Page 1 of 14 FACULTY OF BUSINESS PETER FABER BUSINESS SCHOOL BRISBANE, MELBOURNE, SYDNEY SEMESTER ONE and TWO MGMT 100: Managing: People, Systems and Culture UNIT OUTLINE Credit points: 10 Incompatible units: HRMG100, HRMG101, and MGMT 101 National Lecturer in Charge (NLiC) for all campuses Ellen McBarron - [email protected] Description: This core introductory unit introduces students to the key management functions of planning, organising and control. The unit aims to develop knowledge and awareness of how effective management assists in ensuring that an organisation's systems and culture fully support the work of its most important resource – its people. Topics covered include management planning, organising and control; the concept of as management as an 'entrepreneurial mindset'; management systems; the effective management of human resources including motivation and leadership and the fostering of a workplace culture that maintains the organisation's standards of behaviour and ethical conduct. Students are encouraged to link key management theories and concepts to practice through interactive activities, case-study research and reflection on personal experience. Please refer enquiries to your campus contact from the list below Teaching Team: Campus: Brisbane Lecturer's name: Ellen McBarron Consultation Hours: 1pm- 3 pm Tuesday and Wednesday Email: [email protected] Contact me: Email me outside consultation hours Tutor: Maree Valle Consultation: 12-1 pm Thursday Email: [email protected] Contact me: Email me outside consultation hoursPage 2 of 14 Campus: Melbourne Lecturer's name: Associate Professor Nasir Butrous Consultation Hours: Wednesday 11:00am -1:00pm & Thursday 11:00 – 12 noon Email: [email protected] Contact me: email me outside consultation hours Campus: North Sydney Lecturer's name: Lenore Pennington Consultation Hours: Room 10:28a X2343 Thursday 10-12 Email: [email protected] Contact me: Email me outside consultation hours Campus: Strathfield Lecturer's Name Stephen Erichsen Consultation Hours: Email: [email protected] Contact me: Email outside consultation hours Mode/attendance pattern: Lectures, tutorials and workshops on campus or mixed mode Duration: 12 week-semester You should anticipate undertaking 150 hours of study for this unit, including class attendance, readings and assignment preparation. LEARNING OUTCOMES On successful completion of this unit, students should be able to: 1. Explain the meaning of the terms 'management',' systems', 'culture', 'organisation' and 'structure'.. (GA 5) 2. Demonstrate an understanding of how effective management processes contribute to ethical human relations dynamics and culture formation in an organisation. (GA 2) 3. Understand and analyse management functions in the local and international context. (GA 8) 4. Demonstrate appropriate information gathering, analysis and evaluation in collaborative teamwork and multi literacies (GA 8,7) GRADUATE ATTRIBUTES Each unit in your course contributes in some way to the development of the ACU Graduate Attributes which you should demonstrate by the time you complete your course. You can view the ACU Graduate Attributes for all courses at http://www.acu.edu.au/204356. All Australian universities have their expected Graduate Attributes – ACU's Graduate Attributes have a greater emphasis on ethical behaviour and community responsibility than those of many other universities. All of your units will enable you to develop some attributes. On successful completion of this unit, you should have developed your ability to:Page 3 of 14 GA2 recognise your responsibility to the common good, the environment and society GA5 demonstrate values, knowledge, skills and attitudes appropriate to the discipline and/or profession GA7 Work both autonomously and collaboratively GA8 locate, organise, analyse, synthesise and evaluate information CONTENT Topics will include: 1. Introduction to management 2. Organisations and organisational structure 3. Evolution of management practices; core management functions; contemporary perspective of management as an 'entrepreneurial mindset' within the framework of an inclusive and sustainable global economy 4. Systems thinking; systems management 5. Human resources and the value of people locally and globally 6. Communication and teamwork through respect and dignity 7. Leading through recognition and acceptance of the individual 8. Strategy formulation and implementation ensuring decisions consider the lowest level 9. Ethics, global social responsibility and sustainability through solidarity and stewardship 10. Effective organizational management QUALITY ASSURANCE AND STUDENT FEEDBACK This unit has been evaluated through the 'Student Evaluation of Learning and Teaching (SELT) online surveys. This unit assessment has been modified as a result of your feedback. There is no examination and assessments are structured to develop your management and research skills. The tutorial assessment allows for discussion on topical issues and enables understanding of topics raised in the lectures SEU surveys are usually conducted at the end of the teaching period. Your practical and constructive feedback is valuable to improve the quality of the unit. Please ensure you complete the SEU survey for the unit. You can also provide feedback at other times to the unit lecturers, course coordinators and/or through student representatives. SCHEDULE Study schedule For the most up-to-date information, please check your LEO unit and also note advice from your lecturing and tutoring staff for changes to this schedule. The eBook follows the weeks on line. For those of you choosing to use the hard copy text the chanters are identified within each topic Week Starting Lecture Reading requirements Tutorial Activity Sub Topics Assessment Due DatesPage 4 of 14 1 1 Aug Introduction to Management, Systems, Culture and Organisational context Team Contract Planning Leading Organising Controlling Systems 2 8 Aug Evolution in Management Practice to Globalisation Team Formation Modification to contract Historical foundations Classical Approaches Behavioural Approaches Modern Approaches Global Management 3 15 Aug Planning Skills for Effective Managers iStudy CH 1 Why we Plan Types of Plans Planning tools Hurdle task On-line Test Open From Friday 19 August 9 am to 24 August 5 pm 4 22 Aug Organising – Systems and structure Assessment Discussion Managerial Assumptions Ch 2 Traditional Structures Organisational Design Sub systems Organising trends 5 29 Aug Culture Global Awareness Ch 3 Internal environment and Organisational Culture Levels of Organisational Culture Observable Organisational Culture Leadership and Organisational Culture Census date 31 August 6 5 Sept HR Functions Fake Prince Video Ch 4 Why People make the difference SHRM Discrimination Engagement International HRM Videos uploaded to Kaltura Friday 5 pm 9th September 7 12 Sept Organisational Teams Lost at Sea (Exercises in Teamwork Exercise11 Career readiness) Changing nature of organisations Decision Making Process Team Structures Voting due on LEO for best video from your tutorial and explain whyPage 5 of 14 8 19 Sept Motivation Time Management Profile Ch 8 What is Motivation Motivation – Rewards – Content theories Process theories Pay for performance Reflective Essay due Friday 5 pm Turnitin 26 September VACATION WEEK 9 3 Oct Leadership TT Leadership Style Ch 12 Nature of Leadership Power and Influence Leadership Traits and Behaviours Leadership Theories Leadership Styles 10 10 Oct Ethics and Corporate Social Responsibility Why Managers Make a difference Ch 6 What is Ethics Ethics in the Workplace Sustainability What is CSR Stakeholder Issues 11 17 Oct Controlling (systems) Final Assessment discussion Organisational Control Types of Control Organisational Control Systems Balanced Scorecard 12 24 Oct Revision - Contemporary Issues Revision and feedback on Videos and reflective exercises Individual Case study due Sunday 30 October 5 pm Turnitin ASSESSMENT In order to pass this unit, you must obtain 50% and attempt all assessment items. The assessment tasks for this unit are designed for you to demonstrate your achievement of each learning outcome. Assessment tasks Due date Weighting (%) LOs GAs HURDLE TASK: On line test . Must be co On-line Test Open from Friday 19 August 9 am to 24 August 5 pm on LEO. There are no marks awarded to this test but it intended to give you early feedback on the unit content. All student must attempt before progressing in the unit Assessment 1 Video (Group) Week 6 Friday 5 pm Kaltura submission Week 7 voting 25% Inclusive of peer assessment 10% LO 1,2 GA 5,7Page 6 of 14 Assessment 2 Individual reflection Week 8 Friday 5 pm 30% LO 1,3 GA 2,5,8 Assessment 3 Case Study Week 12 Sunday 30 October 5 pm 45% LO 3,4 GA 2,5,8 Assessment 1: 4-5 minutes Video Due date: Week 6 Friday 5 pm Weighting: 15% (plus 10% peer assessment) Length and/or format: 4-5 minutes Purpose: Presenting a management problem on video Learning outcomes assessed: LOs 1,2 How to submit: Through Kaltura on LEO Friday 5 pm Return of assignment: n/a Assessment criteria: Rubric A and Peer assessment on line 10% of the marks In week 1, teams of four students will be formed for the first assessment which is to produce a video (4-5 minutes) of a management problem. You can use a camera, tablet or cell 'phone to film the video. The best three videos as determined by your peers will have the advantage of additional marks. The management problem, chosen by the team of one 'team member's experience will identify the roles of the stakeholders. One role will be Supervisor, one will be employee, one will be colleague and one will be customer. You need to critically analyse the situation and determine the management theory solution. If for example the incident chosen was a dispute situation then what roles did these four people play in the process and what was the resolution. Refer Appendix A Rubric for marking expectations of the video. Video Peer Evaluation: 10 Marks Each student will have the opportunity to evaluate and vote on the best video. The first three winners will receive additional marks– 5 for first, 4 for second and 3 for third on top of the peer assessment mark and the mark for producing the video. Refer Appendix D Rubric for Peer Evaluation of Videos. Assessment 2: Individual Reflection Due date: Week 8 Weighting: 30% Length and/or format: 1500 words Purpose: Individual analysis of the management problem portrayed and resolved in the video, with full consideration of stakeholders Learning outcomes assessed: LOs 1,3 How to submit: Turnitin Friday Week 8, 5 pm Return of assignment: TurnitinPage 7 of 14 Assessment criteria: Refer Rubric B Students will individually critically analyse your group's video to ascertain if management theory that was used in the video supported the solution developed in the video. Did the solution satisfy the needs of the stakeholders? Was the decision equitable form the stakeholder's perspective? If you were the manager of this supervisor what would you have done? Refer Appendix B rubric for marking expectations of the Individual Reflection. Assessment 3: Case Study Due date: Week 12, Weighting: 45% Length and/or format: 1500 words Choose One of Three Case studies listed below Purpose: To allow students to analyse a situation and respond to the questions considering theory and practice learned in this unit Learning outcomes assessed: LOs 3.4 How to submit: Turnitin, by 5 pm on Sunday October 30 5 pm Return of assignment: Turnitin Assessment criteria: Appendix C Rubric In conducting your analysis: 1. Apply relevant models, concepts, theories and literature in the field of management. You are expected to incorporate relevant research and theory from the broader literature (e.g., journal articles and business publications), not just the text (your reference list should include a minimum of ten academic references with at least 5 academic journals); 2. Your essay should not exceed 1,500 words. Appendices and references are not included in the word count; however, you cannot assume that appendicised material will be read in detail. Please include a word count on the front page of your assignment and ensure that you reference appropriately. Assignments below/exceeding the word limit in excess of 10% will be penalised. Referencing and citations in the report should follow the Harvard referencing style (see LEO or your Study Guide for details). Failure to have in-text citation can result in plagiarism which has serious consequences on your studies. 3. Your choice of case studies from the text (listed after Chapter 14) is: 1. Industrial Conflict at Qantas or 2. When things aren't so swell: the story of Billabong or 3. Can business management learn from the management of an elite sporting team? Please let your lecturer know if you have any concerns about this assessment. Also familiarise yourself with the assessment video on LEO. Brisbane Students: If you are at all concerned about this task, and have not attended a research or study help workshop during orientation, then please contact the academic advisers in the Office of Student Success as early as possible to seek help. You can also avail yourself of the Saturday classes.Page 8 of 14 Melbourne, Sydney and Strathfield students please contact the Academic Advisors in the Office of Student Success if you have any concerns about assessment. REFERENCING This unit requires you to use the Harvard referencing system. See the 'Academic referencing' page from the Office of Student Success for more details. ACU POLICIES AND REGULATIONS It is your responsibility to read and familiarise yourself with ACU policies and regulations, including regulations on examinations; review and appeals; acceptable use of IT facilities; and conduct and responsibilities. These are in the ACU Handbook, available from the website. The Unit Outline Resources page (http://students.acu.edu.au/241467) contains several important links as a starting point. Assessment Policy and Procedures You must read the Assessment Policy and Assessment Procedures in the University Handbook: they include rules on deadlines; penalties for late submission; extensions; and special consideration. If you have any queries on Assessment Policy, please see your Lecturer in Charge. Academic integrity You have the responsibility to submit only work which is your own, or which properly acknowledges the thoughts, ideas, findings and/or work of others. The Framework for Academic Integrity and the Academic Honesty Policy are available from the website. Please read them, and note in particular that plagiarism, collusion and recycling of assignments are not acceptable. Penalties for academic dishonesty can vary in severity, and can include being excluded from the course. Turnitin The 'Turnitin' application (a text-matching tool) will be used in this unit, in order to enable:  students to improve their academic writing by identifying possible areas of poor citation and referencing in their written work; and  teaching staff to identify areas of possible plagiarism in students' written work. While Turnitin can help in identifying problems with plagiarism, avoiding plagiarism is more important. Information on avoiding plagiarism is available from the Academic Skills Unit. For any assignment that has been created to allow submission through Turnitin (check the Assignment submission details for each assessment task), you should submit your draft well in advance of the due date (ideally, several days before) to ensure that you have time to work on any issues identified by Turnitin. On the assignment due date, lecturers will have access to your final submission and the Turnitin Originality Report. STUDENT SUPPORT If you are experiencing difficulties with learning, life issues or pastoral/spiritual concerns, or have a disability/medical condition which may impact on your studies, you are advised to notify your Lecturer in Charge, Course Coordinator and/or one of the services listed below as soon as possible. For all aspects of support please contact the Office of Student Success.  Academic Skills offers a variety of services, including workshops (on topics such as assignment writing, time management, reading strategies, referencing), drop-in sessions, group appointmentsPage 9 of 14 and individual consultations. It has a 24-hour online booking system for individual or group consultations.  Campus Ministry offers pastoral care, spiritual leadership and opportunities for you to be involved with community projects.  The Career Development Service can assist you with finding employment, preparing a resume and employment application and preparing for interviews.  The Counselling Service is a free, voluntary, confidential and non-judgmental service open to all students and staffed by qualified social workers or registered psychologists.  Disability Services can assist you if you need educational adjustments because of a disability or chronic medical condition; please contact them as early as possible.  Indigenous Units on each campus provide information and support for students. The Unit Outline Resources web page (http://students.acu.edu.au/241467) provides links for each service. ONLINE RESOURCES AND TECHNOLOGY REQUIREMENTS The LEO page for this unit contains further readings/ discussion forums. Brisbane https://leo.acu.edu.au/course/view.php?id=20690§ion=4#section-4 Sydney https://leo.acu.edu.au/course/view.php?id=20715 Melbourne https://leo.acu.edu.au/course/view.php?id=20718§ion=1#section-1 TEXTS AND REFERENCES: Required text – e-text only SCHERMERHORN (AUCM) FOUNDATIONS OF MGMT WLYETX F/AC cost $60.00 E-book available through LEO. Go to the LEO site for PowerPoint instructions on how to download and use Schermerhorn, JR Jr Davidson Poole, D Woods, P Simon, A McBarron, E 2016, Foundations of Management, 2nd Asia-Pacific, John Wiley & Sons Australia. ISBN 978 0 73033 022 6 Recommended references Hanson, D Dowling, PJ Hitt, MA Ireland, RD & Hoskisson, RE 2014, Strategic management: competitiveness and globalisation, 5th edn, Cengage, Melbourne. Robbins, SP Bergman, R Stagg, I & Coulter, M 2015, Management, 7th edn Pearson Education Sydney. Steiner, J & Steiner, G 2014, Business, government and society: a managerial perspective, 12th edn, McGraw-Hill, New York. EBook available Wetherly, P & Otter, D 2014, The business environment: themes and issues, 3rd edn, Oxford University Press, Oxford. Further references In addition to your text book and journal articles in the library you may also use the following: Australian Business review http://www.brw.com.au/ Australian Financial Review ** http://www.afr.com/?gclid=CKScueHzh74CFUgGvAodu4QAdA Time Magazine** http://time.com/ SHRM https://www.shrm.org/Pages/default.aspx Harvard Business Review** http://hbr.org/Page 10 of 14 Australian Institute of Management** http://www.aim.com.au/ Business Review Weekly** http://www.brw.com.au/ Full editions of these magazines** are available through the library database No reference used in your assessments should be older than five (5) yearPage 11 of 14 Video RUBRIC 15% PETER FABER SCHOOL OF BUSINESS MGMT 100 APPENDIX A 5 4 3 2 1 Understanding of management terms and theory (5 Marks) Excellent understanding of management terminology and stakeholder perspective Reasonable understanding of management terminology and stakeholder perspective Some errors Mistakes in understanding of management terminology Stakeholder perspective weak Many errors Vague or incorrect understanding of management terminology Surface perspective of stakeholder issues No understanding Of theory or stakeholder perspectives Demonstrate ethical and cultural impact on human dynamics (5 Marks) Excellent understanding of a management issue and considered development of cause, impact and solution Good understanding of a management issue and some consideration of development of cause, impact and solution Some understanding of a management issue and some development of cause, impact and solution Poor understanding of a management issue and little consideration of development of cause, impact and solution No understanding of a management issue and no consideration of development of cause, impact and solution Presentation (5 Marks) Polished and imaginative approach / very professionally presented Logically organised / professionally presented / Shows organisation and coherence. Attempted to organise in a logical manner Disorganised / incoherent Learning Outcomes: Explain the meaning of the terms 'management',' systems', 'culture', 'organisation' and 'structure'. Demonstrate an understanding of how effective management processes contribute to ethical human relations dynamics and culture formation in an organisation.Page 12 of 14 Reflective Video RUBRIC 30% PETER FABER SCHOOL OF BUSINESS MGMT 100 APPENDIX B Marking criteria 6 5/4 3 2 1/0 Reflection on own contribution (6 Marks) Fully aware of own and others contribution Considers all aspects of contribution Skims through own contribution and focuses on others Fails to focus on real issues and centres on conflict impact No reference to own contribution unaware of others contribution Use of relevant theory (6 Marks) Integration and originality in the selection and handling of relevant theory to build and justify framework. Wide range of sources integrated in systematic way. Insightful and appropriate selection of theory from a good range of sources to systematically build and justify framework. Good selection of theory from a range of sources to build and adequately justifies useful framework. Framework developed but limited research or framework incomplete in areas. Lacks justification of choice of elements. Inaccurate or inappropriate use of literature on innovation. Framework not developed. Demonstrate an understanding of how effective management processes contribute to culture formation in an organisation. (6 Marks) Reflected well on the stakeholders in the video and determined how their actions related to/ driven by the culture Reflected on most stakeholders in the video and determined how their actions related to/ driven by the culture Considered some stakeholders in the video and determined how their actions related to/ driven by the culture Considered a few stakeholders in the video and determined how their actions related to/ driven by the culture Considered no one of the stakeholders in the video and determined how their actions related to/ driven by the culture Demonstrate an understanding of how effective management processes contribute to ethical human relations dynamics in an organisation (6 Marks) Theory used in insightful way to justify recommendations Very good recommendations made, and used theory systematically to justify recommendations Good recommendations made, results / may not have linked back systematically to relevant theory Some recommendations made / not well linked to the results of the evaluation or relevant theory No recommendations made / no justification Understand theory terms used Harvard referencing (6 Marks) Theory terms understood extremely well Harvard used well in in-text citation Theory terms understood Most References Harvard and in-text citation reasonable Some theory terms understood Poor in text-citation Some use of Harvard A few misunderstanding of theory terms Lacking in-text citation Poor use of Harvard No understanding of theory terms No Harvard referencing Some in-text-referencing Learning Outcomes: Explain the meaning of the terms 'management',' systems', 'culture', 'organisation' and 'structure'. Understand and analyse management functions in the local and international contextPage 13 of 14 CASE STUDY RUBRIC 45% PETER FABER BUSINESS SCHOOL MGMT 100 APPENDIX C CRITERIA 7/9 5/6 4 3 2 1 Identification Of Main Issues/Problems (9 Marks) Identifies and demonstrates a sophisticated understanding of some of the issues/problems in the case study. Identifies and demonstrates an accomplished understanding of some of the issues/problems in the case study. Sometimes Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study. Rarely identifies and demonstrates acceptable understanding of some of the issues/problems in the case study. Rarely identifies and demonstrates acceptable understanding of some of the issues/problems in the case study. Never Identifies and demonstrates acceptable understanding of some of the issues/problems in the case study. Analysis and Evaluation Of Issues/ Problems (9 Marks) Presents an insightful and thorough analysis of all identified issues / problems; includes all necessary understanding of strategy and impact Mostly presents a thorough analysis of most of the identified issues / problems; missing some necessary understanding of strategy and impact Sometimes presents a thorough analysis of most of the identified issues / problems; missing some necessary understanding of strategy and impact Presents a superficial and incomplete analysis of some of the identified issues / problems; omits necessary understanding of strategy and impact Presents a superficial and incomplete analysis of some of the identified issues / problems; omits necessary understanding of strategy and impact Never presents a complete analysis of any of the identified issues / problems; omits necessary understanding of strategy and impact Recommendatio ns On Effective Solutions/ Strategies (9 Marks) Supports diagnosis and opinions with strong arguments and welldocumented evidence; presents a balanced and critical view; interpretation is both reasonable and objective. Supports diagnosis and opinions with reasoning or evidence; presents a somewhat one-sided argument; demonstrates little engagement with ideas presented. Sometimes supports diagnosis and opinions with limited reasoning or evidence; little engagement with ideas presented Little action suggested and / or inappropriate solutions proposed to the issues of the case study. Little action suggested and / or inappropriate solutions proposed to the issues of the case study. no action suggested and / or inappropriate solutions proposed to the issues of the case study. Links To Course Readings and Additional Research (9 Marks) Makes appropriate and powerful connections between issues/ problems and the strategic concepts studied in the course readings, lectures, text; supplements case study with relevant and thoughtful research Makes appropriate but connections between identified issues/problems and concepts studied in readings, lectures; demonstrates limited command of the analytical tools studied; supplements case study with limited research Sometimes makes appropriate connection between issues identified and the concepts studied in the readings, or text; supplements case study if at all, with incomplete research and documentation Makes inappropriate or little connection between issues identified and the concepts studied in the readings, or text; supplements case study if at all, with inadequate research and documentation Makes no connection between issues identified and the concepts studied in the readings, or text; supplements case study if at all, with inadequate research and documentation Makes no Connections between issues identified and the concepts studied in the readings, or text; supplements case study if at all, with no research and documentation Writing Mechanics and Formatting Guidelines (9 Marks) Demonstrates clarity, conciseness and correctness; formatting is appropriate and writing is free of grammar and spelling errors. Always Harvard correct referencing and citation Generally free of grammar or spelling errors, but still a clear presentation of ideas; lacks organisation; Mostly Harvard correct referencing and citation Some grammar or spelling errors, but still a clear presentation of ideas lacks organisation; Sometimes Harvard correct referencing and citation Writing is unfocused. Rambling, or contains serious errors; poorly organised and does not follow specified guidelines. Rarely Harvard correct referencing and citation Most writing is unfocused. Rambling, or contains serious errors; poorly organised and does not follow specified guidelines. Rarely Harvard correct referencing and citation Majority of the writing is unfocused. Rambling, or contains serious errors; poorly organised and does not follow specified Guidelines. Never Harvard correct referencing and citation Learning Outcomes: Understand and analyse management functions in the local and international context. Demonstrate appropriate information gathering, analysis and evaluation in collaborative teamwork and multi literaciesPage 14 of 14 Appendix D Peter Faber Business School MGMT 100: Managing: People, Systems and Culture Peer Evaluation of Videos Related to Assessment 1 Weight = 10 marks Student ID: ………………………………………… Student Name: …………………………………………………………… Title of your own Group Video: ……………………………………………………………………………………………………… Using Rubric in Appendix A, please evaluate seven Videos posted by groups within your tutorial (apart from your own). Once completed, identify and rank only the top three videos and justify your choice using the Template below. Group Video Evaluation of the Group Video (10 marks) Ranking (top three only) 1 2 3 4 5 6 7 Rational for the Ranking 1st 2nd 3rd Make sure that your group video is not be included in your ranking.