Group-based report

2 - Written assignment (including essay) - 60

Group-based applied project

1 - Oral assessment and presentation - 40

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<ul><li>Rationale &amp; Generic Models: Porter’s value chain and the ways by which people potentially contribute to value in an organisation – through job performance, the day-to-day management of others and strategic decision making; individual behaviour as action coloured by feeling and mediated by cognition; individual behaviour as a function of the interaction of the person and the work environment </li><li>Individual processes - learning &amp; motivation: learning through experience, the manager as coach, human needs, work design &amp; enrichment, potential impact of digitisation on motivation and performance, expectancy approach to motivation, consequences of performance for individuals and organisations, job satisfaction and organisational commitment as consequences of behaviour, the potential costs and significance of dissatisfaction and lack of commitment (absenteeism, turnover and industrial disputes), goal setting and performance appraisal, dealing with poor performance.  </li><li>Individual differences - ability and personality: general intelligence versus specific cognitive abilities, nature/nurture and trainability, Big Five personality factors. </li><li>Group development &amp; dynamics: communication &amp; interaction, decision making, team leadership and style, the contingency approach to leadership. </li><li>The Organisational &amp; environmental context: the organisation as a strategically-led socio-technical system, organisational design – strategy and structure, uncertainty and mechanistic versus organic organisations, the learning organisation, power &amp; authority, organisational culture and its change, potential implications of national cultural differences in a global value chain, implications for strategic decision makers. </li></ul>

Feedback is provided in a number of ways throughout your module. This includes feedback you receive during teaching from both peers and lecturers and that provided for formative assessment. Following an assessment, you will be given your marks and feedback in line with the assessment regulations and policy. More information on the timing and type of feedback that will be provided for each assessment will be available from the module leader. <a href='https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations'>https://www.citystgeorges.ac.uk/about/governance/policies/student-policies-and-regulations</a>

This module will support the development of all the graduate attributes. Your module leader will provide you with information about how your learning, teaching and assessment activities support your development of these attributes. The graduate attributes are: - Always learning - Engaged in the world - Technical and digital - Connected Professional - Creating Impact

In-Person - 

Self-directed - 

Directed Asynchronous - 

Organisational Behaviour

Managing Change Successfully: Using Theory and Experience to Implement Change

An Introduction to Human Resource Management

 Assertiveness at Work: A Practical Guide to Handling Awkward Situations

Work Redesign

Taking account of the human factor

Organisation Theory and Design: An International Perspective

Organisational Culture and Leadership

Teamwork: Myths, Realities and Research

The External Control of Organisations: A Resource Dependence Perspective

SMM398 - Understanding and Managing People: A Behavioural Perspective

SMM398-PRD3-PER-ALV1

The basic pattern of teaching will be 2 hours per week face-to-face plus 1 hour of pre-recorded input on Moodle. The pre-recorded material will appear on Moodle in between the lecture inputs and will provide material (e.g., case studies and additional lectures) that supplements the previous input and prepares you for the following input. 
In addition you are expected to learn from the research undertaken for your two assignments – the individual essay and the group-based case study. You will receive formative feedback for both of these using the structure “What did you do well” and “If you did this again what could you have done better”    
Self-directed learning hours are for independent study and account for the minimum amount of time you should spend studying independently.  For example, carrying out subject research, practising and reflecting on techniques learned in class, reading widely around the subject to develop a deeper understanding, carrying out activities using the VLE, attending induction and career development workshops, working in groups to complete assignments and presentations, and completing individual assignments and other homework.

Contact hours are designed to be flexible and are delivered using a variety of methods to help you learn in the most effective way. A proportion of the core content may be delivered online and additional support materials and content will also be made available through Moodle.

Understanding and Managing People: A Behavioural Perspective

Justify the actions that a line manager or strategic decision maker can take to effectively influence the behaviour of others in order to enhance value for the customer, encourage conformance to organisational values (such as respect for diversity) and avoid unnecessary costs (such as absenteeism, turnover and industrial disputes).  

Knowledge

Compare the relationship between motivation, performance and satisfaction. 

Consider the potential limitations of efficiency driven technical interventions. 

Values and attitudes

Assess the main influences on individual, group and organisational behaviour.  

Outline the circumstances in which the human side of the enterprise is especially significant in the delivery of value. 

Justify the actions that managers can take to enhance their own performance. 

Appreciate the role of management in promoting organisational values and encouraging appropriate work behaviour. 

Appreciate the potential contribution and significance of the human side of the enterprise to value creation. 

Deploy communication and group working skills within the context of managing different groups of people. 

Skills

Assess the ways by which individuals and groups contribute to the delivery of value in a contemporary organisation. 

Reflect on the complementary role of HRM in the management of the human side of the enterprise.  

Reflect on the potential value of a systems approach to management. 

Make decisions and develop contingency plans for given situations.  

Evaluate different types of personalities and deploy them effectively. 

Evaluate the limitations of a management approach that focuses only on the delivery of value for the customer. 