Unit of Study Descriptions
|PMGT5875||Project Innovation Management|
|PMGT5891||Project Risk Management|
|PMGT5897||Disaster Project Management|
|PMGT5896||Sustainability & Intelligence in Project Management|
|PMGT5860 & PMGT5861||Project Leadership Thesis|
|PMGT5876||Strategic Delivery of Change or|
|WORK6026||Organisational Change and Development|
|PMGT5898||Complex Project Leadership or|
|WORK6130||Leadership in Organisations|
WORK6026 & WORK6130 Not available 2016
This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. It will introduce you to the major streams of leadership theory and traces the development of our understanding about leadership. We will explore how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. We will examine the positive forms of leadership (transformational, charismatic) and negative forms (narcissistic and Machiavellian). This unit will also cover the concepts of 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 will be explored and we will examine the leadership of top management teams, and leadership succession. We will also examine leadership development programs and instruments and you will have an opportunity to reflect on factors that might influence your own leadership style.
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.