- Class Number 2589
- Term Code 2930
- Class Info
- Unit Value 6 units
- Mode of Delivery In Person
- AsPr Lu Wang
- Alexander Tietge
- Class Dates
- Class Start Date 25/02/2019
- Class End Date 31/05/2019
- Census Date 31/03/2019
- Last Date to Enrol 04/03/2019
This course aims to provide an overview of the theories and practices of management in organisational contexts. Specific issues covered include the history of management thought, management roles, management functions, planning and strategy, organisation structure and design, control, quality and process management in organisations.
Upon successful completion, students will have the knowledge and skills to:
- Demonstrate an understanding of various management models and frameworks, their foundations, strengths and weaknesses;
- Understand the principles and practices of management and specifically the nature of managerial functions, roles and skills;
- Recognise the dynamic, complex and interdependent nature of managerial work; and
- Apply theoretical models and concepts to current management practices, problems and issues.
This course draws on and teaches models and frameworks based on empirical research in management theory and organisational behaviour and as such, takes an evidence-based approach to management. The assessment in the course requires students to engage in analytic and critical thinking and the application of the models and frameworks to observational data. Further, students will be provided with the opportunity to develop research literacy through the use of examples and discussion of research design and methodology relevant to the discipline. The course convenor has both research and practical experience in several topics covered in the course and will incorporate discussion of this experience into the lectures. The tutorial activities will also be guided by research findings in the discipline.
There are no field trips for this course
Additional Course Costs
There are no additional costs for this course
Examination Material or equipment
The final exam for this course will be discussed during class and scheduled during the ANU Semester 1 2019 final exam period. Examination information will be available closer to the examination period at https://exams.anu.edu.au/timetable/
There is NO textbook prescribed for MGMT1003 however it is advisable to refer to an introductory management text to clarify terms, theories and extend your learning.
Example reference texts (available in Chifley library):
- Jones, Gareth R, George, Jennifer M, Barrett, Mary and Honig, Beverley, (2016). Contemporary Management, Fourth Edition, McGraw-Hill Education, North Ryde.
- Williams, C. & McWilliams, A. (2014). MGMT2: Asia-Pacific edition (2 ed.). Australia: Cengage Learning.
- Kiniki, A., Scott-LAdd, B., Perry, M., and Williams, B. (2015). Management: a practical solution. McGraw-Hill Education, North Ryde.
Staff FeedbackStudents will be given feedback in the following forms in this course:
- Written comments
- Verbal comments
- Feedback to the whole class, to groups, to individuals, focus groups
Student FeedbackANU is committed to the demonstration of educational excellence and regularly seeks feedback from students. Students are encouraged to offer feedback directly to their Course Convener or through their College and Course representatives (if applicable). The feedback given in these surveys is anonymous and provides the Colleges, University Education Committee and Academic Board with opportunities to recognise excellent teaching, and opportunities for improvement. The Surveys and Evaluation website provides more information on student surveys at ANU and reports on the feedback provided on ANU courses.
|Week/Session||Summary of Activities||Assessment|
|1||Seminar - Week 1: Making Sense of Management and the Nature of Managerial Work||Required Reading: Seminar Notes: Sensemaking and the Future of Management Thought Management Skills and Competencies (MCI)|
|2||Seminar - Week 2: History, Roles and Functions of Management||Required Reading: Seminar Notes: Evolution of Management Thought The nature of Managerial Work The Functions of Management Research Article: Tengblad, S. (2006). Is there a new 'managerial work'? A comparison with Henry Mintzberg's classic study 30 years later. Journal of Management Studies, 43(7), 1437-1461. Due: Weekly Assessment 1|
|3||Seminar - Week 3: Managing Information (The Practice of Evidence-Based Management)||Required Reading: Seminar Notes: The Practice of Evidence-Based Management Research Article: Barends, E., Rousseau, D., and Briner, R. (2014). Evidence-Based Management: The Basic Principles. Center for Evidence-Based Management. Amsterdam, The Netherlands. Due: Weekly Assessment 2|
|4||Seminar - Week 4: Managerial Judgement and Decision Making Guest Lecture: LSP - Stephen Dann||Required Reading: Seminar Notes: Metacognitive Skills Critical Thinking Skills Research Article: Haynie, J. M., Shepherd, D., Mosakowski, E., and Earley, P. C. (2010). A situated metacognitive model of the entrepreneurial mindset. Journal of Business Venturing, 25, 217-229. Due: Weekly Assessment 3|
|5||Seminar - Week 5: Managing Organisational Culture||Required Reading: Seminar Notes: Organisational Culture Due: Weekly Assessment 4 Due Friday week 5: EBM Essay|
|6||Seminar - Week 6: Managing Organisational Change||Required Reading: Seminar Notes: Organisational Change Research Article: Barends, E., Janssen, B., ten Have, W., and ten Have, S., (2014). EÃ¯ ¬€ects of Change Interventions: What Kind of Evidence Do We Really Have? The Journal of Applied Behavioral Science, 50(1), 5-27. Due: Weekly Assessment 5|
|7||Seminar - Week 7: Managing People: Motivation Guest Lecture: OB - Nick Wang||Required Reading: Seminar Notes: Human Relations and the Relational Approach to Management Understanding Motivation at Work Performance Management Research Article: Ryan, R. and Deci, E. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25, 54-67. Due: Weekly Assessment 6|
|8||Seminar - Week 8: Managing People: Interpersonal Skills (Communication)||Required Reading: Seminar Notes: Reflexive Management (Self-Awareness) Relational Approach Research Article: Boyatzis, R., Smith, M., and Blaize, N.. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning and Education,5(1), 8-24. Due: Weekly Assessment 7|
|9||Seminar - Week 9: Managing People - HRM - Performance Management Guest Lecture:||Required Reading: Seminar Notes: Leadership and Being a Leader Research Article: Goleman, D. (1998). What makes a Leader? Harvard Business Review. Due: Weekly Assessment 8|
|10||Seminar - Week 10: Ethics and Social Responsibility||Required Reading: Seminar Notes: Ethical Leadership for Managers Organisational Responsibility: Society & the Environment Due: Weekly Assessment 9|
|11||Seminar - Week 11: Managing for Sustainability in a Global Environment||Required Reading: Seminar Notes: Managing Innovation and Disruption Due: Weekly Assessment 10 Due Friday week 11: Reflection report + video|
|12||Seminar - Week 12: Integration - Future Managers||No Required Reading This Week Note: the Final Examination for the course will be held during the S1 2019 ANU Examination period.|
|Assessment task||Value||Due Date||Return of assessment||Learning Outcomes|
|Weekly Assessment tasks||40 %||05/03/2019||24/05/2019||1,2,3,4|
|Reflection report + video||20 %||24/05/2019||07/06/2019||2,3|
|Final Exam||20 %||06/06/2019||04/07/2019||1,2,3,4|
* If the Due Date and Return of Assessment date are blank, see the Assessment Tab for specific Assessment Task details
PoliciesANU has educational policies, procedures and guidelines, which are designed to ensure that staff and students are aware of the University’s academic standards, and implement them. Students are expected to have read the Academic Misconduct Rule before the commencement of their course. Other key policies and guidelines include:
Assessment RequirementsThe ANU is using Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. For additional information regarding Turnitin please visit the ANU Online website Students may choose not to submit assessment items through Turnitin. In this instance you will be required to submit, alongside the assessment item itself, hard copies of all references included in the assessment item.
Moderation of AssessmentMarks that are allocated during Semester are to be considered provisional until formalised by the College examiners meeting at the end of each Semester. If appropriate, some moderation of marks might be applied prior to final results being released.
Participation is expected in all classes and assessment.
Examination information will be available closer to the examination period at https://exams.anu.edu.au/timetable/
Assessment Task 1
Learning Outcomes: 1,2,3,4
Weekly Assessment tasks
Details of the task: Students are required to undertake eight (8) of the ten (10) tasks offered in weeks 2-11 of the course. Satisfactory completion of the tasks offered will allow students to access a total of 40% towards their final grade.
Please see Assessment brief for more information regarding each of the individual tasks.
The structure of the assessment will be explained fully in week 1.
Due weeks 2-11 and each task will be worth 5% of the grade, with the first eight submissions counting towards the 40% maximum credit available.
All students will receive feedback on this assessment (the tasks they submitted) by the end of week 6.
?Extensions for this assessment are not applicable and thus will not be approved.
Assessment Task 2
Learning Outcomes: 2,4
Details of the task:
In your opinion, and based on the best-available evidence, can mindfulness enhance the practice of evidence-based management?
Specific guidelines, including details of the marking criteria are included in the assignment brief which is available on Wattle.
Help writing an evidence-based essay will be provided in the seminars prior to the due date and also on Wattle.
This is an individual assignment
· Word limit: 1500 words (+/- 10%)
· Weight: 20%
· Due date: 5pm Friday Week 5
· Submission: Assignments are to be submitted via Turnitin
· Feedback: Approximately 3 weeks after submission
Assessment Task 3
Learning Outcomes: 2,3
Reflection report + video
Students are required to keep a journal throughout the semester to reflect on the development of management competencies. Students will complete a management competencies inventory in week 1 and again in week 10 to compare results at the beginning and near the end of the course.
Reflective Report - for the portfolio aspect of this assessment task you will need to keep a journal to record the activities and experiences that help you develop a number of key management competencies throughout the semester. You will need to provide evidence to support the claims you make regarding your level of competency and a brief plan regarding how you will address any skill gaps in the future.
Video - you will also need to make a short video as if you were applying for a management position. Using the STAR technique (explained in the brief) highlight your top 2-3 management competencies as you would in a video job application.
Marking criteria are explained in the assignment brief which can be found on Wattle.
· Word limit for portfolio: 1000 words (+/-10%)
· Time limit for video: 3 minutes (+/-10%)
· Weight: 20%
· Due date: 5pm Friday Week 11
· Submission: please submit your word document or pdf via Turnitin on Wattle instructions for video submission can be found in the assignment brief
· Feedback: Approximately 2 weeks after submission
Assessment Task 4
Learning Outcomes: 1,2,3,4
The final exam for this course will be discussed during class and scheduled during the ANU Semester 1 final exam period. The length of the exam will be 180 minutes.
Academic IntegrityAcademic integrity is a core part of our culture as a community of scholars. At its heart, academic integrity is about behaving ethically. This means that all members of the community commit to honest and responsible scholarly practice and to upholding these values with respect and fairness. The Australian National University commits to embedding the values of academic integrity in our teaching and learning. We ensure that all members of our community understand how to engage in academic work in ways that are consistent with, and actively support academic integrity. The ANU expects staff and students to uphold high standards of academic integrity and act ethically and honestly, to ensure the quality and value of the qualification that you will graduate with. The University has policies and procedures in place to promote academic integrity and manage academic misconduct. Visit the following Academic honesty & plagiarism website for more information about academic integrity and what the ANU considers academic misconduct. The ANU offers a number of services to assist students with their assignments, examinations, and other learning activities. The Academic Skills and Learning Centre offers a number of workshops and seminars that you may find useful for your studies.
Online SubmissionThe ANU uses Turnitin to enhance student citation and referencing techniques, and to assess assignment submissions as a component of the University's approach to managing Academic Integrity. While the use of Turnitin is not mandatory, the ANU highly recommends Turnitin is used by both teaching staff and students. For additional information regarding Turnitin please visit the ANU Online website.
Hardcopy SubmissionFor some forms of assessment (hand written assignments, art works, laboratory notes, etc.) hard copy submission is appropriate when approved by the Associate Dean (Education). Hard copy submissions must utilise the Assignment Cover Sheet. Please keep a copy of tasks completed for your records.
Late submission of assessment tasks without an extension are penalised at the rate of 5% of the possible marks available per working day or part thereof. Late submission of assessment tasks is not accepted after 10 working days after the due date, or on or after the date specified in the course outline for the return of the assessment item. Late submission is not accepted for take-home examinations.
Referencing RequirementsAccepted academic practice for referencing sources that you use in presentations can be found via the links on the Wattle site, under the file named “ANU and College Policies, Program Information, Student Support Services and Assessment”. Alternatively, you can seek help through the Students Learning Development website.
Please see relevant assessment task details above.
Extensions and PenaltiesExtensions and late submission of assessment pieces are covered by the Student Assessment (Coursework) Policy and Procedure The Course Convener may grant extensions for assessment pieces that are not examinations or take-home examinations. If you need an extension, you must request an extension in writing on or before the due date. If you have documented and appropriate medical evidence that demonstrates you were not able to request an extension on or before the due date, you may be able to request it after the due date.
Resubmission of Assignments
Unless specified otherwise in the assessment requirements, resubmissions are permitted up until the due date and time, but not allowed afterwards.
Distribution of grades policyAcademic Quality Assurance Committee monitors the performance of students, including attrition, further study and employment rates and grade distribution, and College reports on quality assurance processes for assessment activities, including alignment with national and international disciplinary and interdisciplinary standards, as well as qualification type learning outcomes. Since first semester 1994, ANU uses a grading scale for all courses. This grading scale is used by all academic areas of the University.
Support for studentsThe University offers students support through several different services. You may contact the services listed below directly or seek advice from your Course Convener, Student Administrators, or your College and Course representatives (if applicable).
- ANU Health, safety & wellbeing for medical services, counselling, mental health and spiritual support
- ANU Diversity and inclusion for students with a disability or ongoing or chronic illness
- ANU Dean of Students for confidential, impartial advice and help to resolve problems between students and the academic or administrative areas of the University
- ANU Academic Skills and Learning Centre supports you make your own decisions about how you learn and manage your workload.
- ANU Counselling Centre promotes, supports and enhances mental health and wellbeing within the University student community.
- ANUSA supports and represents undergraduate and ANU College students
- PARSA supports and represents postgraduate and research students
Lu (Nick) Wang is an Associate Professor in the Research School of Management at the Australian National University’s College of Business and Economics. He received his MBA and PhD degrees from University of Illinois Urbana Champaign in the United States. Before joining the ANU, he worked at UNSW Business School in the University of New South Wales (Sydney, Australia). He also held visiting positions at Shanghai Jiaotong University in Shanghai China and Arizona State University in the United States.
Dr. Wang’s primary research focuses on emotions in organizational context. His research has been published in Academy of Management Journal, Journal of Management, Leadership Quarterly, Organizational Behavior and Human Decision Processes, Organization Science and other academic journals. Dr. Wang has won research awards at the Academy of Management Conference, the Australian and New Zealand Academy of Management Conference and is a recipient of UNSW’s Goldstar Research Award and Non-Professorial Research Award. His work on emotions has also appeared in New York Times, Australian Financial Review, Harvard Business Review, BBC Business and other media outlets.
Dr. Wang has taught courses at graduate, post graduate, and executive level in three countries – Australia, China, and the United States.
AsPr Lu Wang