| CODE | MGT5178 | ||||||||
| TITLE | People, Organizations and Development | ||||||||
| UM LEVEL | 05 - Postgraduate Modular Diploma or Degree Course | ||||||||
| MQF LEVEL | 7 | ||||||||
| ECTS CREDITS | 5 | ||||||||
| DEPARTMENT | Business and Enterprise Management | ||||||||
| DESCRIPTION | This study-unit will be divided into three specific parts: Part 1 will deal with the concept of ‘organization’ and will delve into a debate about the different theories underlying ‘organization’ from a socio-historical perspective. Part 2 will focus on the principles of organizational behaviour and shall do this from a systemic point of view. It will look at the integrated functions between individual, group and organizational processes. Part 3 will address the issue of ‘change’ and development of organizations and will look at both the process of change (the consultancy process) and the methods of change (interventions) basing one’s understanding from knowledge generated in part 2. Study-unit Aims: This study-unit has three specific aims: The first aim is to elicit the need among students to evaluate critically the evolving nature of organization and to think of organizing as both a function and a structure that regulates behaviours in institutions; the second aim is to generate students' appreciation that organizations are systems within broader social, economic and political spheres and thus highlight the need to think of OB from a systemic point of view; the third aim is to generate insights and challenge assumptions related to organization change and development and to bring to the fore the need to see change within an OB perspective. Learning Outcomes: 1. Knowledge & Understanding: By the end of the study-unit the student will be able to: a. Understand the importance of theory of organization; b. Distinguish between different organization paradigms from a socio-historical perspective; c. Explain organizational behaviour from a systemic point of view; d. Have a background understanding of various topics in organizational behaviour; e. Describe the change process models in organizations; f. Explain the different change interventions by relying on organizational behaviour knowledge. 2. Skills: By the end of the study-unit the student will be able to: a. Provide practical implications to managing organizations based on issues learnt in organizational behaviour; b. Provide evidence-based solutions to organizational issues; c. Put forward suggestions and reasons for the choice of specific interventions. Main Text/s and any supplementary readings: - George, J. M. & Jones, G. R. (2012). Understanding and managing organizational behavior. Boston: Pearson (Essential). - Hayes, J. (2014). The theory and practice of change management (4th ed). Hampshire: Palgrave Macmillan. - McAuley, J., Duberely, J. & Johnson, P. (2007). Organization Theory: Challenges and Perspectives. Harlow, England: Prentice Hall. Other relevant papers for this study-unit shall be posted on VLE and will include: - Matthias Kipping & Behlül Üsdiken (2014) History in Organization and Management Theory: More Than Meets the Eye, The Academy of Management Annals, 8:1, 535-588, DOI: 10.1080/19416520.2014.911579 - Greenwood, R. & Miller, D. (2010). Tackling design anew: Getting back to the heart of organizstional theory. Academy of Management Review. Nov Issue, 78-88. - Sally Maitlis & Marlys Christianson (2014) Sensemaking in Organizations:, The Academy of Management Annals, 8:1, 57-125, DOI:10.1080/19416520.2014.873177 - Korley, G. C. & Gioia, D. A. (2011). BUILDING THEORY ABOUT THEORY BUILDING: WHAT CONSTITUTES A THEORETICAL CONTRIBUTION? Academy of Management Review, Vol 36, 1, 12-32. - Birkinshaw, J., Healey, M. P., Suddaby, R. S. and Weber, K. (2014). Debating the future of Management Research. Journal of Management Studies, 51 (1), 38-55. - Stevens, G. W. (2013). Toward a Process-Based Approach of Conceptualizing Change Readiness. The Journal of Applied Behavioural Science, 49 (3), 333-360. - Burnes, B. & Cooke, B. (2012). The past, present and future of organization development: Taking the long view. Human Relations, 65(11), 1395–1429. |
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| STUDY-UNIT TYPE | Lecture | ||||||||
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The University makes every effort to ensure that the published Courses Plans, Programmes of Study and Study-Unit information are complete and up-to-date at the time of publication. The University reserves the right to make changes in case errors are detected after publication.
The availability of optional units may be subject to timetabling constraints. Units not attracting a sufficient number of registrations may be withdrawn without notice. It should be noted that all the information in the description above applies to study-units available during the academic year 2023/4. It may be subject to change in subsequent years. |
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