People, Management and Organisations

Table of postgraduate units of study: Commerce

The information below details the unit of study descriptions for the units listed in the Table of postgraduate units of study: Commerce.

Timetabling information for the current year is available on the Business School website. Students should note that units of study are run subject to demand.

People, Management and Organisations

Achievement of a specialisation in People, Management and Organisations requires 30 credit points from this table comprising:
(i) 6 credit points in foundational units of study
(ii) 24 credit points in elective units of study.

Units of study for the specialisation

Foundational unit of study

WORK5003 Management and Organisations

Credit points: 6 Session: Semester 1,Semester 2 Classes: 1 x 3 hour seminar/tutorial per week Assessment: quiz (10%), assignment (20%), essay (35%), participation (10%), final exam (25%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit aims to introduce students to the nature and context of management. It explores the functions and processes of management and encourages students to critically reflect on management theory and practice. It can be taken as a standalone unit for students enrolled in various specialist masters programs and also prepares students for further study in strategic management, organisational analysis and strategy and human resource management.

Elective units of study

WORK6001 Organisational Analysis and Behaviour

Credit points: 6 Session: Semester 1 Classes: 1 x 3 hour seminar/tutorial per week Assessment: presentation (20%), essay (40%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.
WORK6002 Strategic Management

Credit points: 6 Session: Semester 1a,Semester 2 Classes: Semester 1b: Intensive - TBA; Semester 2: 1 x 3hr seminar/tutorial per week Assessment: seminar-based assessment (20%), case study assessment (40%), final exam (40%) Mode of delivery: Block mode, Normal (lecture/lab/tutorial) evening
The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The unit also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.
WORK6012 Industrial Relations Policy

Credit points: 6 Session: Intensive September Classes: Intensive - TBA Assessment: presentation (30%), end of unit quiz (20%), policy essay (50%) Mode of delivery: Block mode
The aim of this unit is to provide an understanding of the policy debates in employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.
WORK6017 Human Resource Strategies

Credit points: 6 Session: Semester 1,Semester 2 Classes: 1 x 2 hour lecture, 1 x 1 hour seminar/tutorial Assessment: group report (20%); group presentation (20%); essay (20%); final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit examines the theoretical foundations of strategic human resource management and then critically analyses the empirical evidence related to a range of HR strategies deployed in contemporary workplaces, both in Australia and internationally. In doing so, the unit explores the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied involve those that focus on managing a contemporary workforce and may include human resources strategies associated with: the management of front line workers, teams, non standard forms of employment, job quality and work-life balance, and gender and diversity at work, for example.
WORK6026 Organisational Change and Development

Credit points: 6 Session: Semester 1 Classes: 1x 3 hour seminar/tutorial per week Assessment: assignment 1 (35%), assignment 2 (15%), presentation (10%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.
WORK6030 Performance and Rewards

Credit points: 6 Session: Semester 2b Classes: Intensive Assessment: participation (10%), tests (20%), assignment (40%), final exam (30%) Mode of delivery: Block mode
This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.
WORK6033 Organisational Sustainability

Credit points: 6 Session: Semester 1 Classes: Intensive Prohibitions: ECOF6110 or CLAW6028 Assessment: tests (30%), assignment (30%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
Organisational sustainability is a critical part of contemporary managerial practice, focusing on organisations' economical, social and environmental impact. This unit critically evaluates the intentions, practices and outcomes of organisational sustainability initiatives. By applying relevant theoretical frameworks, students are encouraged to enhance their understanding of the role and responsibilities of management, the impact of organisations on employees, and the wider societal and environmental implications of contemporary organisational trends. With an emphasis on the human dimensions of organisational actions, this unit builds on foundational units of study in Management, Industrial Relations and Human Resource Management.
WORK6108 International Dimensions of HRM

Credit points: 6 Session: Semester 2 Classes: 1 x 1.5 hr lecture per week and 1 x 1.5 hr seminar per week Assessment: individual readiness assurance tests (20%); team readiness assurance tests (10%); team strategy exercises (20%); written essay (30%); final exam (20%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit considers the opportunities and challenges associated with managing people in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development, performance management, reward and remuneration. The unit considers the implications of internationalisation and globalisation for human resource management (HRM), the different levels of international business activity, the difference between domestic and international HRM, the challenges of cross-cultural management, models of cross-cultural management, and specific international HR processes, including selection, development, performance management, remuneration and repatriation. The unit provides students with a practical understanding of the issues and challenges associated with managing employees in international, global and cross-cultural contexts.
WORK6115 Managing Diversity and Inclusion at Work

Credit points: 6 Session: Intensive August Classes: intensive: 6 days, 9am - 5pm Assessment: facilitation (15%), assignment 1 (10%), assignment 2 (30%), participation (5%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit examines the ways in which organisations manage a heterogeneous workforce and the legal and ethical issues associated with the management of workforce diversity. While drawing on international literature in the field, the primary focus is on the Australian experience, including the so-called 'program' approach and the complaint mechanism found in the anti-discrimination statutes. As well as encouraging the development of diagnostic and prescriptive skills in diversity management, students also have the opportunity to develop a critical perspective on the growing literature in this field.
WORK6116 Employment and the Law

Credit points: 6 Session: Semester 1,Semester 2 Classes: 1x 2hr lecture and 1x 1hr tutorial per week Assessment: presentation (20%), essay (30%), final exam (40%), tutorial participation (10%) Mode of delivery: Normal (lecture/lab/tutorial) evening
Note: This unit is not available for students enrolled in the Master of Labour Law Relations
This unit of study examines the legal framework with respect to labour relations in Australia. In particular it examines the scope of workplace law, the employment relationship, the Federal-State division of legislative power in industrial relations, the industrial arbitration systems, courts, tribunals, agreements and awards as well as discrimination and termination of employment. Current developments in the law and politics of the systems will be referred to throughout the course.
WORK6118 Managing Communication in Organisations

Credit points: 6 Session: Semester 1 Classes: 1 x 1hr lecture and 1 x 2hr seminar per week Prohibitions: ECOF6030 or ECOF6040 Assessment: assignment 1 (20%); assignment 2 (30%); tutorial participation (10%); final examination (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
In this unit students learn theories of communication and how they apply within organisations, at an organisational, team and individual level. In the unit we review the concept of communication through different theoretical and philosophical lenses, so that students gain an understanding of how different perspectives provide different insights into communication within organisations. The unit also examines communication processes and how communication occurs between individuals and within groups. There is also a focus on communication challenges such as technology, diversity and globalisation. The unit incorporates practical exercises and case studies to enable students to evaluate their own communication practices and to apply the knowledge and understanding they gain from the unit to their own organisations and careers.
WORK6120 Research Essay

Credit points: 6 Session: Semester 1,Semester 2 Classes: Supervision Assessment: research essay (100%) Mode of delivery: Supervision
Note: Department permission required for enrolment
Note: Available only to students who have achieved 75% or better in at least four WORK (or equivalent) units studied; and have the Discipline's permission to take the unit.
This unit provides high-performing students with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.
WORK6130 Leadership in Organisations

Credit points: 6 Session: Semester 1 Classes: 2hr lecture and 1x 1hr tutorial per week Prohibitions: ECOF5807 or ECOF6090 Assessment: presentation (30%), assignment (30%), final exam (40%) Mode of delivery: Normal (lecture/lab/tutorial) evening
This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change is explored and the leadership of top management teams, and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.