1

1.Name of Course

Organisation & Human Resource

2.Course Code

ABDM2083

3.Name(s) of academic staff

Lee Sok-Sien

4.Rationale for the inclusion of the course in the programme

This course is necessary for students, who may be involved in managerial capacities, to appreciate the dynamics of an organisations environment in order to assist them to interact effectively.Objectives:

1. To introduce students to the types of business organisations and their functional areas.

2. To help students to understand the roles, functions, and skills required of managers and leaders.

3. To develop an understanding of organisational structures and cultures.

4. To provide students with the fundamental motivation principles and theories.

5. To equip students with effective team management and communication skills.

6. To develop an understanding of the sources of conflict and approaches to manage conflicts.

7. To develop an understanding of the human resource management process.

5.Semester offered

Semester 1

6.Total Student Learning Time (SLT)

Total Student Learning Time (SLT)Face to FaceTotal Guided and Independent LearningTotal SLT

L=Lecture

T=Tutorial

P=Practical

O=Others

L

28T

21P

0O

566120

7.Credit Value

3

8.Prerequisite (if any)

Nil

9.Learning outcomes

Upon completion of the course, students should be able to:

1. Explain the implications of structure and culture in relation to organisational effectiveness. (C2, P2, CS, TS)

2. Identify and explain the main features of conventional and contemporary managerial and leadership styles, fundamental motivation principles and theories. (C2, P2, CS, TS, LS)

3. Describe the importance of effective communication, elements of successful teams and explain the different types of teams. (C2, P2, CS, TS, LS)

4. Suggest appropriate approaches for effective selection, recruitment, training and development, and performance evaluation. (C2, P2, CS, TS, LS)

10.

Transferable SkillsSkills and how they are developed and assessed, Project and practical experience and Internship

Transferable Skills

How they are developed

Assessment

Effective written and oral communicationDeveloped through tutorials and coursework.Assessed through written coursework and examination

Teamwork and cooperationDeveloped through tutorials, group coursework and presentation

Assessed through group based coursework.Leadership skillsDeveloped through tutorials, group coursework and tutorial presentation

Assessed through group based coursework.

11.Teaching-learning and assessment strategy

Teaching-learning Strategy

LecturesTutorials

Group discussions

Individual/Group Presentation

E-learning

Independent reading

Assessment

Test 1Test 2Group assignmentExamination

12.SynopsisThis course serves as a foundation for students to acquire the relevant knowledge and understanding of human behaviour and structure of business organisations and how organisations could manage and utilise human resources to achieve efficiency and effectiveness in their business operations. Students will also be equipped with effective communication, leadership, conflict management and team management skills.

13.Mode of Delivery

Lecture and Tutorial

14.Assessment Methods and Types

Coursework (40%)

Mid-term TestGroup Assignment Final Exam (60%)

Section A. Compulsory. Answer 10 multiple choice questions. (25 marks)Section B. Choose 3 out of 4 questions. (25 marks each)

15.Mapping of the course to the Programme Aims

16.Mapping of the course to the Programme Learning Outcomes

17.Content outline of the course and the SLT per topic

WeekTopicStudent Learning Time (SLT)

LTPOTotal Guided and Independent Learning

1The Organisation System

Organisational Structure

What is Organisational Structure?

Common Organisational Designs (Mechanistic and Organic)

New Design Paradigm

Why do Organisational Structures Differ?

The Organisation System

Organisational Culture

What is Organisational Culture? (Seven Characteristics of Culture)

Strong versus Weak Culture

Culture versus Formalisation

Cultures Advantages and Disadvantages (Functions and Liabilities)

Creating and Sustaining Culture How do Employees Learn Culture? How to Keep Culture Alive?

436

2Group Behaviour and Work Teams

Definition of Group

Types of Groups / Teams

Stages of Group Development

Team v Group (Differences between Group and Team)

Groupthink and Groupshift

Motivation

What is Motivation?

Early Theories of Motivation (Maslows Hierarchy of Needs, Theory X and Theory Y, Herzbergs Two-Factor Theory)

Contemporary Theories of Motivation and Other Theories (ERG Theory, McClellands Theory of Needs, Goal-Setting Theory, Reinforcement Theory, Equity Theory and Expectancy Theory)

436

3Motivation

Applications of Motivation Theories to Human Resource Management:

MBO putting Goal Setting Theory into practice

How do Rewards Affect Motivation? Reinforcement Theory (Reward Schemes, Employee Recognition Programme, Employee Involvement Programme)

Job Redesign and Scheduling

Managerial and Leadership Skills

What do Managers Do?

Management Functions (Henry Fayol)

Management Roles (Mintzberg)

Management Skills (Robert Katz)

Leadership Skills:

What is Leadership?

Trait and Behavioural Theories (Ohio State Studies, University of Michigan Studies, The Managerial Grid)

Contingency Leadership Theories (Fiedler Model, Hersey and Blanchards Situational Theory, Path-Goal Theory)

Inspirational Approaches to Leadership (Charismatic, Transformational and Visionary Leadership)

436

4Communication The Functions of Communication

The Communication Process

Directions of Communication

Barriers to Effective Communication

Organisational Communication

Cross Cultural CommunicationConflict Management

Definition of Conflict

Transitions in Conflict Thought

Outcomes of Conflicts (Functional v Dysfunctional)

Sources of Conflict

Types of Conflict

Conflict Management Strategies

436

5Power and Politics

Definition of Power (Dependency and Power)

Contrasting Leadership and Power

Bases of Power

Power Tactics

The Reality of Politics

How Employees Respond to Politics

Human Resource Policies and Practices

Human Resource Planning and Forecasting (Shortages and Surplus of Employees and Ways to Overcome It)

Recruitment (Methods Commonly Used for Internal and External Recruitment; Alternatives to Recruitment)

436

6Human Resource Policies and Practices

Selection

The Selection Process

Selection Methods - Written Test, Interview, Assessment Center and Work Sample Test

436

7Human Resource Policies and Practices

Performance Evaluation

Purposes of Performance Evaluation

Criteria for Evaluation

Who Should Do the Evaluating?

Methods of Performance Evaluation

Performance Feedback

436

Assessment

Test 1Test 2

Group AssignmentFinal Exam

Total11

12

53

3

81024

Total28210566

Total SLT120

Subject Credit3

18.Main references supporting the course

1. Robbins, SP and Judge, TA 2013, Organizational behaviour, 15th edn, New Jersey: Prentice Hall.

2. Williams, C 2009, Management, 5th edn, Thomson.

Additional references supporting the course

1. Mondy, RW, Noe, RM and Premeaux, SR 2002, Human resource management, 11th edn, Prentice Hall, New Jersey.

19.Other additional informationNil