit is provided for educational purposes only and no decision should be made based on the material without obtaining independent professional advice relating to the particular circumstances involved.  

Weekly Study Plan

 

Weekly Study Plan

 

 

Day

Stage

What you need to do

1

 

Individual Preparation (video; textbook; required further tasks; case)

Students prepare for the Group Discussion by watching the intro video, engaging with the Textbook, Readings and Case materials and answering the self-assessment Quiz (these Quizzes are not marked) for each week/Topic

3

 

Group Discussion Activity (asynchronous)

Students click on the relevant Lecturer post in the Group Discussion that will set out the Case questions. 

Students then have 7 days to post their answers and comment on others' posts to develop a focused interaction that teases out the issues and brings out people's relevant real-world experiences. You will need to submit your post prior to the class discussion on Thursday night. 

To do this, click on the relevant post, and then click Reply at the bottom right corner. Your lecturer's first post is the 'parent' post for that week/topic, so keep Replying to either that post or your students' posts during this period. Please take note of specific activity instructions for each topic. 

This is a student-driven discussion so your lecturer will only post to steer and reinvigorate discussion as necessary. 

Check the Marking Guide for Individual Participation to see how you will be assessed.

4

Every Thursday 7pm-8pm

Online class via Adobe Connect  

 

The online class will be a good opportunity to learn more about the topic directly from the Lecturer. The Lecturer will also answer students’ questions so it is advised that students come prepared with their questions to the online discussions.  

5

 

Prep for Interaction

The cycle begins again by working through the content for the next topic.