Please note - Swinburne University of Technology

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.
~ ~ 6 0 7 Leadership and Change in
Organisations
A second year subject in the graduate diploma in
organisation behaviour.
Subject aims and description
Th~subject has three specific points of focus:
leadership and systems theory;
leadership and psychodynamics;
leadership and transformation.
It is assumed that leaders need to know about the influences
which create change and the processes necessary to produce
: a transformation rather than a rearrangement. This will be
g linked to change. Exploration will be made of: static states,
disequilibrium, transformation and flow states. Change agent
m skills will also be explored.
2.
3 Textbook
2 As a guide:Kouzes, J.M. and Posner, B.Z. The Leadership Challenge.
"I
;
San Francisco, Jossey Bass, 1987
Morgan, G. Riding the Waves of Change. San Francisco, Jossey Bass,
5 1988
!z
3
a
,,. Prerequisite: BH507 Organisational Psychology I.
-,
8, A second year subject in the postgraduate diplomas of
business administration.
v,
E.
0 Subject aims and description
This subject complements BH507 Organisational Psychology I
" which is taken in the first year. The overall theme of the
subjects is the 'learning organisation' which serves to connect
and integrate them. It is intended that they be viewed as a
developing whole.
OP II emphasises organisation theory, dynamics and images in
which group processes are embedded. The class itself will be
a learning organisation within the context of the GDBA
system.
Assessment will involve action learning projects relevant to
the workplace. Theory will be applied to practice. The subject
will recognise the systemic interdependence of organisational
dynamics with BM603 Business Policy.
Sub-themes of leadership, managing, changing and ethics
will be continually explored.
Textbooks and References
Bolman, L. and Deal, T. Reframing Organisations, Jossey Bass, San
Franc~sco, Calif.,1991
Morgan, G., Images of Organization, Beverly Hills. Calif., Sage, 1986
Sense, P., The Fifth Discipline, The Art and Practice of the Learning
organisation, London, Century Business, 1992
BH706
Management 1: (People and
Organisations)
Course: MBA
Prerequisites: none.
This subject is compulsory
As part of the subject, all candidates must successfully
complete an introductory four day residential seminar
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 subject 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 subject 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 proactive attitudes towards innovation,
technology and internationalism in business and
organisational 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;
to consider organisational design options and their
impact on the effective implementation of strategies;
to place the skills and themes of the MBA into a human
and organisational context;
to develop the skills of managing people.
Subject description
The subject is designed so that the many facets of the
behaviour of people in organisations can be explored without
losing sight of the essential interdependence of the sub parts.
Within this framework will be included topics such as:
the concept of organisation design, and its implications
for structure, job design and the interface between
people, technology, and the organisation;
the role of management, including: varied leadership
styles and their likely consequences, the management of
effective work groups, working with the communication
process, managing conflict and developing a positive
self-image;
the impact of the local and international environment on
Australian business; comparisons with the management
of people in other countries and cultures (especially
Asian);
an introduction to the practical role of the personnel
function in organisations.