MGMT1002 Managing Organisational Behaviour - 2018

MGMT1002
Undergraduate
Semester 1
6 Units of Credit
On Campus
Management

1. Course Details

Summary of Course

This course is designed to provide students with knowledge of the fundamental theories and models relevant to understanding individual and group behaviour in organisation settings. Organisational behaviour is concerned with how to manage individual and group behaviour in work settings. Topics such as work attitudes, emotions and motivation in the workplace, organisational culture, and turnover will be discussed.

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.

View course timetable

Course Policies & Support

Course Aims and Relationship to Other Courses

MGMT 1001 ‘Managing Organisations & People’ gives you a broad overview of management discipline. In contrast, MGMT 1002 ‘Organisational Behaviour’ is concerned with providing a more in-depth analysis of individual, team, and organisational phenomena. We will explore a variety of ‘micro’ topics such as personality, attitudes, motivation and leadership as well as more ‘macro’ topics such as organisational culture and organisational change. By the end of this course, you will have a better understanding of how to enhance employee well-being as well as how to maximise performance and therefore organisational performance.

Later courses that you may take will give you a deeper understanding of: 1) organisational systems (e.g., MGMT 2718 Human Resource Management, MGMT 3724 Strategic Human Resource Management), 2) industrial relations perspectives (e.g., MGMT 2705 Industrial Relations), 3) international issues (e.g., MGMT 2012 Managing Across Cultures, MGMT 3101 International Business Strategy), and 4) specialist knowledge (e.g., MGMT 3728 Managing pay and Performance, MGMT 3729 Managing Workplace Training).

In summary, MGMT 1002 will provide you with the basic foundations that will allow you to effectively manage the most important asset that organisations have – their people.

2. Staff Contact Details

Position Title Name Email Location Phone Consultation Times
LICProfChris Jackson566, School of Management, Business School02 9385 59715Please contact me by email to arrange a consultation. Please use your UNSW account, indicate the course that your query is about, your full name, and student number when sending me an email.
TutorDrGraham Taylor553, School of Management, Business School02 9385 9722Please contact me by email to arrange a consultation. Please use your UNSW account, indicate the course that your query is about, your full name, and student number when sending me an email.
If you have questions about the course or assessment your first point of contact should be your tutor. Your tutor will escalate your question to the lecturer-in-charge if needed. When emailing your tutor please use your UNSW account, indicate the course that your query is about, your full name, and student number. Also, please do not expect an instant response from your tutor. Waiting three working days for an email response is a reasonable amount of time.

3. Learning and Teaching Activities

Approach to Learning and Teaching in the Course

Learning and teaching in this course will be based upon the principles of ‘rigor and relevance’. ‘Rigor’ describes the validity of the content of this course. Organisational behaviour is more than ‘common sense’. The frameworks, theories and facts taught in this course are rigorously researched by psychologists, sociologists, anthropologists, and also those with a business background. Utilising this rigorous research evidence for selecting and implementing the most appropriate structures, processes and people in organisations provides both organisations and employees with a critical competitive advantage and also ensures that employee well-being is maintained.

The theme of ‘relevance’ highlights the applied nature of the course. The assessment has been designed so that you need to analyse real world situations and apply the ideas and concepts discussed in the lectures and tutorials to understand these problems. To perform well in this course, you will need to integrate rigorous theories with practical solutions for workplace problems.

The learning outcomes of this course are best achieved through active student participation and experiential learning (that is, learning by DOING). As such, the tutorials will be highly interactive and there is an expectation that you will come to class: a) having read any readings for the week and the tutorial material from the tutorial work book so that you can actively participate in exercises in class, and b) come prepared to participate in discussions by having completed the learning journal for each week. Active participation means asking relevant questions, expressing opinions, and engaging in learning activities.

The tutorial exercises have been designed to provide you with experience in the type of work that you will be required to complete for the assignments. As such, active participation in the tutorials should enable you to develop an understanding of how to complete the assignments.

Organisational behaviour is strongly based in current academic research. As a result, you will be asked to read academic papers regularly throughout the course that will help you understand more about the topic and prepare you for your assignments. Assignments are designed to develop your ability to critically review current academic thinking and to develop your in-depth knowledge of two areas of organisational behaviour. In addition, by completing these reviews you also are developing your ability to assess academic articles in a rigorous fashion which is necessary to successfully complete an academic essay. Ultimately, it is important to gain an appreciation and understanding of how academic thinking informs organisational behaviour practice and this course is designed to help you do this.

Learning Activities and Teaching Strategies

Learning and teaching in this course will be based upon lecture delivery, absorption of suggested reading material as well as interactive tutorial exercises and discussion. The lectures critically evaluate the core concepts and theories about organisational behaviour. Specifically, lectures are designed to give you a ‘head start’ on understanding the readings. The tutorials are based on a learning philosophy that sees engagement in activities and debates as vital precursors to greater understanding, retention and transfer of your learning. Getting away from ‘passive’ learning techniques, a large portion of the tutorial exercises will take place in groups.

Creating an open yet supportive environment in your tutorial will be important so you can test out your understanding of course concepts on your classmates and listen to their points of view. In turn these are skills that will be of value after you graduate in all aspects of your life.

5. Course Resources

Reading list and readings associated with course

Available for download from Moodle. Here is a list:

For each lecture:

Lecture 1:

  • Bregman
  • Chamorro 2016
  • Schrage 2014
  • Winsborough 2015
Lecture 2:
  • ​Allen 2008
Lecture 3:
  • ​Nicholson 2003
  • Nohria et al. 2008
Lecture 4:
  • ​Kellerman 2004
Lecture 5:
  • ​Simmons 2005
Lecture 6:
  • Hill 2008
  • Manzoni 2012 (A & B)
Lecture 7:
  • Taylor 2016
  • Murnieks 2016
Lecture 8:
  • Pfeffer 2010
Lecture 9:
  • Barside, S., & O’Neill, O. (2016)
Lecture 10:
  • Christenson et al. 2000

For your assignments:

Assignment 1:

  • Roy Ventura at Mitchell Memorial Hospital. Harvard Business Review. (case study)
  • This might be helpful: Levinson (1978).

Assignment 2:

  • ​N/A

Assignment 3:

  • ​Garvin, D. (2014). Can a strong culture be too strong? Harvard Business Review.

Useful supplementary text:

  • Robbins, S. P., Judge, T. A., Millett, B.,Boyle. (2013). Organisational Behaviour (15th edition). Pearson Prentice Hall, Education Australia.

Journals

The following journals are held in the library and will provide you with a good source of research for topics:

  • Academy of Management Journal
  • Academy of Management Review
  • Administrative Science Quarterly
  • Annual Review of Psychology
  • Applied Psychology: An International Review
  • Asia-Pacific Human Resource Management
  • European Journal of Work and Organisational Psychology
  • Group and Organisation Management
  • Human Factors
  • Human Relations
  • International Journal of Selection and Assessment
  • International Review of Industrial and Organisational Psychology
  • Journal of Applied Behavioural Science
  • Journal of Applied Psychology
  • Journal of Applied Social Psychology
  • Journal of Business and Psychology
  • Journal of Business Research
  • Journal of Management
  • Journal of Management Studies
  • Journal of Occupational and Organisational Psychology
  • Journal of Organisational Behaviour
  • Journal of Personality and Social Psychology
  • Journal of Vocational Behaviour
  • Leadership and Organisation Development Journal
  • Leadership Quarterly
  • Organisation Science
  • Organisational Behaviour and Human Decision Processes
  • Organisation Development Journal
  • Organisational Dynamics
  • Personnel Psychology
  • Strategic Management Journal
  • Training and Development Journal
  • Work and Stress

6. Course Evaluation & Development

This course is continually being refined through a sustained process of stakeholder consultation, planning, and course redesign. We would appreciate your feedback and suggestions throughout the course. We will also seek your feedback through the formal end of semester course evaluation, using UNSW's myExperience survey. We will be grateful if you thoughtfully contribute to making this course as useful as possible for cultivating the insights and skills of yourself, as well as other current and future leaders!”

7. Course Schedule

Week 1: 26 Feb
Activity

Lecture

Topic

Introduction to Organisational Behaviour

 

NO TUTORIAL THIS WEEK

Assessment/Other

Possible quiz

Week 2: 05 Mar
Activity

Lecture

Topic

Personality and individual differences

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Understand your personality (EPP)

Assessment/Other

Possible quiz

Activity

Readings

Topic

Bregman

Chamorro 2016

Schrage 2014

Winsborough 2015

Week 3: 12 Mar
Activity

Lecture

Topic

Work Attitudes

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Work Attitudes:

Understand your job satisfaction (WVQ) and Attributional Styles (OASQ)

Assessment/Other

Possible quiz

Activity

Readings

Topic

Allen 2008

Week 4: 19 Mar
Activity

Lecture

Topic

Workplace Motivation

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Goal setting

Assessment/Other

Possible quiz

Activity

Readings

Topic

Nicholson 2003

Nohria et al. 2008

Week 5: 26 Mar
Activity

Lecture

Topic

Leadership

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Prepare for Team Presentation

Assessment/Other

Assignment 1 due Monday of Week 5

 

Prepare for Assignment 2

 

Possible quiz

Activity

Readings

Topic

Kellerman 2004

Mid Semester Break: 02 Apr
Week 6: 09 Apr
Activity

Lecture

Topic

Job Design

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Job design

Assessment/Other

Possible quiz

Activity

Reading

Topic

Simmons 2005

Week 7: 16 Apr
Activity

Lecture

Topic

Fear & Stress

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Assignment 2 Presentations (each of 4 mins)

Assessment/Other

Assignment 2 in tutorial

 

Possible quiz

Activity

Readings

Topic

Hill 2008

Week 8: 23 Apr
Activity

Lecture

Topic

Turnover

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Assignment 3 preparation

Assessment/Other

Prepare for Assignment 3

 

Possible quiz

Activity

Readings

Topic

Taylor 2016

Murnieks 2016

Week 9: 30 Apr
Activity

Lecture

Topic

Power and Conflict

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Power and Conflict

Assessment/Other

Possible quiz

Activity

Reading

Topic

Pfeffer 2010

Week 10: 07 May
Activity

Lecture

Topic

Organisational culture

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Organisational culture

Assessment/Other

Possible quiz

Activity

Reading

Topic

Barside, S., & O’Neill, O. (2016).

Week 11: 14 May
Activity

Lecture

Topic

Organisational change

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Organisational change

Assessment/Other

Possible quiz

Activity

Readings

Topic

Christenson et al. 2000

Week 12: 21 May
Activity

Lecture

Topic

Review

Assessment/Other

Possible quiz

Activity

Tutorial

Topic

Review

Assessment/Other

Assignment 3 due Monday of Week 12

 

Possible quiz

Week 13: 28 May
Topic

NO LECTURE OR TUTORIAL THIS WEEK

8. Policies

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

Program Learning Goals and Outcomes

The Business School Program Learning Goals reflect what we want all students to BE or HAVE by the time they successfully complete their degree, regardless of their individual majors or specialisations. For example, we want all our graduates to HAVE a high level of business knowledge and a sound awareness of ethical, social, cultural and environmental implications of business. As well, we want all our graduates to BE effective problem-solvers, communicators and team participants.

You can demonstrate your achievement of these goals by the specific outcomes you achieve by the end of your degree (i.e. Program Learning Outcomes—henceforth PLOs). These PLOs articulate what you need to know and be able to do as a result of engaging in learning. They embody the knowledge, skills and capabilities that are identified, mapped, taught, practised and assessed within each Business School program.

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

Program Learning Outcomes

  • Undergraduate
  • Postgraduate Coursework
Knowledge You should be able to identify and apply disciplinary knowledge to business situations in a local and global environment.
Critical thinking and problem solving You should be able to identify and research issues in business situations, analyse the issues, and propose appropriate and well-justified solutions.
Written communication You should be able to prepare written documents that are clear, concise and coherent, using appropriate style and presentation for the intended audience, purpose and context.
Oral communication You should be able to prepare and deliver oral presentations that are clear, focussed, well-structured, and delivered in a professional manner.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Workplace skills (Co-op programs only) You should be able to conduct yourself in a professional manner in the work environment, communicate effectively in diverse workplace situations and be able to apply discipline knowledge and understanding to real business problems with initiative and self-direction.
Related PLO Documents View the Undergraduate Honours PLOs (pdf)
Knowledge You should be able to identify and apply current knowledge of disciplinary or interdisciplinary theory and professional practice to business in local and global environments.
Critical thinking and problem solving You should be able to identify, research and analyse complex issues and problems in business and/or management, and propose appropriate and well-justified solutions.
Written communication You should be able to produce written documents that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Oral communication You should be able to produce oral presentations that communicate complex disciplinary ideas and information effectively for the intended audience and purpose.
Teamwork You should be able to participate collaboratively and responsibly in teams, and reflect on your own teamwork, and on the team’s processes and ability to achieve outcomes.
Ethical, social and environmental responsibility
  1. You should be able to identify and assess ethical, environmental and/or sustainability considerations in business decision-making and practice.
  2. You should be able to identify social and cultural implications of business.
Related PLO Documents View the Master of Philosophy PLOs (pdf)
View the Doctor of Philosophy PLOs (pdf)

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 CapabilitiesBusiness 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.
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Research capability
  • Teamwork
  • Workplace skills
  • Written communication
Entrepreneurial leaders capable of initiating and embracing innovation and change, as well as engaging and enabling others to contribute to change
  • Critical thinking and problem solving
  • Knowledge
  • Oral communication
  • Workplace skills
  • Written communication
Professionals capable of ethical, self- directed practice and independent lifelong learning
  • Ethical, social and environmental responsibility
  • Workplace skills
Global citizens who are culturally adept and capable of respecting diversity and acting in a socially just and responsible way.
  • Ethical, social and environmental responsibility
  • Oral communication
  • Written communication

The Business School strongly advises you to choose a range of courses that assist your development against these PLOs and graduate capabilities, and to keep a record of your achievements as part of your portfolio. You could use these records 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 nine to ten hours per week studying for a course except for Summer Term courses which have a minimum weekly workload of eighteen to twenty 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.

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.

General information on special consideration for undergraduate and postgraduate courses can be found in the Assessment Implementation Procedure and the Current Students page.

Please note the following:

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

Business School Protocol on requests for Special Consideration

The lecturer-in-charge will need to be satisfied on each of the following before supporting a request for special consideration:

  1. Does the medical certificate contain all relevant information? For a medical certificate to be accepted, the degree of illness and its impact on the student must be stated by the medical practitioner (severe, moderate, mild). A certificate without this will not be valid. Students should also note that only medical certificates issued after physically visiting a registered medical practitioner will be accepted. Medical certificates submitted for Special Consideration should always be requested from a registered medical practitioner that you have seen at a medical practice. Certificates obtained online or via social media may be fraudulent and if relied upon could result in a breach of the UNSW Student Code.
  2. Has the student performed satisfactorily in the other assessment items? To understand what Satisfactory Performance means in this course, please refer to the 'Formal Requirements' section in Part A of your Course Outline

Special Consideration and the Final Exam in undergraduate and postgraduate courses

Applications for special consideration in relation to the final exam are considered by a Business School Faculty panel to which lecturers-in-charge provide their recommendations for each request. If the Faculty panel grants a special consideration request, this will entitle the student to sit a supplementary examination. No other form of consideration will be granted. The following procedures will apply:

  1. Supplementary exams will be scheduled centrally and will be held approximately two weeks after the formal examination period.

    Supplementary exams for Semester 1, 2018 will be held during the period 14 - 21 July, 2018. Students wishing to sit a supplementary exam will need to be available during this period.

    The date for all Business School supplementary exams for Summer Term 2017/2018 is Wednesday, 21 February, 2018. If a student lodges a special consideration for the final exam, they are stating they will be available on this date. Supplementary exams will not be held at any other time.

  2. Where a student is granted a supplementary examination as a result of a request for special consideration, the student’s original exam (if completed) will be ignored and only the mark achieved in the supplementary examination will count towards the final grade. Absence from a supplementary exam without prior notification does not entitle the student to have the original exam paper marked, and may result in a zero mark for the final exam.

The Supplementary Exam Protocol for Business School students is available at: http://www.business.unsw.edu.au/suppexamprotocol

For special consideration for assessments other than the final exam refer to the ‘Assessment Section’ in your course outline.

Protocol for Viewing Final Exam Scripts

The UNSW Business School has set a protocol under which students may view their final exam script. Please check the protocol here.

Given individual schools within the Faculty may set up a local process for viewing final exam scripts, it is important that you check with your School whether they have any additional information on this process. Please note that this information might also be included in your course outline.


Student Support and Resources

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

Business School Education Quality and support Unit (EQS)
The EQS offers academic writing, study skills and maths support specifically for Business students. Services include workshops, online resources, and individual consultations.
Level 1, Room 1033, Quadrangle Building.
bschoolconsults@unsw.edu.au
02 9385 7577 or 02 9385 4508

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 Centre
The UNSW Learning Centre provides academic skills support services, including workshops and resources, for all UNSW students. See their website for details.
Lower Ground Floor, North Wing Chancellery Building.
learningcentre@unsw.edu.au
02 9385 2060

Educational Support Service
Educational 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. Check their website to request an appointment or to register in the Academic Success Program.
John Goodsell Building, Ground Floor.
advisors@unsw.edu.au
02 9385 4734

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).
itservicecentre@unsw.edu.au
02 9385 1333

Disability Support Services
UNSW Disability Support Services provides assistance to students who are trying to manage the demands of university as well as a health condition, learning disability or who have personal circumstances that are having an impact on their studies. Disability Advisers can arrange to put in place services and educational adjustments to make things more manageable so that students are able to complete their course requirements. To receive educational adjustments for disability support, students must first register with Disability Services.
Ground Floor, John Goodsell Building.
disabilities@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


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