Introduction to People, Organization Andmanagement
In the unlikely event of any discrepancy between the Academic Regulations and any other publication, including this module guide, the Academic Regulations, as the definitive document, take precedence over all other publications and will be applied in all cases. . Introduction to the Module This 30 credit module covers four key areas. The organizational context: This module allows students to explore the organizational context and will furnish students with tools to analyses the organizational environment and the degree of dynamism and complexity in which organizations operate.
Students will be encouraged to examine organizational responses to environmental turbulence. The development and impact Of Organizational culture will also be assessed. Organization structures and approaches to management: Students will analyses the changes to organizational structure and architecture and the volition from self-contained structures to boundaries organizations. Approaches to management from scientific management to postmodern organizations will be evaluated and the way groups and teams are formed and structured.
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Motivation will also be examined as a motivated workforce can be a sign of a successful organization and students will be encouraged to reflect critically on theories of motivation and apply them to real life situations and case study scenarios. Management processes: Intensified competition, technological innovation and increased knowledge intensity has resulted in a pattern Of ‘repeat change’. The results of change programmed are often disappointing and students will examine the triggers for change, why change is resisted and organizations’ approaches to change management.
This module will also investigate the difference be;en leadership and management and critically evaluate classical and contemporary approaches to leadership theory and the role power and politics play in organizational life. Individuals in the organization: This part of the module focuses on individual differences. The ability to learn, and to continue learning, for individuals and organizations, is crucial in the 21 SST century. Students will be introduced to a number of learning theories which affect management practices and will have an overview of the learning organization.
Students will examine the role that personality and perception play in shaping and directing our own and other people’s behavior. The role of communication will also be investigated as communication affects organization performance and also individual career prospects. Students will therefore be equipped with a robust intellectual framework for analyzing and understanding the past, present and future influences on their own thinking, attitudes, values and behaviors and to fleet on how these might impact their effectiveness and performance in practice.
Please also refer to Sections AAA and b of the MID. 3. Intended Learning Outcomes Anglia Risking modules are taught on the basis of intended learning outcomes and on successful completion of this module, you will be expected to be able to demonstrate that you have met these outcomes. On SUCCessfUl completion you will be able to: 1. Understand and critically evaluate the underlying principles and concepts of the nature of organizations. 2. Understand and appreciate the contribution of effective people management to the success of organizations. Explore a range of theories developed to aid the understanding of learning and human behavior, reflecting on their learning experiences and career development. 4. Examine the application of theories in real world organizational settings. 5. Apply a range of theories and concepts on organizational design, structure and management in the analysis of managing employees with specific reference to leadership, power, motivation and teamwork. 6.
Use simple psychometric and related instruments for self-analysis and learning tools for goal-setting, problem-solving and personal reflective practice within a framework for arsenal and career development. 4. Outline Delivery Wok Lecture A – People I Lecture B -? Organization Management I Reading (Buchanan and Husking, 2010) | 1 | Introduction to Part A of the module. Longitudinal behavior and personality Introduction to Part B of the module. What is an organization? Introduction to organizational behavior. Orientation to work and the work ethic.. I Chapters 1 and 6 | 2 | Personality theories in the workplace.
I The organization’s environment. Business ethics and corporate social responsibility. Chapters 2, 3 and 61 3 | Perception. I Organizational culture and solicitation. Chapters 4 and 8 4 Attitudes and values. Organizational structure and architecture. Chapters 15 and 17; Brooks Chapter 31 5 | Learning as a process. The Behaviorism and Cognitive approaches. I Approaches to organizations and management. (1) Chapters 5, 14 Andean 6 Learning in practice and the Learning Organization I Approaches to organizations and management (2) | Chapters 5, 14 and 16, 7 Motivation: content theories I Groups and teams at work.
Chapters 9, 10, 11, 12, 13 8 Motivation: process theories I Organizational change Chapters 9 and 18 | 9 | Communication I Leadership (part 1) | Chapters 7 and 19 10 | Career management and choices I Leadership (part 2) | Chapter 19 | 11 Reflective practice and managing self. I Power in organizations Chapter 22 12 | Module review. I Module review I I 4. 1 Attendance Requirements Attending all your classes is very important and one of the best ways to help you succeed in this module. In accordance with the Student Charter, you are expected to arrive on time and take an active part in all your timetabled classes.
If you are unable to attend a class for a valid reason (egg: illness), please contact your Module Tutors. Anglia Risking will closely monitor the attendance of all students and will intact you by e-mail if you have been absent without notice for two weeks. Continued absence can result in the termination of your registration as you will be considered to have withdrawn from your studies. International students who are non-EYE nationals and in possession of entry clearance/leave to remain as a student (student visa) are required to be in regular attendance at Anglia Risking.
Failure to do so is considered to be a breach of national immigration regulations. Anglia Risking, like all British Universities, is statutorily obliged to inform the Border and Immigration Agency of the Home Office Of significant unauthorized absences by any student visa holders. 5. Assessment This module will be assessed through two pieces of coursework which will allow you to evidence the demands of this module and meet the learning outcomes (see sections 7 and 9 of the MID). Both pieces of coursework have a word limit of 3,000 words and have a 50% weighting.
The assignment hand-in date is Tuesday, 8 May, 2012. All coursework assignments and other forms of assessment must be submitted by the published deadline which is detailed above. It is your responsibility to know when work is due to be submitted – ignorance of the deadline date Will not be accepted as a reason for late or non-submission. All student work which contributes to the eventual outcome of the module (ii: if it determines whether you will pass or fail the module and counts towards the mark you achieve for the module) is submitted via the centre using the formal submission sheet .
Academic staff CANNOT accept work directly from you. If you decide to submit your work to the centre by post, it must arrive by midday on the due date. If you elect to post your work, you do so at your own risk and you must ensure that sufficient time is provided for your work o arrive at the centre. Posting your work the day before a deadline, albeit by first class post, is extremely risky and not advised. Any late work (submitted in person or by post) will NOT be accepted and a mark Of zero will be awarded for the assessment task in question.
You are requested to keep a copy of your work. Feedback You are entitled to written feedback on your performance for all your assessed work. For all assessment tasks which are not examinations, this is provided by a member of academic staff completing the assignment coversheet on which your mark and feedback will relate to the achievement f the module’s intended learning outcomes and the assessment criteria you were given for the task when it was first issued. Examination scripts are retained by Anglia Risking and are not returned to students.
However, you are entitled to feedback on your performance in an examination and may request a meeting with the Module Leader or Tutor to see your examination script and to discuss your performance. Anglia Risking is committed to providing you with feedback on all assessed work within 20 working days of the submission deadline or the date of an examination. This is extended to 30 days for feedback for a Major Project doodle (please note that working days excludes those days when Anglia Risking University is officially closed; egg: between Christmas and New Year).
Personal tutors will offer to read feedback from several modules and help you to address any common themes that may be emerging. At the main Anglia Risking University campuses, each Faculty will publish details of the arrangement for the return of your assessed work (egg: a marked essay or case study etc. ). Any work which is not collected by you from the Faculty within this timeshare is returned to the sciences from where you can subsequently collect it. The sciences retain student work for a specified period prior to its disposal.
TO assure ourselves that our marking processes are comparable with other universities in the K, Anglia Risking provides samples of student assessed work to external examiners as a routine part of our marking processes. External examiners are experienced academic staff from other universities who scrutinize your work and provide Anglia Risking academic staff with feedback and advice. Many of Anglia Russian’s staff act as external examiners at other universities.
On occasion, you will receive feedback and marks for pieces of work that you employed in the earlier stages of the module. We provide you With this feedback as part of the learning experience and to help you prepare for other assessment tasks that you have still to complete. It is important to note that, in these cases, the marks for these pieces of work are unconfirmed as the processes described above for the use of external examiners will not have been completed. This means that, potentially, marks can change, in either direction!
Marks for modules and individual pieces of work become confirmed on the Dates for the Official Publication of Results which can be checked at www. Anglia. C. UK/results. ASSIGNMENT ONE Module Title: Introduction to People, Organizations and Management Module code: 8B130020S Level: 1 Academic Year: 2011/12 Semester: Two instructions: See below Word Limit: 3000 words % weighting: Written assignments must not exceed the specified maximum number of words. Assignments will not be accepted without a word count on the cover sheet.
Submission Date: Tuesday, May 8, 201 2 Work submitted after this date will receive a mark of O unless an extension has been approved in advance of this deadline. Requests for short-term extensions will only be considered in the case of illness or other cause considered valid by the Student Adviser. These must normally be received and agreed by Student Adviser in writing at least twenty four hours prior to the deadline. Please refer to the Academic Regulations or your Student Handbook for full details.
Further details: This assignment must be completed individually. This assignment must be attached to a completed University Assignment Cover Sheet and accompanied by a completed University Assignment Receipt before submission. Any attachments (such as computer discs) must be marked with your SIDE umber(s) and securely attached to your assignment before submission. Do not submit your work in a plastic sleeve. TASK Read the two organizational case studies attached and provide a critical comparative analysis of them in academic report format.
You should consider how the two organizations differ in the way they operate and in the way they are managed. In particular, you should focus on the following areas: * Organizational design and structure * Teams and teamwork * Approach to leadership and management * Organizational culture Your analysis must be supported by relevant theories and concepts that have en covered in the module and you must demonstrate that you have read widely around the subject area and used this reading to support the arguments you are making.
Do not rely solely on the key text but use a range of academic texts and journal articles. Refer to the reading list in your module guide for further guidance. It is essential that you use the Harvard Referencing System and it is recommended that you download the University’s Guide to the Harvard Referencing System from the library website. Assessment weighting for written assignment The following assessment weighting is provided for guidance:
Introduction 10% | Analysis of issues including use of the literature to support arguments | | Conclusion and recommendations | 20% Presentation and structure of the report including written expression and referencing | Case Study One Case study 1: Boogieman pal Boogieman is a world-leading business, producing crop-protection products (herbicides, fungicides and insecticides). It currently employs 15,000 employees in over 80 countries and has manufacturing facilities in 10 countries.
It is organized into four major functional areas: Research and Development, Manufacturing, Sales and Marketing and, finally, Support covering financial services, human resources and legal services). Jane Morgan, the Chief Executive Officer of Boogieman, is a strong role model for her staff and has developed a mission and a set of values based on extensive consultation with Bigness’s stakeholders.
Bigness’s mission is to be the most trusted provider of crop-protection products in the world and their values include: Be adventurous, creative and open-minded Pursue growth and learning Be passionate and determined Build open and honest relationships Create fun These values have been embedded in the culture of the organization. Jane is belly respected and many of her staff have even called her inspirational. She is very motivational and communicates high expectations of all staff.
Her aim has always been to empower her staff and to stimulate staff to be creative and innovation so that they try novel approaches and develop ground-breaking new products. Boogieman is committed to innovation and sees this as a major strength. It has a strong focus on recruiting extremely able and highly motivated employees. It is also committed to investing heavily in their development. As well as recruiting highly educated staff, many of whom are educated to doctorate bevel, the company offers numerous in-house training courses covering both technical and personal development issues.
As a global organization Boogieman wants to recruit the brightest and the best from all over the world. In Cambridge, alone, one of its four research and development ‘hubs’, it employs people of 20 different nationalities. It offers generous support to employees who want to further their education and training by paying fees and giving time off to attend courses. It also offers generous perks, such as opportunities for sabbaticals or gap years and subsidizing gym membership.
Office environments and even factories are designed to be light, pleasant places to work, with the company sponsoring a large amount of art work and landscaping to enhance the environment. It is also a major sponsor of a number of exhibitions and museums around the world with a ‘biological science’ theme. Staff are encouraged to contribute to community work, and the company sponsors a number of projects working with schools in a number of countries on biological science projects.
Although Boogieman has a traditional structure, as would be expected of an organization of this size, Jane believes that structures, job titles and power an put barriers up between people and inhibit innovation and performance. She believes it is far more effective to put her faith in people and in teamwork and there is minimal hierarchy. Although almost all employees work in one of the four functional areas mentioned above, the organization also promotes cross-functional working in project teams, some of which are virtual teams.
Project working is seen as essential to achieving constant product improvement and innovation. These teams can be large or small, short term or fairly long in duration. It recognizes that getting people from different unction’s to work effectively together can be a challenge and it has a number of ways of trying to minimize these, including the use of technology. Many of the support staff have at least undergraduate degrees in science subjects.
For example Jacqueline Baryons works in the marketing team but she has a degree in Biology, although she was later sponsored by Boogieman to do an MBA. Although originally based in Cambridge, she was recently posted to a nine month international assignment in South Africa where she worked on a project to develop a new herbicide, working with a team of four others. This included Jonathan Theorizing, who has a PhD in chemistry from the USA and has been working on production in one of Bigness’s manufacturing bases in Italy until recently.