Postgraduate Course: Organisation Studies (MBA) (BUST11214)
Course Outline
| School | Business School |
College | College of Humanities and Social Science |
| Course type | Standard |
Availability | Not available to visiting students |
| Credit level (Normal year taken) | SCQF Level 11 (Postgraduate) |
Credits | 10 |
| Home subject area | Business Studies |
Other subject area | None |
| Course website |
None |
Taught in Gaelic? | No |
| Course description | Organisation Behaviour covers a wide range of organisational issues from the micro level (eg individuals at work) through to the macro level (eg organisational design). The course is based on a philosophy that organisational concepts represent a form of $ùintellectual tool kit&©. These ideas and concepts can be used to gain insight into a variety of organisational issues $ú for example, how people can be motivated, how decisions are made, how organisations can be configured for effective operation, and so on. The emphasis is providing core concepts that will help you to understand and manage with complex organisational settings. There is a strong emphasis on the development of analytical skills, on the translation of theory into practice and on experiential learning.
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Entry Requirements (not applicable to Visiting Students)
| Pre-requisites |
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Co-requisites | |
| Prohibited Combinations | |
Other requirements | None |
| Additional Costs | None |
Course Delivery Information
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| Delivery period: 2011/12 Semester 1, Not available to visiting students (SS1)
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WebCT enabled: Yes |
Quota: None |
| Location |
Activity |
Description |
Weeks |
Monday |
Tuesday |
Wednesday |
Thursday |
Friday |
| No Classes have been defined for this Course |
| First Class |
First class information not currently available |
| No Exam Information |
Summary of Intended Learning Outcomes
Knowledge and Understanding:
&· Fluency with key concepts from the field of Organisation Behaviour
&· Appreciation of the importance of problem-framing to problem resolution
&· Understanding of a range of models of phenomena such as motivation, team dynamics and effectiveness, decision-making, organisational design, culture and change.
Cognitive Skills:
&· The ability to recognize $ùhard&© and $ùsoft&© complexity and respond appropriately
&· Understanding of how different models and assumptions may be used to gain insight into particular situations, the ability to use competing models to generate such insight in order to take appropriate action
&· The ability to be able to stand back and view complex situations in perspective
&· The ability to recognize the key shapers of organisational structures and processes.
Subject Specific Skills:
&· An ability to work in teams, and to use the skills of team members to best advantage
&· The ability to apply models of decision-making to a variety of choices
&· The ability to see the implications of particular organisational structures for organisational climate, operation and resilience.
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Assessment Information
| You have a choice of two topics for your assignment. Both are intended to be integrative $ú that is, to give you scope to reflect on, and write about, a broad cross-section of the material that we have covered in the course. Answers to each option should be around 2,000 words in length. |
Special Arrangements
| None |
Additional Information
| Academic description |
Not entered |
| Syllabus |
Day 1, Session 1: Introduction, perception, metaphors and models
This session introduces the course and explores how assumptions about organisations shape interpretation of organisational problems, and the ways in which we solve such problems. The dominant perspectives on organisations are reviewed, drawing on Morgan&©s work on &«images&ª of organisations. The fundamental dilemmas of organisational design will be discussed.
Day 1, Session 2: Motivation
This session reviews different approached to the issue of motivation. Content and process theories of motivation are described a variety of job design practices analysed. $ùHigh-commitment&© organisational forms are discussed.
Day 1, Session 3: Leadership
This session will examine the nature of leadership and different approaches to leadership.
Day 1, Session 4: Introduction to the Production Game
Briefing, planning and preparation.
Day 2 Sessions 1 & 2: Groups Dynamics and High Performance Teams
This session explores the nature of work groups, and poses the question $ùWhat makes an effective team?&© A variety of factors are considered, including group structure, stage of development, the nature of the task and communication processes. The latter part of the session will be devoted to analysing a particular example of high performance teams, namely Formula 1 Race Teams.
Day 2, Session 3: Decision-making
Decision-making is central to the management process $ú indeed, a great deal of management is essentially about making appropriate choices under difficult and uncertain conditions. This session reviews the orthodox rational approach to decision-making and contrasts it with alternative views - bounded rationality, the garbage can, political models, the logic of rules and obligation and past investments.
Day 2, Session 4: Practical Exercise or Guest Speaker (tbc)
This session will comprise either a guest speaker or a practical exercise demonstrating the emergence of cooperative and competitive behaviour.
Day 3, Sessions 1 & 2: Organisational Design and Guest Speaker
The problem of organisational design has two dimensions; how best to divide up the work of an organisation, and how best to co-ordinate the sub-units created by this division. At the individual or work group level these questions find expression in the problem of job design. At a macro-organisational level are issues of the grouping of functions and integration of activities. The particular form taken by any organisation will be shaped by several factors - size, technology, the nature of the environment, but there can be a profoundly political dimension to organisational design as well.
Day 3, Sessions 3 & 4: The Production Game
&«The Production Game&ª is a simple business simulation in which the class are divided into companies who compete in a marketplace by physically manufacturing a simple product. The Game reveals many of the dynamics of strategy, organisation and operations and provides a concrete, shared experience to which you can apply the ideas covered in the course. It is essential that everyone takes part in this session.
Day 4, Session 1: Production Game Debrief and Presentations
Day 4, Session 2: Power and Conflict
For those who view organisations from a rational perspective, conflict and organisational politics are symptoms of a malaise - signs of a badly managed organisation. Others see conflict as healthy, a sign that the groups who comprise an organisation are defending their interests. In this session the sources of power and conflict in organisations are analysed, along with the typical strategies which may be employed by those who attempt to exert influence in organisations.
Day 4, Session 3: Organisational Culture
Since the publication of Peters and Waterman&©s best seller In Search of Excellence (1982) which claimed a link between a $ùstrong&© organisational culture and business success there has been a great interest in culture in management circles. This session considers what culture is, how it may be diagnosed, and the factors which create and sustain a strong culture. The significance of culture as a mechanism of integration and control is considered.
Day 4, Session 4: Change and Learning/ Course Overview
This session will explore two issues. In the first part we will look at the process of planned change, and some of the different models of change that exist. We will then move on to look at the related topic of learning $ú the process by which organizations absorb information from their environments and adjust - or often fail to adjust - their goals and operating routines in the light of this.
The session will finish with a course overview and briefing on the assignment.
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| Transferable skills |
Not entered |
| Reading list |
Day 1 Session 1: Introduction, perception, metaphors and models
Core reading
Buchanan and Huczynski, chapter 1 &«Explaining Organisational Behaviour, chapter 8 &«Perception&ª.
Day 1, Session 2: Motivation
Core reading
Buchanan and Huczynski, chapter 9 &«Motivation&ª, chapter 14 &«Traditional work design&ª,
Day 1, Session 3: Leadership
Core reading
Buchanan and Huczynski, Chapter 19 &«Leadership&ª.
Day 1, Session 4: Introduction to the Production Game
Briefing, planning and preparation.
Day 2 Sessions 1 & 2: Groups Dynamics and High Performance Teams
Core reading
Buchanan and Huczynski, chapter 10 &«Group Formation&ª, chapter 11, &«Group structure&ª and chapter 13, &«Team working&ª.
Day 2, Session 3: Decision-making
Core reading
Buchanan and Huczynski, chapter 20 &«Decision-making&ª.
Day 3, Sessions 1&2: Organisational Design and Guest Speaker
Core reading
Buchanan and Huczynski, chapter 15, &«Elements of structure&ª, Chapter 16 &«Early organisational design and chapter 17 &«Organisational architecture&ª.
Day 4 Session 2: Power and Conflict
Core reading
Buchanan and Huczynski, chapter 22 &«Power and politics&ª, chapter 21 &«Conflict&ª.
Day 4 Session 3: Organisational Culture
Core reading
Buchanan and Huczynski, chapter 4 &«Culture&ª.
Day 4 Session 4: Change and Learning/ Course Overview
Core reading
Buchanan and Huczynski, chapter 18 &«Change&ª.
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| Study Abroad |
Not entered |
| Study Pattern |
Not entered |
| Keywords | Not entered |
Contacts
| Course organiser | Prof Jill Schofield
Tel: (0131 6)50 8069
Email: Jill.Schofield@ed.ac.uk |
Course secretary | Mr Stuart Mallen
Tel: (0131 6)50 8071
Email: Stuart.Mallen@ed.ac.uk |
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© Copyright 2011 The University of Edinburgh - 16 January 2012 5:43 am
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