Please note - Swinburne University of Technology

2
immediately relevant to students. They have the opportunity
to contribute by sharing their current and past work
experience as a source of material to enrich class activities.
Experiential learning methods as well as lecture-discussion
and case methods are employed.
Considerable supplementary reading is required outside class
time.
Assessment is progressive and may include essays, case
studies and class presentations.
Topics are chosen from the nature of the organisation; the
organisation as an open system; interactions between subsystems
and their implications for managers; organisation
climate and effectiveness; organisation change and
development; inter-group competition and co-operation;
managing conflict; group dynamics and team building;
group decision-making, synergy vs. groupthink; inter-personal
processes and communication; the individual; leadership;
motivation, behaviour change and modification; perception;
learning; value; personality and individual differences; models
of man - behavioural science views.
Students are continually encouraged to analyse newlyacquired
knowledge to facilitate transfer of their own work
situation.
References
Dessler, G. Organization Theory - Integrating Structure and
Behaviour. 2nd ed, Englwd Cliffs, New Jersey: Prentice-Hall. 1986
Hellriegel, D., Slocum, J.W. and Woodman, R.W. Organizational
Behaviour. 6th ed, St. Paul, Minn: West Publishing Co., 1992
Kolb, D.A.. Rubin, I.M. and Mclntyre, J.M. Oganisational Rychology
- an Experiential Approach. 5th ed, Englwod Cliffs: New Jersey:
Prentice-Hall, 1990
e ~ ~ 6 0 5 Human Processes and Performance
3 Prerequisite: BH501 Administration of
3 Organisational Systems
A unit in the graduate diploma course in business
administration.
Subject aims and description
The contribution of the behavioural sciences in solving the
'people' problems of management are studied so that the
student will be better able to interpret psycho-social aspects
of organisations, and be equipped for the successful
management of people.
The student is introduced to current ideas of organisation
theorists;
the student is able to use concepts to manage people;
the student develops skills in communication, leadership
and management of change.
After the course, the candidates will have developed
increased awareness of human organisational problems and
of the impact their personal behaviour has on others.
Class sessions may draw upon lecture-discussions, group
experiential exercises, case studies, student presentations.
These are complemented by extensive private reading and
practical assignments out of class.
Topics include interpersonal communications, counselling,
perception, leadership, teamwork, intra and inter-group
processes, conflict management, change management.
Textbooks and references
Details provided at the first session
BH606 Culture and Conflict in Organisations
A second-year subject in the graduate diploma course in
organisation behaviour.
Subject aims and description
The subject introduces students to current theory and
practice associated with organisation culture as a prelude to
managing conflict and change. It examines the fundamental
elements and dynamics of organisation culture. Participants
are required to analyse an organisation in terms of its
culture and assess, given that culture, how conflict and
change might be more effectively managed. The unit is
tightly sequenced with the following unit Management and
Leadership.
Textbooks and references
It is unlikely that a specific text will be prescribed. Participants will be
given extensive handouts and these will be used as a basis for class
discussion and accompanying experiential activities.
BH607
Leadership and Change in
Organisations
A second year subject in the graduate diploma in
organisation behaviour.
Subject aims and description
This subject has three specific points of focus:
leaders hi^ and svstems theow:
leadership and &.ychodynamk;
leadership and transformation.
It is assumed that leaden need to know about the
influences which create change and the processes necessary
to produce a transformation rather than a rearrangement.
This will be linked to change. Exploration will be made of:
static states, disequilibrium, transformation and flow states.
Change agent skills will also be explored.
Textbook
As a guide:
Kouzes, J.M. and Posner, B.Z. The Leadership Challenge. San
Francixo: Jossw Bass. 1987
Morgan, G. ~ i k the n ~ Waves of Change. San Francixo: Jossey Bass,
1988
BH706 Management 1: (People and
Organisations)
Course: MBA
Prerequisites: none. This unit is compulsory
As part of the unit, all candidates must successfully
complete an introductory residential seminar of 4 days
concerned with the behaviour of people in small groups and
providing an orientation to the learning process, the course
themes, the staff and expectations of work and outcomes.
Subject aims
Strategic management requires the direction and control of
means as well as ends. This unit is concerned with the
effective management of the human and organisational
means aspect of a strategic plan.
People, their behaviour in organisations, and their
management within organisations, are fundamental to the
success of any business. The basic objective of this unit is to
provide knowledge and practical skills necessary for
managing people and a knowledge of the implications of
organisational design options. The course will examine how
to develop attitudes towards innwation, technology
and internationalism in business and oraanisational
structures for the articulation of these attitudes.
Specific objectives include:
to provide a conceptual framework for the analysis of the
behaviour and management of people in organisations;
to enable students to analyse and understand behaviour
and problems of people, both in small groups and in
whole organisations;