MGMT330-19S2 (C) Semester Two 2019

Communication Management

15 points
15 Jul 2019 - 10 Nov 2019

Description

This course examines how we think and talk about workplace communication and how this shapes how communication is managed.

This paper examines how we think and talk about workplace and organizational communication and how this shapes the way communication occurs and is managed.  It portrays organisations and the workplaces they provide as dynamic discursive systems created by the interaction of task, technology, and social processes.  It critically examines how these discursive system shape rationality, decision-making, personal identity, and participation. The focus is on communication from both managerial and subordinate perspectives. It explores communication management in specific contexts: high reliability organisations, health sector, emergency services, crisis, science and technology dissemination, public relations and change management.

Relationship to other courses
This is a transdisciplinary management paper, incorporating theory and practice from organisational communication, organisational behaviour and management as well as sociology, psychology, mass communication and media studies in order to understand the challenges of the communication management function in and around contemporary organisations.  It is a perfect complement for a range of courses that address professional practice in the areas of management (including HRM and leadership), media studies, journalism and public relations.

Workload
This course requires students to read set readings and textbook chapters prior to lectures. The set readings are all available on LEARN. Overall, on average 3-5 hours of work in addition to lecture attendance is required each week.

Learning Outcomes

  • The aim of this course is to explore the complexities of organisational communication and critically examine the challenges these pose for communication management in ways that allow students to develop a sound understanding of the principles and practices of responsible and effective internal and external communication management.

    Upon completion of this course students will be able to:

  • Describe the challenges associated with effective internal and external organisational communication management and explain how these challenges can be responsibly addressed.
  • Critically analyse examples of organisational communication in terms of how these promote or hinder inclusion, participation, influence and understanding using a range of conceptual frameworks.
  • Apply the principles of effective communication management to the design and assessment of communication strategies for change management, crisis response, advocacy, public relations, negotiation and public presentation.

    Students will learn to critically analyse contemporary organisational communication, synthesise effective and responsible communication management strategies using communication theory and examples of best practice and communicate these strategies in writing in a competent professional manner.

    BCom Graduate Profile
    MGMT330 addresses the BCom learning goals in the following manner:

    1. Graduates can demonstrate advanced knowledge of team leadership and group dynamics informed by the broader context of commerce.

    The course examines both the internal and external organisational communication that contribute to effective organizational processes and business success. In doing so, it  specifically addresses team leadership and group dynamics. Simulations are used to practice team leadership and illustrate key aspects of group dynamics.

    These represent just one way in-class activities  provide you with an opportunity to apply what you learn about leadership communication and group communication to organisational situations.

    2. Graduates are able to use problem-solving and analytical skills to address specific organizational scenarios.

    The in-class exercises require the use of analytical and problem solving skills to interpret and solve cases based on typical organizational communication challenges that a communication manager would encounter and be expected to manage.

    3. Graduates can understand issues from a range of ethical, global, and multicultural perspectives.

    This course specifically addresses cultural competence in order to equip you with knowledge and skills needed for effective communication management in culturally diversity situations both within the organization and when dealing with external stakeholders. It also explains the importance of designing organisational communication strategies that are consistent with the legal and ethical obligations enshrined in New Zealand and international law.

    4. Graduates are able to communicate effectively both orally and in written form.

    Oral and written communication skills are specifically addressed throughout this course. In-class activities teach interpersonal, group, public and mass communication skills as well as the skills required to manage these at an organizational level.
    • University Graduate Attributes

      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.

      Biculturally competent and confident

      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.

      Globally aware

      Students will comprehend the influence of global conditions on their discipline and will be competent in engaging with global and multi-cultural contexts.

Pre-requisites

MGMT206 or COMS201 or SOCI 219 or MKTG201

Timetable 2019

Students must attend one activity from each section.

Lecture A
Activity Day Time Location Weeks
01 Wednesday 12:00 - 14:00 Jack Erskine 443 (17/7-21/8, 11/9-16/10)
Jack Erskine 446 (17/7-21/8, 11/9-16/10)
15 Jul - 25 Aug
9 Sep - 20 Oct

Examination and Formal Tests

Test A
Activity Day Time Location Weeks
01 Thursday 17:30 - 20:30 F3 Lecture Theatre 19 Aug - 25 Aug
Test B
Activity Day Time Location Weeks
01 Thursday 17:30 - 20:30 F3 Lecture Theatre 14 Oct - 20 Oct

Timetable Note

Tutorial activities are included in lecture time so students are encouraged to attend all lecture sessions.

Course Coordinator / Lecturer

Colleen Mills

Guest Speakers

Assessment

Assessment Due Date Percentage  Description
Discussion leadership exercise (in-class) 10% Discussion leadership exercise (in-class)
Quiz 22 Aug 2019 20% Quiz
Assignment (presentation) 25 Sep 2019 30% Assignment (presentation)
Open Book Test 17 Oct 2019 40% Open Book Test


If extraordinary and unforeseen circumstances arise that seriously impair a student’s ability to complete an assessment task (assignment and tests) an application for special consideration should be made within 7 days of the due date of the assessment task.

The presentation assignment is given in class in week 9. Attendance is compulsory.
If problems arise electronic copies can be submitted to the Examiner via email by midnight on the due date.

This is a participation-based class. Students need to come to class to participate in the in-class activities. The results of these activities are assessed in the tests.

Grading:
Marks for the tests and assignment may be scaled before a final grade is determined.  Students should not regard 50% as a pass mark.

Textbooks

Required Texts

Crossman, Joanna. , Bordia, Sarbari., Mills, Colleen; Business communication : for the global age; 1st ed; McGraw-Hill, 2010.

This book is a required text that contains significant sections of the course content. It is not possible to satisfactorily participate in the course without access to it.

Additional readings will be available on LEARN. Lecture notes should be treated as the study guide for the course.

Notes

Class Representative
A 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. The class representative will take up any issues raised by class members with the lecturer concerned as they occur.

Departmental Academic Policies
The Department assumes that you have read this document.

You should also read the General Course and Examination Regulations

Dishonest Practice
The 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.

Indicative Fees

Domestic fee $806.00

International fee $3,513.00

* Fees include New Zealand GST and do not include any programme level discount or additional course related expenses.

For further information see Management, Marketing and Entrepreneurship.

All MGMT330 Occurrences

  • MGMT330-19S2 (C) Semester Two 2019