PDC5513 Organisation Dynamics @ Work
| Full Year, 2012 External Toowoomba | |
| Units : | 0.33 |
| Faculty or Section : | Faculty of Business and Law |
| School or Department : | School of Management and Marketing |
| Version produced : | 12 April 2013 |
Requisites
Pre-requisite: For FBSC Group Students Only
Other requisites
Students are required to have access to a personal computer, e-mail capabilities and Internet access to UConnect. Current details of computer requirements can be found at <http://www.usq.edu.au/ict/students/standards/default.htm>.
Rationale
Organisations are complex and making them successful pose serious challenges to managers at all levels. This makes it very useful to develop a better understanding of some of the organisation dynamics that modern-day managers are faced with. In this course foundations are laid to develop an appreciation of the role played by dynamics related to things like organisational politics and power, organisational structures and cultures, as well as organisational change. The idea is to stimulate learning about how these dynamics can be leveraged to the best possible advantage of organisational performance and competitiveness.
Synopsis
In this course organisational dynamics are investigated within the broader context of a changing world, and a changing world of work and organisations. The nature of and challenges related to power and organisational politics are introduced. The nature and important role played by things like organisational structure, design and culture are also investigated. How to develop appropriate organisational culture that is conducive to 'high performance' is also explored. The challenges posed by change, and how to cope with, manage and champion change - are also covered.
Objectives
On successful completion of this course, students should be able to:
- appraise the relationship between organisational structure and the internal and external environment of organisations
- analyse how organisational effectiveness is influenced by factors such as power, control, climate and culture
- analyse and assess issues related to processes of organisational change and apply relevant strategies for organisational development.
Topics
| Description | Weighting(%) | |
|---|---|---|
| 1. | Power and politics in organisations | 25.00 |
| 2. | Organisational cultures and structures | 50.00 |
| 3. | Leading change in organisations | 25.00 |
Text and materials required to be purchased or accessed
ALL textbooks and materials available to be purchased can be sourced from USQ's Online Bookshop (unless otherwise stated). (https://bookshop.usq.edu.au/bookweb/subject.cgi?year=2012&sem=04&subject1=PDC5513)
Please contact us for alternative purchase options from USQ Bookshop. (https://bookshop.usq.edu.au/contact/)
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Wood, J, Zeffane, R, Fromholtz, M, Wiesner, R & Creed, A 2010, Organisational behaviour: core concepts and applications, John Wiley & Sons, Milton, Queensland.
Reference materials
Student workload requirements
| Activity | Hours |
|---|---|
| Directed Study | 20.00 |
| Private Study | 20.00 |
Assessment details
| Description | Marks out of | Wtg (%) | Due Date | Notes |
|---|---|---|---|---|
| ASSIGNMENT | 100 | 100 | TBA |
Important assessment information
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Attendance requirements:
Not applicable. -
Requirements for students to complete each assessment item satisfactorily:
Not applicable. -
Penalties for late submission of required work:
Not applicable. -
Requirements for student to be awarded a passing grade in the course:
Not applicable. -
Method used to combine assessment results to attain final grade:
Not applicable. -
Examination information:
Not applicable. -
Examination period when Deferred/Supplementary examinations will be held:
Not applicable. -
University Student Policies:
Students should read the USQ policies: Definitions, Assessment and Student Academic Misconduct to avoid actions which might contravene University policies and practices. These policies can be found at http://policy.usq.edu.au/portal/custom/search/category/usq_document_policy_type/Student.1.html.