210880 Leading People and Change
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Credit points: 6 cp
Subject level:
Postgraduate
Result type: Grade and marksThere are course requisites for this subject. See access conditions.
Anti-requisite(s): 21880 Leading People and Change
Description
In this subject students explore the complexity of management, considering three interrelated issues: how to organize collaborative efforts; how to lead responsibly, enabling individuals and organizations to flourish; and how to cope with change, both planned and emergent. Using an experiential approach, students are asked to reflect on their experiences as members of organizations, and to use theories, ideas and diagnostic tools from management studies to expand their capacity to assess situations, consider alternatives and make managerial decisions. Moreover, students are invited to experiment with new ways of working and managing, and to reflect on what they have learnt in the process.
The subject includes a structured learning journey, alongside a repository of ideas in form of readings, lectures, interactive simulations, analytical tools, etcetera. Students are also able to use this repository of knowledge as a 'tool box' from which they can draw different resources, depending on their specific interests and needs. Reflecting UTS philosophy as a public university serving collective wellbeing, the subject also aims to prepare MBA students to be agents of global citizenship, promoting social justice and respect for diversity.
Subject learning objectives (SLOs)
| 1. | Critically analyse and reflect upon how leadership practices affect the performance of individuals, teams and organizations, and impact a variety of stakeholders |
|---|---|
| 2. | Critically evaluate the contextual conditions (e.g., organizational, political, relational) that influence effective leadership and management practices regarding people, culture and change, learning to recognize and navigate tensions between multiple logics, objectives and requirements |
| 3. | Apply sophisticated understanding of organizational design principles and of the social dynamics characterizing organizations |
| 4. | Effectively communicate context-appropriate strategies for leading people and change |
Contribution to the development of graduate attributes
This subject contributes to the development of the following graduate attribute(s):
- Communication and collaboration
- Social responsibility and cultural awareness
Teaching and learning strategies
210800 is designed as a completely online experience that students can take at their own pace. It includes a structured learning journey, alongside a rich repository of ideas (in the form of readings, lectures, interactive simulations, analytical tools etc.) that students can access to pursue their specific learning interests. In other words, students are not required to learn about each and every theory and model that exists in the Canvas module, instead students can use this repository of knowledge as a 'tool box' from which they can draw different resources, depending on their needs.
This subject is aimed at exploring the complexity of management, considering three interrelated issues: how to organize collaborative efforts; how to lead responsibly, enabling individuals and organizations to flourish; and how to cope with change, both planned and emergent. Using an experiential approach, students will be asked to reflect on their own experiences as members of organizations, and to use theories, ideas, and diagnostic tools from management studies to expand their capacity to assess situations, consider alternatives and make managerial decisions. Finally, students will be invited to experiment with new ways of working and managing, and to reflect on their learning.
Reflecting UTS philosophy as a public university serving collective wellbeing, the ultimate purpose is to make students aware of their leadership and stewardship responsibilities, preparing them to be agents of global citizenship, promoting social justice and respect for diversity.
Content (topics)
- Organizing people
- Organizing tensions
- Mindful Leadership
- Managing planned change
- Managing emergent change
Assessment
Assessment task 1: Reflective diary (Individual)
| Weight: | Mandatory task that does not contribute to subject mark |
|---|---|
| Length: | 300 words each (+/- 10%) |
| Criteria: | Communicates effectively for specific audience |
Assessment task 2: Experiential reflection on Organizing and Leading (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
|---|---|
| Weight: | 40% |
| Length: | 1500 words (+/-10%) |
| Criteria: |
|
Assessment task 3: Experiential reflection on Change (Individual)
| Objective(s): | This addresses subject learning objective(s): 1, 2, 3 and 4 |
|---|---|
| Weight: | 40% |
| Length: | 1500 words (+/-10%) |
| Criteria: |
|
Assessment task 4: In depth reflection: tackling complexity (Individual)
| Objective(s): | This addresses subject learning objective(s): 3 and 4 |
|---|---|
| Weight: | 20% |
| Length: | 1000 words (+/-10%) |
| Criteria: |
|
Minimum requirements
Students must achieve at least 50% of the subject’s total marks.
Required texts
Faculty of Business: Guide to Writing Assignments, Faculty of Business, University of Technology, Sydney (accessed via the link) Guide to Writing Assignments
References
Berti, M., & Simpson, A. V. (2021). The Dark Side of Organizational Paradoxes: The Dynamics of Disempowerment. Academy of Management Review, 46(2), 252-274.
Ghoshal, S. (2005). Bad Management Theories Are Destroying Good Management Practices. Academy of Management Learning & Education, 75 (4).
Kudesia, R. S. (2019). Mindfulness as metacognitive practice. Academy of Management Review, 44(2), 405–423.
Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381-403.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), 752–788.