AGSM6275 Managing People and Organisations

Subject Code

AGSM6275

Study Level

Postgraduate

Commencing Term

Term 1

Total Units of Credit (UOC)

Delivery Mode

Online Weekly

Virtual Weekly

Fortnightly, Sydney CBD

School

AGSM

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This course outline is provided in advance of offering to guide student course selection. Please note that while accurate at time of publication, changes may be required prior to the start of the teaching session. To view other versions, visit the archives .

1. Course Details

Summary of Course

The organisations we work in are rich and complex organisms in which many interactions, relationships and processes are played out daily. The complexity of these interactions often makes them difficult to understand and manage.

This course focuses on generalist managers who manage people - some you manage formally, such as your subordinates, and others informally, such as your peers and bosses. At the core of the course is characterisation and discussion of everyday functions and roles managers take part in, such as sense-making, sense-giving, decision-making, leading, motivating, planning, organising, mentoring, monitoring and influencing. Each Unit in this course covers a topic that contributes to your better undertaking of these managerial roles so that you can become a better manager of yourself, others, teams and organisations.

In this course, we will ask you to test your understanding of the concepts we introduce by examining your working life. This could involve analysing your actions, the actions of others, processes that occur within your organisation and key organisational events. You can use these activities to evaluate the concepts; that is, you should ask yourself:

how useful is this idea for me?
how can I modify this idea in light of my own experiences?
how can I apply this idea in my organisation?

This course is designed to introduce you to some of the key ideas, issues and debates about management and managing others within an organisation. In each Unit, you are introduced to a new issue/area of focus, but remember, each of the topics we will encounter in the course could be the focus for a whole course in itself. So, we aim to give you a flavour or introduction to each topic. Hopefully, the course will be a starting point for your understanding of management and managing others, rather than the end of your journey.

Teaching Times and Locations

Please note that teaching times and locations are subject to change. Students are strongly advised to refer to the Class Timetable website for the most up-to-date teaching times and locations.

As well as being offered in synchronous and asynchronous online modes, this course is scheduled to be offered in face-to-face Fortnightly mode. However, there is a chance that there could be subsequent COVID-19 restrictions.

If it is not possible for us to gather together on campus, we will offer the Fortnightly mode synchronously online in Moodle.

https://www.covid-19.unsw.edu.au/

View course timetable

Course Policies & Support

The Business School expects that you are familiar with the contents of this course outline and the UNSW and Business School learning expectations, rules, policies and support services as listed below:

Program Learning Outcomes
Academic Integrity and Plagiarism
Student Responsibilities and Conduct
Special Consideration
Protocol for Viewing Final Exam Scripts
Student Learning Support Services

View course Policies and Support

Course Aims and Relationship to Other Courses

This course aims to help you develop the necessary knowledge and skills - analytical, managerial and otherwise - that will inform your life within an organisation as a manager. Although the importance of effective and efficient management is well understood, it is remarkable how often firms and managers fail to achieve this. The task is made even more difficult by the presence of changing workforce composition and workplace arrangements, increasing globalisation, advancement in technologies, intensifying need for collaboration, and changing political, legal and social expectations.

Additional Course Details

2. Quality Assurance and Course Alignment

Quality Assurance

The program is aligned to a number of international standards, to ensure the courses you study are high quality. At present, this includes designing courses to:

meet Association to Advance Collegiate Schools of Business (AACSB) accreditation standards, through the measurement of students program-level learning outcomes
align with the United Nations Principles for Responsible Management Education (UNPRME)
meet Australian educational and government governing body requirements, e.g. the Australian Qualifications Framework (AQF) and Tertiary Education Quality and Standards Agency (TEQSA) standards
European Quality Improvement System (EQUIS) accreditation is also held by UNSW Business School.

Student Learning Outcomes

Program Learning Goals and Outcomes	Course Learning Outcomes	Course Assessment Item
PLO 1: Business knowledge	Describe and critically discuss different frameworks and models that inform the life of a manager inside organisations	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Appraise potential biases in decision-making to make defendable decisions based on critical evidence	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 3: Business communication	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation
PLO 4: Teamwork	Analyse and discuss how teams work in organisations to design, manage and lead effective teams	Assessment 1 : Evidence-based management assessment of an organisational practice
PLO 5: Responsible business practice	Understand the importance of stakeholders and ethical behaviour to ensure you are a responsible manager in a responsible organisation.	Assessment 2 : Organisational action learning review (OALR)
PLO 7: Leadership development	Recognise how the environment within and outside of the organisation impacts how you can manage and lead others, teams and the organisation	Assessment 2 : Organisational action learning review (OALR)
	Apply the frameworks to engage in critical reflection of your experiences regarding various managerial roles you take part in	Assessment 2 : Organisational action learning review (OALR)
	Identify how to adapt to changing business trends to remain an effective and efficient manager	Assessment 2 : Organisational action learning review (OALR)
PLO 1: Business knowledge	Describe and critically discuss different frameworks and models that inform the life of a manager inside organisations	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Appraise potential biases in decision-making to make defendable decisions based on critical evidence	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 3: Business communication	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation
PLO 4: Teamwork	Analyse and discuss how teams work in organisations to design, manage and lead effective teams	Assessment 1 : Evidence-based management assessment of an organisational practice
PLO 5: Responsible business practice	Understand the importance of stakeholders and ethical behaviour to ensure you are a responsible manager in a responsible organisation.	Assessment 2 : Organisational action learning review (OALR)
PLO 7: Leadership development	Apply the frameworks to engage in critical reflection of your experiences regarding various managerial roles you take part in	Assessment 2 : Organisational action learning review (OALR)
	Recognise how the environment within and outside of the organisation impacts how you can manage and lead others, teams and the organisation	Assessment 2 : Organisational action learning review (OALR)
	Identify how to adapt to changing business trends to remain an effective and efficient manager	Assessment 2 : Organisational action learning review (OALR)
PLO 1: Business knowledge	Describe and critically discuss different frameworks and models that inform the life of a manager inside organisations	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 2: Problem solving	Appraise potential biases in decision-making to make defendable decisions based on critical evidence	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
PLO 3: Business communication	Integrate various management functions and roles to develop and communicate strategies for effective and efficient managerial behaviour	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 2 : Organisational action learning review (OALR) Assessment 3 : Class Participation
PLO 4: Teamwork	Analyse and discuss how teams work in organisations to design, manage and lead effective teams	Assessment 1 : Evidence-based management assessment of an organisational practice
PLO 5: Responsible business practice	Understand the importance of stakeholders and ethical behaviour to ensure you are a responsible manager in a responsible organisation.	Assessment 2 : Organisational action learning review (OALR)
PLO 7: Leadership development	Identify how to adapt to changing business trends to remain an effective and efficient manager	Assessment 2 : Organisational action learning review (OALR)
	Recognise how the environment within and outside of the organisation impacts how you can manage and lead others, teams and the organisation	Assessment 2 : Organisational action learning review (OALR)
	Apply the frameworks to engage in critical reflection of your experiences regarding various managerial roles you take part in	Assessment 2 : Organisational action learning review (OALR)

3. Staff Contact Details

Position	Name	Location	Phone	Consultation Times
Facilitator in Charge	Salih Zeki Ozdemir	–	–	–
Facilitator in Charge	Salih Zeki Ozdemir	–	–	–
Facilitator in Charge	Salih Zeki Ozdemir	–	–	–

Facilitator in Charge

Each course has a Facilitator in Charge who is responsible for the academic leadership and overall academic integrity of the course. The Facilitator in Charge selects content and designs assessment tasks, and takes responsibility for specific academic and administrative issues related to the course. Facilitators in Charge oversee Facilitators and ensure that the ongoing standard of facilitation in the course is consistent with the quality requirements of the program.

Facilitator

The role of your Facilitator is to support and enhance the learning process by encouraging interaction among participants, providing direction in understanding the course content, assessing participant progress through the course and providing feedback on work submitted. Facilitators comprise academics and industry practitioners with relevant backgrounds.

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

In Managing People and Organisations, we aim to create a collaborative environment where students actively engage in the learning process. We have developed interesting and challenging activities for you to complete during both your online and face-to-face sessions. We have designed appropriately challenging discussion-generating questions for online interaction and experiential activities for the face-to-face sessions.

A big part of this design is our desire to ensure an inclusive environment where each student is able both to apply the concepts discussed to their organisations and to bring their wealth of prior experiences and knowledge into the class discussions.

Overall, the course follows a blended design where self, peer, group and class involvement with the course materials guides the learning process during both online and face-to-face interactions.

Learning Activities and Teaching Strategies

This course follows a blended design where both online and in-class discussions and activities are undertaken.

In online asynchronous discussions, we investigate the questions raised by the Facilitators (and students) through the lens of the course Unit material.

During the face-to-face sessions, we perform case analyses and discussions, experiential exercises, and simulation activities.

An essential component of each face-to-face session is the debrief that we perform after each activity that provides opportunities to apply the learnings back to our organisations and bring our prior experience and knowledge into the class discussions.

Course Structure

The course starts with a broad introduction to management and managerial functions and roles in Unit 1. This Unit also provides an overview of classic roles of managers that still remain very relevant, useful and adaptable to the current business environment. Further, it discusses how work and workplaces are changing.

In Units 2 to 10, we attend to each of these roles one by one. The Unit introductions, the readings and other curated material are selected to provide a broad introduction to the particular role under focus. In the class sessions, we further discuss the origins of the function or role to better understand its significance, and then investigate how it is being shaped by the various trends regarding the future, such as increasing emphases on diversity, globalisation, sustainability, ethics and new technologies.

In Unit 2, 'Management is Decision-making', we start with a quick review of cognitive biases that may hamper one's ability to make good decisions. Next, we investigate the importance of using evidence in making decisions. For this purpose, we focus our attention on evidence-based management and discuss what evidence means, and how one can collect it and judge its credibility. This Unit provides you with a process-based approach to collect, assess and utilise evidence for your decision-making.

The remainder of the Units are divided into two groups.

Units 3 to 5 are about making sense of the internal and external context we work in.

Unit 3, 'Management is Sense-making' looks at the intersection between the manager, the external environment and the internal organisation.

Unit 4, 'Management is Network Building' investigates the informal structure within the organisation and explores how one can use it to become more effective manager.

Unit 5, 'Management is Teaming', takes a closer look at an important organising element within organisations, teams and teaming, and the role you have as a manager.

The second group of Units (Units 6 to 10) takes the sense-making we have developed in Units 3-5 and explores how the managers than engage in sense-giving towards their staff, peers, and even bosses.

Unit 6, 'Management is Influencing' furthers the discussion of managers' role within the informal organisation by looking at how the manager can influence and persuade others beyond just using their formal authority.

Units 7, 8, and 9 examine the role of the manager within the formal organisation, especially given the recent emphasis of incorporating more and more human resources responsibilities into daily managerial life. Unit 7, 'Management is Motivating Employees', Unit 8, 'Management is Managing Performance', and Unit 9, 'Management is Recruiting, Selecting, and Socialising New Employees' all investigate a crucial human resources related role one by one.

Finally, we finish the course by combining the learnings from many of the prior units to tackle another big part of our daily managerial life: how to manage your boss. In Unit 10, 'Management is Managing Your Boss', we discuss this very important but often forgotten role.

5. Assessment

Formal Requirements

Students are expected to attempt all assessment requirements, and must achieve a composite mark of at least 50% to pass the course. Students are also expected to actively engage in course learning activities. Failure to engage in assessment tasks that are integrated into learning activities (e.g. class discussion, presentations) will be reflected in the marks for these assessable activities.

Assessment Structure

Assessment	Task	Weighting (%)	Length	Due Date	Individual / Group
Assessment 1	Evidence-based management assessment of an organisational practice	30	8 pages (1 page Executive Summary + 7 pages of Text)	Thursday 6 April 2023 (Week 8) by 3pm Sydney time	Group
Assessment 2	Organisational action learning review (OALR)	40	7 pages (1 page Executive Summary + 6 pages of Text)	Monday 1 May 2023 (Week 12) by 3pm Sydney time	Individual
Assessment 3	Class Participation	20	N/A	Ongoing throughout the term	Individual
Assessment 4	Online Unit Quizzes	10	5 multiple-choice questions per quiz, 10 minutes max allocated for each	Ongoing weekly	Individual
Assessment 1	Evidence-based management assessment of an organisational practice	30	8 pages (1 page Executive Summary + 7 pages of Text)	Thursday 6 April 2023 (Week 8) by 3pm Sydney time	Group
Assessment 2	Organisational action learning review (OALR)	40	7 pages (1 page Executive Summary + 6 pages of Text)	Monday 1 May 2023 (Week 12) by 3pm Sydney time	Individual
Assessment 3	Class Participation	20	N/A	Ongoing throughout the term	Individual
Assessment 4	Online Unit Quizzes	10	5 multiple-choice questions per quiz, 10 minutes max allocated for each	Ongoing weekly	Individual
Assessment 1	Evidence-based management assessment of an organisational practice	30	8 pages (1 page Executive Summary + 7 pages of Text)	Thursday 6 April 2023 (Week 8) by 3pm Sydney time	Group
Assessment 2	Organisational action learning review (OALR)	40	7 pages (1 page Executive Summary + 6 pages of Text)	Monday 1 May 2023 (Week 12) by 3pm Sydney time	Individual
Assessment 3	Class Participation	20	N/A	Ongoing throughout the term	Individual
Assessment 4	Online Unit Quizzes	10	5 multiple-choice questions per quiz, 10 minutes max allocated for each	Week 1 Quiz; 2 quizzes every fortnight in Weeks 3, 5, 7 and 9; Week 11 Quiz - all to be completed before each class	Individual

Assessment Feedback

Feedback on student performance from formative and summative assessment tasks will be provided to students in a timely manner. Assessment tasks completed within the teaching period of a course will be assessed and students provided with feedback, with or without a provisional result, within 10 working days of submission, under normal circumstances. Feedback on continuous assessment tasks (e.g. participation) will be provided prior to the midpoint of the course.

Assessment Summary

Assignment Submission Procedure

Unless otherwise stipulated in the specific details for each of your assessments, please prepare and submit your assessments in accordance with the following.

Assessment length

What is included in the page count?

Executive Summary (if required)
All text, tables, figures, diagrams, graphs and charts contained in the body of the report (if required)

What is excluded from the page count?

Reference list or bibliography
Table of contents (if required)
Appendices (note: these are for supporting material only and should be properly referenced and elaborated on in the main body of the report)

Note: any main body text that goes beyond the page count will not be read in grading the assessment.

Assessment format

Students are required to submit assessments as PDFs. This will ensure there is no alteration to the page count in the Turnitin submission process. They should be in a format suited to a professional audience, with a Header or Footer containing your name and zID. It is acceptable and indeed recommended to use editing software (e.g. the Editor in the Review ribbon of Microsoft Word) to help you check your work and polish your writing.

Headings

Heading 1 Font size: 14 point

Heading 2 Font size: 12 point

Text style: Bold

Body text

Font size: 12 point

Line spacing: Double

Text style: Arial Regular font

Margins and Paper size

Margins: 2.54cm on all edges

Paper size: A4

Assessment file name

Please use the following file naming convention for each assessment:

z999999_surname_[XXXX1111]_23T1_Asst1

where:

- z999999 is your student ID

- surname is your family name

- XXXX1111 is the course code

- 23T1 is the term name (2023, Term 1)

- Asst1 is the Assessment number (Asst2 for Assessment 2)

Assessment submission

You must submit your assessments through your online classroom in Moodle. Email submission is not an acceptable submission format at UNSW.
Written-assessment submission in Moodle is performed via Turnitin, the similarity detection software used by UNSW students and teaching staff to detect plagiarism. You can access Turnitin submission resources under the 'Assessments' section in your online classroom in Moodle. More information about plagiarism can be found at https://student.unsw.edu.au/plagiarism
You may submit a draft to Turnitin prior to the submission due date. It may take 24 hours to get a response and so you should allow at least this much time before submitting your final version. Please note that draft assessments submitted in this way will be regarded as the final version at the due date if you have not uploaded a subsequent, finalised version (each file uploaded overwrites the previous version).
Submission of audio-visual assessments should be completed by uploading the final version of the assessment to a file sharing site (for example, OneDrive, Dropbox, SharePoint, YouTube, etc.) and then sharing a link to the appropriate submission location in your class Moodle page to enable your Facilitator to access and view/download the file.
Late submissions will be subject to late penalties of 5% of the assessment weighting per day and will be capped at five days (120 hours) from the assessment deadline, after which you cannot submit an assessment. If for any reason you are unable to submit a late submission via Turnitin, please contact your Class Facilitator or AGSM Student Experience at once.
Extensions to assessment deadlines may be granted in exceptional circumstances. See information about UNSW's Special Consideration at https://student.unsw.edu.au/special-consideration
Assessment tasks will normally be reviewed, and feedback provided, within 10 working days of submission.
Please keep a copy of your assessment.

Special Consideration

You must submit all assignments and attend all examinations scheduled for your course. You can apply for special consideration when illness or other circumstances beyond your control, interfere with your performance in a specific assessment task or tasks. Special Consideration is primarily intended to provide you with an extra opportunity to demonstrate the level of performance of which you are capable.

Please note the following:

Applications will not be accepted by teaching staff. The lecturer-in-charge/course coordinator will be automatically notified when you lodge an online application for special consideration.
Decisions and recommendations are only made by lecturers-in-charge/course coordinators (or by the Faculty Panel in the case of final exam special considerations), not by tutors.
Applying for special consideration does not automatically mean that you will be granted a supplementary exam or other concession.
Special consideration requests do not allow the awarding of additional marks to students.

Further information on Business School policy and procedure can be found under 'Special Consideration' on the Policies and Support page.

Protocol for Viewing Final Exam Scripts

6. Course Resources

You have three major resources to help you learn:

The course materials and the effort you will put into them: The course materials for this course comprise this Course Outline, the Assessment Details and 10 Units. Each Unit has a number of associated readings and other resources

The Program design assumes that a Facilitator reproducing a textbook on a board in front of a class is the least efficient and effective learning technology. You will do much of your learning outside of the classroom by working through the learning materials, and by active discussions with your Facilitator and other students. You are expected to have read the course materials indicated before each class, and to come prepared to discuss your learning and your answers to all activities.

All the curated material for this course have been carefully chosen to highlight and supplement the key learning in each Unit. While some readings, case studies and video links are fairly recent, a few are some years old and may at first glance seem dated. Be assured that this is not the case. Often, principles and frameworks about general human behaviour we encounter in this course are 'timeless'. We have, in some instances, purposefully chosen 'classic' readings, which are as true today as they were when they were written.

The class meetings with your Facilitator.

The Facilitator's job is to guide your learning by conducting class discussions, answering questions that might arise for you after you have done the work in preparation for the classes, providing insights from their own practical experience and understanding of theory, providing you with extensive feedback on your assessments and directing traffic in the inevitable arguments and disagreements that will occur between you and your co-participants in the classroom.

Your co-participants.

Your colleagues in the class are an invaluable potential source of learning for you. Their experience in similar and different jobs and industries, and their willingness to question and argue with the course materials, the facilitator and your own views, represent a great learning opportunity.

In this course, you have an opportunity to work in a team with your class colleagues to analyse and develop ideas for your first assessment. This will help you to develop skills in sharing workloads, assessing team member strengths and prioritising activities collectively.

Other resources

BusinessThink

BusinessThink is UNSW's free, online business publication. It is a platform for business research, analysis and opinion. If you would like to subscribe to BusinessThink and receive the free monthly e-newsletter with the latest in research, opinion and business then go to www.businessthink.unsw.edu.au.

7. Course Evaluation & Development

Continual Course Improvement

AGSM courses are reviewed each time they run, with updated course outlines and assessment tasks developed.

Additionally, the data collected in the myExperience survey provides anonymous feedback from students on the quality of course content and materials, class facilitation, student support services and the program in general. This student feedback is considered during all course revisions.

Student Response

The course continues to be well received by the students. Nonetheless, students have raised comments on a few aspects.

Students requested more applied questions in the discussion forums and role plays and other activities in the synchronous-mode classes.
A few students commented on some lack of clarity in the team assessment instructions.
Students have requested an increased variety in material beyond textual content.

Response to Student Feedback

In response to the above comments, we have made the following changes.

Discussion forum activities have been reviewed for each mode of delivery to include more application questions and other activities.
The team project assessment instructions have been further revised, including the section on structure-related notes.
We continue to review the course content to ensure its accessibility. This includes working with UNSW Library to ensure that readings in PDF work in text to speech software.

8. Course Schedule

Week	Activity	Topic	Detail/Engagement	Assessment Task
Week 1	Participation, Online Quiz	Unit 1: Managers and Management	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 2	Participation, Online Quiz	Unit 2: Management is Decision-making	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 3	Participation, Online Quiz	Unit 3: Management is Sense-making	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 4	Participation, Online Quiz	Unit 4: Management is Network Building	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 5	Participation, Online Quiz	Unit 5: Management is 'Teaming'	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 6	Participation, Online Quiz	Unit 6: Management is Influencing	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 7	Participation, Online Quiz	Unit 7: Management is Motivating Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 8	Assessment 1 is due; Participation, Online Quiz	Unit 8: Management is Managing Performance	Assessment 1 is due on Thursday 6 April 2023 by 3pm Sydney time	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 9	Participation, Online Quiz	Unit 9: Management is Recruiting, Selecting, and Socialising New Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 10	Participation, Online Quiz	Unit 10: Management is Managing Your Boss	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 11	-	Review week - all Units	–	–
Week 12	Assessment 2 is due	–	Assessment 2 is due on Monday 1 May 2023 by 3pm Sydney time	Assessment 2 : Organisational action learning review (OALR)
Week 1	Participation, Online Quiz	Unit 1: Managers and Management	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 2	Participation, Online Quiz	Unit 2: Management is Decision-making	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 3	Participation, Online Quiz	Unit 3: Management is Sense-making	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 4	Participation, Online Quiz	Unit 4: Management is Network Building	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 5	Participation, Online Quiz	Unit 5: Management is 'Teaming'	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 6	Participation, Online Quiz	Unit 6: Management is Influencing	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 7	Participation, Online Quiz	Unit 7: Management is Motivating Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 8	Assessment 1 is due; Participation, Online Quiz	Unit 8: Management is Managing Performance	Assessment 1 is due on Thursday 6 April 2023 by 3pm Sydney time	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 9	Participation, Online Quiz	Unit 9: Management is Recruiting, Selecting, and Socialising New Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 10	Participation, Online Quiz	Unit 10: Management is Managing Your Boss	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 11	-	Review week - all Units	–	–
Week 12	Assessment 2 is due	–	Assessment 2 is due on Monday 1 May 2023 by 3pm Sydney time	Assessment 2 : Organisational action learning review (OALR)
Week 1	Participation, Online Quiz	Unit 1: Managers and Management	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 2	Online Participation	-	–	Assessment 3 : Class Participation
Week 3	Participation, Online Quizzes	Unit 2: Management is Decision-making and Unit 3: Management is Sense-making	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 4	Online Participation	-	–	Assessment 3 : Class Participation
Week 5	Participation, Online Quizzes	Unit 4: Management is Network Building and Unit 5: Management is 'Teaming'	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 6	Online Participation	-	–	Assessment 3 : Class Participation
Week 7	Participation, Online Quizzes	Unit 6: Management is Influencing and Unit 7: Management is Motivating Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 8	Assessment 1 is due; Online Participation	-	Assessment 1 is due on Thursday 6 April 2023 by 3pm Sydney time	Assessment 1 : Evidence-based management assessment of an organisational practice Assessment 3 : Class Participation
Week 9	Participation, Online Quizzes	Unit 8: Management is Managing Performance and Unit 9: Management is Recruiting, Selecting, and Socialising New Employees	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 10	Online Participation	-	–	Assessment 3 : Class Participation
Week 11	Participation, Online Quiz	Unit 10: Management is Managing Your Boss and Review Week - all Units	–	Assessment 3 : Class Participation Assessment 4 : Online Unit Quizzes
Week 12	Assessment 2 is due	–	Assessment 2 is due on Monday 1 May 2023 by 3pm Sydney time	Assessment 2 : Organisational action learning review (OALR)

9. Policies and Support

Information about UNSW Business School protocols, University policies, student responsibilities and education quality and support.

Program Learning Outcomes

The Business School places knowledge and capabilities at the core of its curriculum via seven Program Learning Outcomes (PLOs). These PLOs are systematically embedded and developed across the duration of all coursework programs in the Business School.

PLOs embody the knowledge, skills and capabilities that are taught, practised and assessed within each Business School program. They articulate what you should know and be able to do upon successful completion of your degree.

Upon graduation, you should have a high level of specialised business knowledge and capacity for responsible business thinking, underpinned by ethical professional practice. You should be able to harness, manage and communicate business information effectively and work collaboratively with others. You should be an experienced problem-solver and critical thinker, with a global perspective, cultural competence and the potential for innovative leadership.

All UNSW programs and courses are designed to assess the attainment of program and/or course level learning outcomes, as required by the UNSW Assessment Design Procedure. It is important that you become familiar with the Business School PLOs, as they constitute the framework which informs and shapes the components and assessments of the courses within your program of study.

PLO 1: Business knowledge

Students will make informed and effective selection and application of knowledge in a discipline or profession, in the contexts of local and global business.

PLO 2: Problem solving

Students will define and address business problems, and propose effective evidence-based solutions, through the application of rigorous analysis and critical thinking.

PLO 3: Business communication

Students will harness, manage and communicate business information effectively using multiple forms of communication across different channels.

PLO 4: Teamwork

Students will interact and collaborate effectively with others to achieve a common business purpose or fulfil a common business project, and reflect critically on the process and the outcomes.

PLO 5: Responsible business practice

Students will develop and be committed to responsible business thinking and approaches, which are underpinned by ethical professional practice and sustainability considerations.

PLO 6: Global and cultural competence

Students will be aware of business systems in the wider world and actively committed to recognise and respect the cultural norms, beliefs and values of others, and will apply this knowledge to interact, communicate and work effectively in diverse environments.

PLO 7: Leadership development

Students will develop the capacity to take initiative, encourage forward thinking and bring about innovation, while effectively influencing others to achieve desired results.

These PLOs relate to undergraduate and postgraduate coursework programs. Separate PLOs for honours and postgraduate research programs are included under 'Related Documents'.

Business School course outlines provide detailed information for students on how the course learning outcomes, learning activities, and assessment/s contribute to the development of Program Learning Outcomes.

UNSW Graduate Capabilities

The Business School PLOs also incorporate UNSW graduate capabilities, a set of generic abilities and skills that all students are expected to achieve by graduation. These capabilities articulate the University’s institutional values, as well as future employer expectations.

UNSW Graduate Capabilities	Business School PLOs
Scholars capable of independent and collaborative enquiry, rigorous in their analysis, critique and reflection, and able to innovate by applying their knowledge and skills to the solution of novel as well as routine problems.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 7: Leadership development
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 6: Global and cultural competence PLO 7: Leadership development
Professionals capable of ethical, self-directed practice and independent lifelong learning	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 5: Responsible business practice
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.	PLO 1: Business knowledge PLO 2: Problem solving PLO 3: Business communication PLO 4: Teamwork PLO 5: Responsible business practice PLO 6: Global and cultural competence

While our programs are designed to provide coverage of all PLOs and graduate capabilities, they also provide you with a great deal of choice and flexibility. The Business School strongly advises you to choose a range of courses that assist your development against the seven PLOs and four graduate capabilities, and to keep a record of your achievements as part of your portfolio. You can use a portfolio as evidence in employment applications as well as a reference for work or further study. For support with selecting your courses contact the UNSW Business School Student Centre.

Academic Integrity and Plagiarism

Academic Integrity is honest and responsible scholarship. This form of ethical scholarship is highly valued at UNSW. Terms like Academic Integrity, misconduct, referencing, conventions, plagiarism, academic practices, citations and evidence based learning are all considered basic concepts that successful university students understand. Learning how to communicate original ideas, refer sources, work independently, and report results accurately and honestly are skills that you will be able to carry beyond your studies.

The definition of academic misconduct is broad. It covers practices such as cheating, copying and using another person’s work without appropriate acknowledgement. Incidents of academic misconduct may have serious consequences for students.

Plagiarism

UNSW regards plagiarism as a form of academic misconduct. UNSW has very strict rules regarding plagiarism. Plagiarism at UNSW is using the words or ideas of others and passing them off as your own. All Schools in the Business School have a Student Ethics Officer who will investigate incidents of plagiarism and may result in a student’s name being placed on the Plagiarism and Student Misconduct Registers.

Below are examples of plagiarism including self-plagiarism:

Copying: Using the same or very similar words to the original text or idea without acknowledging the source or using quotation marks. This includes copying materials, ideas or concepts from a book, article, report or other written document, presentation, composition, artwork, design, drawing, circuitry, computer program or software, website, internet, other electronic resource, or another person's assignment, without appropriate acknowledgement of authorship.

Inappropriate Paraphrasing: Changing a few words and phrases while mostly retaining the original structure and/or progression of ideas of the original, and information without acknowledgement. This also applies in presentations where someone paraphrases another’s ideas or words without credit and to piecing together quotes and paraphrases into a new whole, without appropriate referencing.

Collusion: Presenting work as independent work when it has been produced in whole or part in collusion with other people. Collusion includes:

Students providing their work to another student before the due date, or for the purpose of them plagiarising at any time
Paying another person to perform an academic task and passing it off as your own
Stealing or acquiring another person’s academic work and copying it
Offering to complete another person’s work or seeking payment for completing academic work

Collusion should not be confused with academic collaboration (i.e., shared contribution towards a group task).

Inappropriate Citation: Citing sources which have not been read, without acknowledging the 'secondary' source from which knowledge of them has been obtained.

Self-Plagiarism: ‘Self-plagiarism’ occurs where an author republishes their own previously written work and presents it as new findings without referencing the earlier work, either in its entirety or partially. Self-plagiarism is also referred to as 'recycling', 'duplication', or 'multiple submissions of research findings' without disclosure. In the student context, self-plagiarism includes re-using parts of, or all of, a body of work that has already been submitted for assessment without proper citation.

To see if you understand plagiarism, do this short quiz: https://student.unsw.edu.au/plagiarism-quiz

Cheating

The University also regards cheating as a form of academic misconduct. Cheating is knowingly submitting the work of others as their own and includes contract cheating (work produced by an external agent or third party that is submitted under the pretences of being a student’s original piece of work). Cheating is not acceptable at UNSW.

If you need to revise or clarify any terms associated with academic integrity you should explore the 'Working with Academic Integrity' self-paced lessons available at: https://student.unsw.edu.au/aim.

For UNSW policies, penalties, and information to help you avoid plagiarism see: https://student.unsw.edu.au/plagiarism as well as the guidelines in the online ELISE tutorials for all new UNSW students: http://subjectguides.library.unsw.edu.au/elise. For information on student conduct see: https://student.unsw.edu.au/conduct.

For information on how to acknowledge your sources and reference correctly, see: https://student.unsw.edu.au/referencing. If you are unsure what referencing style to use in this course, you should ask the lecturer in charge.

Student Responsibilities and Conduct

Students are expected to be familiar with and adhere to university policies in relation to class attendance and general conduct and behaviour, including maintaining a safe, respectful environment; and to understand their obligations in relation to workload, assessment and keeping informed.

Information and policies on these topics can be found on the 'Managing your Program' website.

Workload

It is expected that you will spend at least ten to twelve hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of twenty to twenty four hours. This time should be made up of reading, research, working on exercises and problems, online activities and attending classes. In periods where you need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. You should take the required workload into account when planning how to balance study with employment and other activities.

We strongly encourage you to connect with your Moodle course websites in the first week of semester. Local and international research indicates that students who engage early and often with their course website are more likely to pass their course.

View more information on expected workload

Attendance

Your regular and punctual attendance at lectures and seminars or in online learning activities is expected in this course. The Business School reserves the right to refuse final assessment to those students who attend less than 80% of scheduled classes where attendance and participation is required as part of the learning process (e.g., tutorials, flipped classroom sessions, seminars, labs, etc.).

View more information on attendance

General Conduct and Behaviour

You are expected to conduct yourself with consideration and respect for the needs of your fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students may be asked to leave the class.

View more information on student conduct

Health and Safety

UNSW Policy requires each person to work safely and responsibly, in order to avoid personal injury and to protect the safety of others.

View more information on Health and Safety

Keeping Informed

You should take note of all announcements made in lectures, tutorials or on the course web site. From time to time, the University will send important announcements to your university e-mail address without providing you with a paper copy. You will be deemed to have received this information. It is also your responsibility to keep the University informed of all changes to your contact details.

Student Support and Resources

The University and the Business School provide a wide range of support services and resources for students, including:

Business School EQS Consultation Program
The Consultation Program offers academic writing, literacy and numeracy consultations, study skills, exam preparation for Business students. Services include workshops, online resources, individual and group consultations.
Level 1, Room 1035, Quadrangle Building.
BUS.EQS.Consultations@unsw.edu.au
02 9385 4508

Communication Resources
The Business School Communication and Academic Support programs provide online modules, communication workshops and additional online resources to assist you in developing your academic writing.

Business School Student Centre
The Business School Student Centre provides advice and direction on all aspects of admission, enrolment and graduation.
Level 1, Room 1028 in the Quadrangle Building
02 9385 3189

UNSW Learning & Careers Hub
The UNSW Learning & Careers Hub provides academic skills and careers support services—including workshops, individual consultations and a range of online resources—for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Student Support Advisors
Student Support Advisors work with all students to promote the development of skills needed to succeed at university, whilst also providing personal support throughout the process.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

International Student Support
The International Student Experience Unit (ISEU) is the first point of contact for international students. ISEU staff are always here to help with personalised advice and information about all aspects of university life and life in Australia.
Advisors can support you with your student visa, health and wellbeing, making friends, accommodation and academic performance.
International.student@unsw.edu.au
02 9385 4734

Equitable Learning Services
Equitable Learning Services (formerly Disability Support Services) is a free and confidential service that provides practical support to ensure that your health condition doesn't adversely affect your studies. Register with the service to receive educational adjustments.
Ground Floor, John Goodsell Building.
els@unsw.edu.au
02 9385 4734

UNSW Counselling and Psychological Services
Provides support and services if you need help with your personal life, getting your academic life back on track or just want to know how to stay safe, including free, confidential counselling.
Level 2, East Wing, Quadrangle Building.
counselling@unsw.edu.au
02 9385 5418

Library services and facilities for students
The UNSW Library offers a range of collections, services and facilities both on-campus and online.
Main Library, F21.
02 9385 2650

Moodle eLearning Support
Moodle is the University’s learning management system. You should ensure that you log into Moodle regularly.
externalteltsupport@unsw.edu.au
02 9385 3331

UNSW IT
UNSW IT provides support and services for students such as password access, email services, wireless services and technical support.
UNSW Library Annexe (Ground floor).
02 9385 1333

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Accreditation

AGSM6275 Managing People and Organisations - 2023

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1. Course Details

Summary of Course

Teaching Times and Locations

Course Policies & Support

Course Aims and Relationship to Other Courses

Additional Course Details

2. Quality Assurance and Course Alignment

Quality Assurance

Student Learning Outcomes

3. Staff Contact Details

4. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning Activities and Teaching Strategies

Course Structure

5. Assessment

Formal Requirements

Assessment Structure

Assessment Feedback

Assessment Summary

Assignment Submission Procedure

Special Consideration

Protocol for Viewing Final Exam Scripts

6. Course Resources

Other resources

BusinessThink

7. Course Evaluation & Development

Continual Course Improvement

Student Response

Response to Student Feedback

8. Course Schedule

9. Policies and Support

RELATED DOCUMENTS

UNSW Graduate Capabilities

Plagiarism

Cheating

Workload

Attendance

General Conduct and Behaviour

Health and Safety

Keeping Informed

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