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This course provides an introduction to the study of individual and group behaviour in organisations. The course is taught in two parts. In the first part we examine individual-level topics such as personality differences; perception and learning in organisations; workplace emotions, theories of motivation; and stress management. We then move on to discuss team and organisational-level processes, including decision-making; group dynamics and teamwork; communication; power and conflict management; organisational structure and design; organisational culture; and organisational change.
WorkloadThe estimated workload breakdown for MGMT206S1 is:Lectures 24Lecture-in-3 10OB Observations Assignment 30Test preparation 50Lecture Preparation/reading 36Total 150 hours
The objectives of the course are:Apply organisational behaviour principles, concepts and theories and the findings from organisational studies research to understand individual/group/organisational issues.Analyse and critically evaluate human behaviour in the context of an organisational setting.All pieces of assessment require you to understand and apply OB principles, concepts and theories.MGMT206 addresses the BCom learning goals in the following manner:Graduates can demonstrate advanced knowledge of Organisational Behaviour informed by the broader context of commerce.The assessments for this course provide you with an opportunity to demonstrate the application of advanced knowledge of organisational behaviour, in particular individual differences and perception, attitudes and values, motivation, stress management, communication, teamwork and group dynamics, conflict management, leadership, power, and organisational culture.Graduates are able to use analytical thinking and problem-solving skills to address specific problems.The exercises we do in class sessions require the use of analytical skills in interpreting your own and others’ behaviour. The simulations/exercises/case studies we work on in class time allow you to apply problem-solving skills to understand behavioural dynamics.Graduates can understand issues from a range of ethical, global, and multicultural perspectives.We do not specifically address multiculturalism in this course, although we do look at individual differences and perception which is the foundation for understanding diversity and ethical issues.Graduates are able to communicate effectively both orally and in written form.All assessment in this course is written. Verbal communication is not formally assessed in this course but will be necessary in class sessions.Learning Objectives, BComStudents have an in-depth understanding of their majoring subject and are able to critically evaluate and, where applicable, apply this knowledge to topics/issues within the discipline.Students have a broad understanding of the key domains of commerce.Students will develop key skills and attributes sought by employers which can be used in a range of applications. Students will be aware of and understand the nature of biculturalism in Aotearoa New Zealand, and its relevance to their area of study and/or their degree. Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi-cultural contexts.For quality assurance purposes the School is required to hold on record a number of assessment pieces as examples of differing standards of work. If you have any objections to the school holding your assessment for this purpose then email the course coordinator to ensure your assignment is not used for this purpose.
This course will provide students with an opportunity to develop the Graduate Attributes specified below:
Critically competent in a core academic discipline of their award
Students know and can critically evaluate and, where applicable, apply this knowledge to topics/issues within their majoring subject.
Employable, innovative and enterprising
Students will develop key skills and attributes sought by employers that can be used in a range of applications.
(1) MGMT100; and (2) A further 45 points
Students must attend one activity from each section.
It is expected you will come to lectures in-person each week as most of the lectures are interactive.Lectures for MGMT206 are recorded using the ECHO360 lecture recording system.UC Timetable
Visiting Erskine Fellow Professor Catherine Loughlin
1. Lecture-in-3• The premise of this assignment is simple: you are expected to write a summary of each lecture using only three carefully worded sentences. o In the first two sentences, you will summarise what was covered in the lecture, highlighting the major/key points that you found most interesting and relevant. o In the third sentence, you will state the importance and applicability of what you learned from the lecture to the “real business world.” In other words, you should reflect on the meaning of the content/experience to you personally – what is it that you are taking away from the lecture that will be useful to know and apply to your work/ career/ business/ professional life? I hope that by reflecting on the content of the lecture and its personal importance/relevance, you may better see how it will affect your work life decisions and behavior in the future. Try to focus on a single, specific, actionable takeaway.2. Written Assignment: OB Observation AssignmentFor this assignment you will be required to write an analysis based on behavioural observations you have made. There is a 1000 word limit, not including citations and references. You will write a description and analysis of the events you have personally observed in your workplace or other organisation. You may also observe something virtually (e.g. video call, work-related email correspondence, organisational communication, etc.). If you are not employed in an organisation which you can observe behaviour, you can be creative and chose another organisational setting, e.g. retail environment, medical facility, restaurant, library, airport, social event (e.g. concert, festival), fast-food environment … anywhere where you can naturally observe organisationally relevant human behaviour. When you write your observation analysis, you are helping another person (the reader) understand some organisationally-relevant phenomenon from your own observation and experience. You will select relevant information to share with the reader from your observations, and tell the story of what occurred. Your analysis is based on what you learned from your observations in an organisational setting that is directly related to ANY of the course concepts or theories from lectures and the textbook. You are telling the reader what you have learned about course concepts or theories in the context of your observations. What did you observe that relates to the theory or concept? Tell us a story about it, examining theories we learn in the course and how they fit (or didn’t) with your experiences and observations. As you are writing, it is very important to use specific models/theories/concepts to analyse your observations. In-Class Discussion SessionsDuring our face-to-face lecture periods, we will have several directed discussion sessions on how to analyse observations and relate them to course theories. Participating in lectures is therefore an opportunity to learn about the connection between observations and inference.Written Submission The assignment should relate to an observation which demonstrates OB in action. There are four parts to the assignment:Context: brief description of the organisation in which you made your observations, and a brief description of where the observation took place, and over what time period. Your observation can be a single moment-in-time or observations over a longer period. Main Focus of Observation: brief description of the OB topics you will be covering in the assignment. Description: Describe what you have observed, including a fuller description of the setting, the actors, and the nature of organisational behaviour(s) you see. Explain to the reader what you have observed so they can understand what behaviour you will be analysing. Provide sufficient information so the reader can easily understand the situation and context. You should also detail any assumptions have you made about what you have observed.Application to OB Course Content: Analyse how OB theories/concepts/frameworks can help you understand what you observed. This is the main part of your assignment and requires an integration of your observations with theories/concepts. Be sure to support your description by referring to your textbook, concepts discussed in class and/or in supplemental readings you have researched on the topic/s. It may be appropriate to discuss how the behaviour you observe has affected/will affect the organisation and its stakeholders (e.g., employees, customers/clients, owners/investors, competitors, the general public).Undoubtedly there will be interconnectedness in your observations (e.g. if you observe personality differences/conflict as your main topic area, other OB concepts may be relevant to your discussion such as emotion or broader concepts related to power). This is expected and you should detail those interconnections in your assignment – this analysis is what will help you achieve higher marks. The assignment will be graded on proper identification of OB principles and their application to understand the phenomenon observed, the quality of observations made, thoroughness of description, application of OB frameworks and concepts, and quality of writing.Here are some IDEAS for observation and reflection:You observe someone referring to a stereotype at work. What may have influenced their perception? How was that person’s attitude critical to the outcome? Are there other examples of harassment or prejudice based on those stereotypes?You observe an organisational situation that involves motivation (low or high but you need to be able to observe their behaviour, rather than just inferring it). What influenced their level of motivation? This could be another person’s motivation or your own.You observe a dysfunctional group situation. What do you think was the primary cause of the problem – what else contributed to the dysfunction? How did/can the group become more functional?You observe a situation in which you have (or someone you interact with has) power. What makes you/them powerful?3. Final TestThe test will be discussed in lectures and information will be on Learn.Assessment In Te Reo MāoriIn recognising that Te Reo Māori is an official language of New Zealand, the University provides for students who may wish to use the Te Reo Māori in their assessment. If you intend to submit your work in Te Reo Māori you are required to do the following: Read the Assessment in Te Reo Māori Policy and ensure that you meet the conditions set out in the policy. This includes, but is not limited to, informing the Course Coordinator 1) no later than 10 working days after the commencement of the course that you wish to use Te Reo Māori and 2) at least 15 working days before each assessment due date that you wish to use Te Reo Māori.
McShane, Steven Lattimore et al;
Organisational behaviour :emerging knowledge, global insights
McGraw-Hill Education Australia, 2019.
IMPORTANT: The primary sources of course content in MGMT206 are lectures, the guided self-learning materials and the textbook. The textbook supports the lectures and guided self-learning activities by providing explanations and illustrations of concepts and theories. Engagement with content in lectures and the content in self-learning guides is very important. This content will determine the topics addressed in the assessment items (i.e., assignments and tests). The textbook provides further information to assist your understanding and allow you to answer questions well. We strongly advise you to purchase a textbook as the online copies available through the library are always in high demand. Do not rely on being able to access a library copy.
Coversheets - Group and Individual
Class RepresentativeA class representative may be asked to volunteer in the first few weeks of class. Any problems with the course can be raised with the class rep. Their email can be found at UCSA. The class representative will take up any issues raised by class members with the lecturer concerned as they occur.Departmental Academic PoliciesA summary of Departmental academic policies on course grading, special considerations, etc. is available under: https://www.canterbury.ac.nz/business/departments/. The Department assumes that you have read this document. You should also read the following:• UC Business School Student Handbook on the UC Business School Students Learn page https://learn.canterbury.ac.nz/course/view.php?id=7744• General Course and Examination Regulations http://www.canterbury.ac.nz/regulations/general/general_regs_enrolment_courses.shtmlDishonest PracticeThe University of Canterbury considers cheating and plagiarism to be serious acts of dishonesty. All assessed work must be your own individual work unless specifically stated otherwise in the assessment guidelines. Material quoted from any other source must be clearly acknowledged. You must not copy the work of another person (student or published work) in any assessment including examinations, tests and assignments. Any person, who is found to have copied someone else's work, or to have allowed their work to be copied, will receive a fail grade for that piece of assessment and may face disciplinary action which may lead to a fine, community service or exclusion from the university.IMPORTANT: Where there are concerns regarding the authorship of written course work, a student can be required to provide a formal, oral explanation of the content of their work.Citations and referencing
Domestic fee $868.00
International fee $4,075.00
* All fees are inclusive of NZ GST or any equivalent overseas tax, and do not include any programme level discount or additional course-related expenses.
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