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SUBJECT OUTLINE 21937 Managing, Leading and Stewardship
Subject coordinator Dr. Walter Jarvis
Teaching staff Dr. Walter Jarvis (Lecturer)
Subject description An understanding of managing, leading and stewardship is foundational to the development of students as responsible leaders, managers and followers. This subject aims to prepare students to meet profession-like, personal responsibility objectives and how to guide others to meet collective responsibility in morally challenging situations. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society, i.e. where business serves society's needs for not just products and services but in ways that earn public trust and respect. The approach taken in the subject delivery and associated assignments is to encourage students to recognise the place of business in society and to cultivate a personal commitment toward earning and sustaining public trust in consideration of others in their business judgements and decision-making.
Subject learning objectives (SLOs) Upon successful completion of this subject students should be able to:
1. Analyse critically and reflect on how management, leadership and stewardship practices affect the performance of individuals, teams and organisations
2. Research and apply organisation theories to critique and/or propose improvements to organisation and management practice
3. Demonstrate an understanding of the role of stewardship in ensuring personal accountability and responsibility when engaging in management, leadership and followership practice
4. Discuss the personal capacity an individual needs to build to deliver on moral responsibility
5. Integrate a range of communication and team working skills required to transmit information and knowledge to business audiences
Course intended learning outcomes (CILOs) This subject also contributes specifically to the following program learning objectives:
Construct, develop, critically analyse and employ multi-media communications that utilise emotional intelligence to shape interactions with internal and external stakeholders (3.1) Critically evaluate and integrate ethics, sustainability, social justice, and indigenous values as managers (4.1)
Contribution to the development of graduate attributes This subject contributes to the development of the following graduate attributes:
Communication and interpersonal skills Attitudes and values
Course area UTS: Business Delivery Summer 2020; City Credit points 6cp Requisite(s) Completionof subject 21878 c Organisational Dialogue: Theory and Practice
These requisites may not apply to students in certain courses. There are also course requisites for this subject. See access conditions.
Result type Grade and marks
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Attitudes and values Business practice oriented skills
Managing, Leading and Stewardship is fundamental to the development of students as responsible managers, leaders and followers. The subject aims to prepare students to understand the tensions modern organisations face and to address these and guide others to meet collective responsibility. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society. The approach taken in the subject delivery and associated assignments is to encourage students to cultivate a personal commitment toward consideration of others in decision making.
This subject also contributes specifically to develop the following Program Learning Objectives for the Masters courses in Creative and Cultural Industries Management, Event Management, Human Resource Management, Management, Not-for-Profit and Social Enterprise Management, Sport Management and Tourism Management:
3.1: Communicate information clearly and fluently in a written form appropriate for stakeholders 5.2: Execute a substantial research-based or professionally focused management project
It also contributes to developing the following program learning objective for the Master of Business Administration: 3.1: Communicate information clearly and fluently in a written form appropriate for stakeholders 4.1: Evidence understanding of ethical and social responsibility in professional practice and accountability for related personal outputs
Teaching and learning strategies Classes involve a combination of lectures, guest lectures, case study discussions, collaborative learning experiences and exercises, video analysis, role-plays, simulation exercises and participation in a discussion group with current and former students of the subject via LinkedIn. Assignments focus on personal exploration and development of capacity in self and others to make judgments and deliver on responsibility.
This subject adopts a blended learning approach where students take on the responsibility for their own learning. This includes preparing a range of materials before students come to class and actively contributing to the learning process in class. Prior to each class, students are expected to read and reflect upon assigned materials including videos and documentary material provided via the learning management system or other means so that they are prepared to participate in class discussion. In-class activities have a heavy focus on collaborative learning experiences, such as role plays, debates, preparation of short presentations, discuss and debate ideas, theories, and arguments with peers as well as mentor students when appropriate.
The class contribution will include: Making observations that integrate concepts and discussions; Asking key questions that lead to revealing discussions; Engaging in devil’s advocacy; Respectfully challenging the lecturer, tutors, other students and prescribed materials or commonly held assumptions about various theories, concepts and models when the difference of opinion serves as both a counterpoint and a way of exploring all sides of a concept, issues, or practice; and Working with others to come to a common understanding of topics—in and out of the classroom (ie in formal and informal learning settings); Mentoring other students to support them in their learning process and to share knowledge; Providing feedback to the lecturer, tutors and other students; Sharing examples from students’ personal experience in order to contribute to the embedded and embodied nature of the learning process in this subject and the development of a learning community.
An aim of this subject is to help you develop academic and professional language and communication skills in order to succeed at university and in the workplace. To determine your current academic language proficiency, you are required to complete an online language screening task, a written diagnostic task (information available at https://www.uts.edu.au/research-and-teaching/learning-and-teaching/enhancing/language-and-learning/about-opela-students).
If you receive a Basic grade for the written diagnostic task, you must attend additional Language Development Tutorials (each week from the week [3/4] to a week [11/12] in order to pass the subject. These tutorials are designed to support you to develop your language and communication skills. Students who do not complete the OPELA and/or do not attend 80% of the Language Development Tutorials will receive a Fail X [W] grade.
Content (topics) Organisation theories Theories of managing, leading and stewardship Contemporary challenges to managing and leading theory and practice Challenges people experience when they encounter organisational tensions and moral responsibility
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Judgment and biases in decision-making The role of stewardship and followership
Program Week/Session Dates Description
Preview 12-18 Nov Preview period aims to introduce you to the key issues and topics discussed in MLS via a range of materials.
Please watch the following videos, provided in the sub-folder Preview week on UTS Canvas:
The moral limits of markets Crisis leadership Addicted to money
What we expect from our students:
1. We encourage you to read the additional materials provided in for each week on UTS Canvas.
2. Please note that in this subject, we expect you to come prepared to class sessions and actively engage with the different materials provides on UTS Canvas, as well as follow relevant news stories. Class discussions in both lecture and tutorials are vital for student learning and achieving the aims of this subject.
3. You need to log into UTS Canvas on a weekly basis to check the required and recommended materials provided.
Lectures commence in Week 1.
Tutorials commence in Week 2.
Notes:
We invite you to join the UTS B-School MLS LinkedIn group (link on UTS Canvas). We use this group to share further relevant materials related to the subject and to stay in touch with former and current MLS students.
Week 1 19 Nov Lecture: Introduction to key topics and concerns and to MLS
The lecture situates MLS in an overview of the historical development of management and organisation practice in the 20th and 21st centuries and outlines the key concepts and concerns that will be discussed. A rationale for this focus is presented.
You will be introduced to the main elements of the subject, including activities in the lectures and tutorials, and assessments.
Read (via UTS Canvas/Week 1):
Christensen and Raynor (2003) Why hard-nosed executives should care about management theory. Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition, Introduction. Luhman and Cunliffe (2013) Key concepts in organization theory. Sage Publications. Introduction. Paul du Gay and Signe Vikkelsø (2016) For Formal Organization: The Past in the Present and Future of Organization Theory, Ch. 1 and pp. 136-142.
Review before first class session (via UTS Canvas/Week 1):
Overview on Organisation theories (ppt slides and video)
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Overview on Leadership theories
Watch (via UTS Canvas/Week 1):
Inside Job
Simon Sinek TED talk: First why and then trust
Workshop/Tutorial
Commence in Week 2.
Notes:
This is a ROUGH schedule so WILL vary depending on discussion, interest and time.
Please note that we might add additional materials that need to be prepared each week so the list of materials to prepare provided in the Subject guide is not complete.
Week 2 26 Nov Lecture: Understanding past approaches to Organisation theory and practice
Readings (via UTS Canvas/Week 2):
Luhman and Cunliffe (2013) Key concepts in organization theory, Chapters: Introduction, Agency Theory, Transaction Cost Theory, Scientific Management, Bureaucracy, Institutional Theory.
Clegg and Bailey (2008) International Encyclopedia of Organization Studies. See relevant entries on: Agency Theory, Transaction Cost Theory, Scientific Management, Bureaucracy, Institutional Theory.
Advanced Reading:
Paul du Gay and Signe Vikkelsø (2016) For Formal Organization: The Past in the Present and Future of Organization Theory, Ch. 2 (via UTS Canvas/Week 2).
Watch:
The Shock Doctrine (via UTS Canvas/Week 2)
Workshop/tutorial:
Introductions and “ice-breaker”. Activity explained in class. Forming Learning Groups.
What to prepare for next week:
Each learning group to prepare one example (as allocated in the tutorial) of questionable organisational and personal practices listed on UTS Canvas/Week 3/Materials for tutorial discussion. You have to beprepared to discuss the key points and learnings of your case. Groups have to identify the underlying issues/causes for the questionable organisational practices and personal behavior as outlined in their allocated case. No slides required, just oral presentation in the tutorials in Week 3.
Notes:
A Note on Learning Groups: In your groups, you will be given materials (a reading/case/video/other materials) to prepare as a group before your next tutorial as part of your Group Assessment. You are expected to discuss these materials
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as part of your Group Assessment. You are expected to discuss these materials with your group members prior to next tutorial and be prepared to be asked to comment/discuss/analyse/role play and comment on the materials.
Learning groups will be assessed on the group's preparation, participation, quality of discussion/analysis and support students offer to each other in the form of mentoring (see Marking Criteria in the document with Supplementary information on assignments on UTS Canvas). Feedback will be provided based on groups' self-reviews so groups can improve their group experiences and learning.
Week 3 3 Dec Lecture: Organisations and Managers today
The lecture discusses current Organisational and Management practices and examines the particular challenges facing organisations and managers in the contemporary era, especially as related to globalization and neoliberalism.
Readings:
Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition, Ch 1.
Luhman and Cunliffe (2013) Key concepts in organization theory. Sage Publications. Chapters: Authority, Bureaucracy, Control, Flexibility, Globalization, Life Cycle Models, Organization Structure and Design (via UTS Canvas Week 3).
Clegg and Bailey (2008) International Encyclopedia of Organization Studies. See relevant entries on: Authority, Bureaucracy, Control, Flexibility, Globalization, Organization Structure and Design (via UTS Canvas/Week 3).
Brockner (2006) Why it's so hard to be fair. Harvard Business Review (via UTS Canvas/Week 3).
Advanced reading:
Paul du Gay and Signe Vikkelsø (2016) For Formal Organization: The Past in the Present and Future of Organization Theory, Ch. 4, pp. 113-124 (via UTS Canvas/Week 3).
Workshop/tutorial:
Cases of questionable organisational and personal practices (UTS Canvas/Week 3/Materials for tutorial discussion). Groups have to present the underlying issues/causes for the questionable organisational practices and personal behavior as outlined in their allocated case (no formal slides required, just oral presentation).
What to prepare for next week:
Watch: 'Apple's broken promises' (via UTS Canvas/Week 4 under "Four Corners") and discuss in your learning group key issues and insights.
Exchange and peer review a draft of the 1st part (pre-semester reflection) of Assignment 3 (see notes on UTS Canvas/Week 3 and document with Supplementary information on assignments on UTS Canvas).
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Week 4 10 Dec Lecture: Exploring alternative approaches to Organisation Theory and practice: Foundations
The lecture discusses how an understanding of (i) ethical & moral dimensions (ii) ways of thinking (reductionist / relativist / pluralist) plus (iii) Aristotle’s forms of knowledge (technical & scientific v. practical wisdom) explains and prepares the foundations for much-need alternative approaches to Organisation Theory and practice.
Readings (via UTS Canvas/Week 4):
Nonaka and Toyama (2007) Strategic management as distributed practical wisdom (phronesis).
Ghoshal (2005) Bad Management Theories Are Destroying Good Management Practices.
Watch (via UTS Canvas/Week 4):
A History of Scotland: The Price of Progress. See especially sections concerning Adam Smith - how Smith's views on the moral grounds for economics (as the "founder" of Economics) have been so grossly misappropriated.
Michael Sandel: The changing nature of our society.
Workshop/tutorial:
Four Corners program on Apple's Broken Promises by Richard Bilton, BBC Panorama (via UTS Canvas/Week 4).
Week 5 17 Dec Lecture: Stewardship - a new lens to reframe Managing and Leading
The lecture introduces the concept of stewardship as an alternative perspective to management and leadership. Co-determination is discussed as an organisational exemplar of stewardship.
Readings (via UTS Canvas/Week 5):
Hernandez, M. (2008). Promoting stewardship behavior in organizations: A leadership model. Journal of Business Ethics, 80(1), 121-128.
Paul du Gay and Signe Vikkelsø (2016) For Formal Organization: The Past in the Present and Future of Organization Theory, Conclusion, pp. 176-183.
Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Management across cultures: Challenges and strategies. Cambridge University Press (on co-determination).
Watch (via UTS Canvas/Week 5):
INSEAD Professor Subi Rangan on reconciling business performance and social good
Advanced Readings (via UTS Canvas/Week 6):
Hernandez, M. (2012). Toward an understanding of the psychology of stewardship. Academy of Management Review, 37(2), 172-193.
Smith, C. (2011) What is a Person? Chicago: Chicago University Press. Chapter 1 (pp. 25-89).
Workshop/tutorial:
Activity to be explained in class
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Other tasks:
Undertake a self-review with your learning group on your group performance (see notes in Week 5 on UTS Canvas).
What to prepare for next week:
Read: Collomb, B. (2015) "Trust and Power". In: Rangan, S. (Ed.) Performance and Progress: Essays on Capitalism, Business, and Society. Oxford: Oxford University Press (via UTS Canvas/Week 6).
Week 6 24 Dec Lecture:Exploring alternative approaches to Organisation Theory and practice: Key approaches I
Our emphasis now shifts to asking, how might we “improve” organisational practices? This lecture focuses on two hugely neglected key organisation theorists: Mary Follett & Eliott Jaques - what might we learn for profession-like practice?
Readings (via UTS Canvas/Week 6):
Benkler, Y. (2011) The unselfish Gene (Harvard Business Review online article) Follett, M. P. (2011). Business as an Integrative Unity. Ellen O'Connor (2012) Creating New Knowledge in Management: Appropriating the Field’s Lost Foundations, Ch. 5 on Follett, but also Ch 6. Jaques, E. (1990) In praise of hierarchy. Harvard Business Review 68(1), 127-133.
Workshop/tutorial:
Activity to be explained in class. Relevant readings for this activity:
Collomb, B. (2015) "Trust and Power". In: Rangan, S. (Ed.) Performance and Progress: Essays on Capitalism, Business, and Society . Oxford: Oxford University Press (UTS Canvas/Week 6).
StuVac No formal sessions.
Notes:
Please note that the Professional report (Assessment 1) is due on 27 Sept at 11pm. Submission via UTS Canvas. Link provided in the folder Assignment 1 Professional report on UTS Canvas.
Further information on Assessment 1 is available in the document with Supplementary information on assignments on UTS Canvas and in the folder Assignment 1 Professional report on UTS Canvas.
Week 7 7 Jan Lecture:Exploring alternative approaches to Organisation Theory and practice: Key approaches II
The emphasis continues asking, how might we “improve” organisational practices? This session focuses on commons/co-operatives as alternative organisational forms for profession-like practices.
Key approaches II:
Commons/co-operatives Employee ownership
Readings:
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Webb, T., & Cheney, G. (2014). Worker-owned-and-governed co-operatives and the wider co-operative movement. The Routledge companion to alternative organizations, 64-95. Roelants, B., Hyungsik, E. & Terrasi, E. 2014, Cooperatives and Employment: a Global Report, CICOPA & Desjardins Group - Commissioned for 2014 International Summit of Cooperatives. Read and view materials posted on UTS Canvas for week 7 that explain/discuss employee ownership, commons and co-operative organisational forms and principles.
Workshop/tutorial:
Activity to be explained in class.
Week 8 14 Jan Self-study week;NO formal lecture and tutorial. Students are expected to prepare a number of materials and meet with their learning groups to work on the below tutorial exercise.
Task for submission:
Read the below debate (on UTS Canvas/Week 8). Learning groups have to prepare a two page summary of your view pro and against each of the three perspectives presented in the below debate and submit to tutor in week 8.
Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole Foods' John Mackey, and Cypress Semiconductor's T.J. Rodgers.
Readings for the above task (via UTS Canvas/Week 8):
Friedman, M. (1970) The Social Responsibility of Business is to Increase its Profits. Freeman, R. E., Wicks, A. C., & Parmar, B. (2004). Stakeholder theory and “the corporate objective revisited”. Organization science, 15(3), 364-369. Steers, R. M., Sanchez-Runde, C. J., & Nardon, L. (2010). Management across cultures: Challenges and strategies. Ch. 4.
Watch (via UTS Canvas/Week 8):
The myth of maximizing shareholder value.
What to prepare for next week:
Read the below case exercise individually, NOT in your learning groups:
Assigned Leaders Group Discussion Exercise: Assessing Your Leadership Skills (via UTS Canvas/Week 9).
Undertake a 2nd self-review with your learning group on your group performance (see notes in UTS Canvas/Week 8).
Week 9 21 Jan Lecture: Managing, Leading, Followership I
We discuss the nature of/theories on leadership and especially, followership. We will reflect on how followership influences leadership skills.
Readings:
Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition. Chapter 2. Kellerman, B Introduction: Twenty-First Century Leadership - and Followership (via UTS Canvas/Week 9).
Workshop/tutorial:
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Assigned Leaders Group Discussion Exercise: Assessing Your Leadership Skills (via UTS Canvas/Week 9).
Other tasks:
Exchange and peer review a draft of the 2nd part (mid-semester reflection) of Assignment 3 (see notes on UTS Canvas/Week 9 and document with Supplementary information on assignments on UTS Canvas). Submit a 2nd self-review with your learning group on your group performance (see notes in UTS Canvas/Week 9).
What to prepare for next week:
Watch and discuss: Enron (via UTS Canvas/Week 10) with your Learning group
Read the following materials for the Enron discussion (via UTS Canvas/Week 10):
Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conductive environments. The Leadership Quarterly, 18(3), 176-194. e Cunha, M. P., Clegg, S., & Rego, A. (2013). Lessons for leaders: Positive organization studies meets Niccolò Machiavelli. Leadership, 9(4), 450-465. What It Will Take to Change the Culture of Wall Street: https://hbr.org/2014/10/what-it-will-take-to-change-the-culture-of-wall-street
Week 10 28 Jan Lecture: Managing, Leading, Followership II.
We discuss destructive leadership and cultures, what enables these, their consequences, and potential actions when experiencing such.
Readings (all via UTS Canvas/Week 10 except Cunliffe Ch. 4):
Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition. Chapter 4. (esp. pp, 95-99) Kellerman, B. (2004) Leadership warts and all. Padilla, A., Hogan, R. & Kaiser, R. B.The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. e Cunha, M. P., Clegg, S., & Rego, A. (2013). Lessons for leaders: Positive organization studies meets Niccolò Machiavelli. Leadership, 9(4), 450-465. Toxic company cultures are easy in tech Palazzo et al (2012) Ethical blindness.
Workshop/tutorial:
Enron and Relevant readings for discussing Enron.
What to prepare for next week:
Read:
Letter from Birmingham Jail (UTS Canvas/Week 11) Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition. Ch. 5.
Week 11 4 Feb Lecture: Profession-like Practice
We conclude the formal sessions by integrating insights to support judgement and profession-like moral/relational accountability: From personhood to phronesis to praxis as stewardship in and for managing & leading.
Readings:
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Cunliffe (2014) A very short, fairly interesting and reasonably cheap book about management. Sage Publications 2nd edition. Chapter 5.
Drucker (1999) Managing Oneself (via UTS Canvas /Week 11).
Thompson (2012) The global moral compass for business leaders (via UTS Canvas/Week 11).
Watch (via UTS Canvas/Week 11):
Management theorist Simon Sinek—TED talk Closing address by Charles Handy
Workshop/tutorial:
Letter from Birmingham Jail (via UTS Canvas/Week 11).
Week 12 11 Feb REVIEW week. No FORMAL sessions
This week is for reflection on what you have learnt during the semester, the tensions you have experienced and on how you see yourselves as future leaders and managers. This reflection is to be used to complete your Reflective portfolio (Assessment 3). Please also refer to the notes on 3rd part of Reflective Portfolio in UTS Canvas
Reflective portfolio due on Sunday 1st Nov at 11pm. Submission via UTS Canvas. Link provided in the folder Assignment 3 Reflective Portfolio on UTS Canvas.
Further information on Assessment 3 is available in the document with Supplementary information on assignments on UTS Canvas and in the folder Assignment 3 Reflective Portfolio on UTS Canvas.
UTS Canvas
This subject uses UTS Canvas, which can be found at: https://canvas.uts.edu.au/webapps/login. Various resources will be made available through UTS Canvas including the subject guide, lecture notes, weekly readings, tutorial exercises, announcements and any supplementary resources. It is your responsibility as active learners to make sure that your UTS Canvas email is checked regularly - non-receipt of any message or announcement will not be accepted as an excuse for any shortcoming.
Additional information Attendance Requirements
Management Discipline Group Compulsory Attendance Policy
This subject enforces a compulsory attendance requirement. This includes active online attendance where face-to-face classes are suspended. Students who miss more than three tutorials without approved consent from the Subject Coordinator will be deemed as not meeting the compulsory attendance requirement in this subject. The Management Discipline Group attendance policy is in accordance with the University policy on attendance and/or participation requirements as detailed in the UTS Student Rules Section 3.8 (see http://www.gsu.uts.edu.au/rules/student/index.html) which states:
3.8.1 If there are any attendance and/or participation requirements for a subject, they must be prescribed in the relevant subject outline.
3.8.2 If a student does not satisfy the prescribed attendance and/or participation requirements for a subject, the Responsible Academic Officer may:
(1) refuse permission for the student to be considered for assessment;
(2) refuse permission for the student to attempt an assessment task;
(3) refuse permission for the student to undertake an examination in that subject;
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(4) record a final result of 'Fail' for the student's enrolment in that subject.
3.8.3 If a student is prevented from meeting prescribed attendance or participation requirements as a result of illness or other circumstances beyond the student's reasonable control, the student may lodge an application for special consideration under Rule 8.3 for consideration of alternative arrangements.
3.8.4 Where appropriate, the Responsible Academic Officer in consultation with the Subject Coordinator may approve suitable alternative arrangements.
3.8.5 Approval of alternative arrangements for attendance and/or participation does not imply exemption from payment of any fees or charges, nor does it imply exemption from, or concessions relating to, assessment or examinations. Alternative arrangements will be subject to normal assessment grading.
PLEASE NOTE COVID-19 during SPRING 2020
Due to COVID-19, Spring 2020 delivery of this subject will be delivered online and will include pre-recorded lectures, live Zoom, Q&A sessions, tutorials via Zoom, group work via Microsoft Teams.
Class Participation
With the emphasis on "flipped learning" you are expected to take the lead on learning, to do the necessary "hard work" (personal and relational) essential for your own learning, not waiting to be somehow "taught" by the lecturer or tutor. That means also that there will not be lectures every week, and in some weeks you'll be expected to have met in work/study groups outside tutorials to discuss papers. Come to class prepared. As a post-graduate student you are expected to have studied the required readings/cases/videos and other material prior to lectures and tutorials. To gain the most from your education come to class ready to discuss and debate topics, concepts, theories, and applications. Class contribution will include:
Fully engaging with video and audio in online activities (Zoom lectures with Q&A; Zoom tutorials; MS Teams for assignments and group work). Making observations that integrate concepts and discussions Citing relevant personal examples Asking key questions that lead to revealing discussions Taking part in role plays/debates/case study discussions Engaging in devil’s advocacy; Challenging the instructor, your text or commonly held assumptions about various theories, concepts and models when the difference of opinion serves as both a counterpoint and a way of exploring all sides of a concept, issues, or practice Working with others to come to a common understanding of topics -- in and out of the classroom Contributing to group work.
Written Work
As you know you are studying for a postgraduate level degree in an AACSB accredited university. As doing a degree was YOUR CHOICE, we are assuming you want to learn, challenge yourself and change and develop aspects of your professional and personal knowledge and capabilities. As such, the highest levels of standards are expected of you in this subject, and in your assessments. For this reason you must ensure that:
Your writing is well organised, well argued and logical You have justified your arguments using research, readings and class material You have synthesized readings or discussions to create your own ideas and not simply summarised or regurgitated material You offer implications of your analysis You use critical analysis (greatly emphasised throughout this subject) You use your years of managerial experience to question, illustrate, imagine and consider Your work is of a professional quality and meets the standards of tertiary level writing You have informed yourself of all relevant rules and procedures at UTS including these on attendance, referencing and plagiarism and team work.
Lecture room etiquette
There are some basic house rules that are important for you to know, please read these carefully as it is the expected etiquette for the semester:
Mobile phones are turned off. You will be provided with regular breaks to check mobile messages. Mobile phones are only allowed to be on if a family member is ill. Be considerate to your colleagues, and do not chat if they are presenting, asking or answering a question. Try to come to class on time. Attend all classes. Remember you chose to study, this is a psychological contract you have made with yourself, UTS
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and your instructor. Do your readings and be prepared to contribute. The more you put in to the class the more you will get out of it. Sometimes the greatest learning comes from students sharing ideas, thoughts, opinions etc, Indeed, as lecturers one of the greatest joys we get is learning from you. Be engaged, not simply just present!
Assessment Important Notes on Assignments Submission This subject takes a strict approach with deadlines. The Management Discipline Group has the following policy regarding the late submission of assessments WITHOUT an approved extension:
All assignments must be submitted by the due date unless an extension has been approved by the subject coordinator. All requests for extensions must be in writing (including email) and these will only be granted in exceptional circumstances.
Late assignments submitted without an extension will accrue a penalty of 10% per day, based on the total value of the assignment. For example, if an assignment is worth 40%, the late penalty will result in a deduction of 4 marks per day the assignment is late. Marks will be deducted as full points off the awarded mark. Late penalties are applied up to a maximum of five (5) days after the due date (i.e. the maximum late penalty is 50%). Assignments submitted more than 5 days late will receive a mark of zero (0).
All submitted assignments need to display The 'Truth in writing' statement at the front (the statement is available on UTS Online).
In this subject we use APA referencing style. For help on formatting your paper, as well as help in formatting your references, please refer to the latest guide to writing assignments: UTS Business Guide to Writing Assignments available at: https://www.uts.edu.au/sites/default/files/business-writing-guide-2014.pdf.
Assessment task 1: Professional report (Individual)
Objective(s): This addresses subject learning objective(s):
1, 2 and 3
This addresses program learning objectives(s):
3.1
Weight: 35%
Task: A critically informed, academically persuasive professional report analysing a real organizational case of questionable organisational and management practices and outlining high-level recommendations to leaders/managers how to change these practices. The aim is to enable students to work on an authentic task that they could face as a leader/manager in an organization.
Please check the document with Supplementary information on assignments at UTS Canvas as well as the folder Assignment 1 on UTS Canvas for further information.
Length: 6 pages max
Due: 11.00pm Sunday 17 January 2021 Electronic submission via TurnitIn (UTS Canvas). Please submit by following the link to the tutorial in which you are officially enrolled. See additional information on this assignment in the Supplementary information on Assignments on UTS Canvas. See also Further information.
Assessment task 2: Collaboration Project (Group)
Objective(s): This addresses subject learning objective(s):
1, 2, 3 and 5
Weight: 30%
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Weight: 30%
Task: Learning groups of 5-6 students will work together through a series of exercises and discussions of materials and present their 'team response'. Groups will be given material each week (readings/movies/documentaries/press articles) to read at home and discuss with their group (unless otherwise specified) to preapre for the in-class activities in the tutorials. Groups will then be presented with real situations which they need to comment upon, judge and make suggestions for changes, improvements, etc. This also includes taking part in debates and preparing short oral presentations and responses to issues to be presented in class. These activities will be progressively assessed through the semester. Each student is expected to contribute to the preparation and discussion of materials and present in class.
Group self-assessment activities will be included in the final assessment (see UTS Canvas for details of when group self-assessment is due and details).
Please check the document with Supplementary Information on Assignments provided on UTS Canvas which describes in detail Assignment 2. Further information is provided in the Assignment 2 folder on UTS Canvas.
Due: Ongoing assessment during tutorial sessions. See additional information in Supplementary information on assignments on UTS Canvas.
Assessment task 3: Self-reflective portfolio (Individual)
Objective(s): This addresses subject learning objective(s):
3 and 4
This addresses program learning objectives(s):
4.1
Weight: 35%
Task: The self-reflective portfolio is a collection of thoughts, ideas, concerns and reflections on student’s learning as students take the development journey over the course of this subject. Students are asked to reflect on their assumptions and biases, what they are learning, what is changing and how they are putting into practice what they are learning as they study. This serves as a base to recognize the importance and value of ongoing (lifelong) learning.
Peer-to-peer assessment of the pre-semester and mid-semester reflection are an integral part of this assessment. Please refer to UTS Canvas for due dates and details.
Further information on Assessment Task 3 is available on UTS Canvas and in the document with Supplementary information on assignments.
Length: Max. 6.5 pages plus ½ page of reflection on received peer feedback
Due: 11.00pm Sunday 21 February 2021 Electronic submission via TurnitIn (UTS Canvas). Please submit your portfolio by following the link of the tutorial in which you are formally enrolled. Please check the additional information provided in the document with Supplementary information on assessments and on UTS Canvas in the sub-folder 'Assignment 3'. Students are encouraged to make use of the AWA tool that provides feedback on draft reflective portfolios (see further information on UTS Canvas in the sub-folder 'Assignment 3'). See also Further information.
Further information:
This assessment will be assessed for English language proficiency. You will be directed to further language support after the completion of this subject if your language is below the required standard.
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Use of plagiarism detection software As a quality check for written assessment items, students are required to utilise the plagiarism detection software Turnitin, which compares submitted assignments with documents located on the Internet and a database of published material; and all assignments previously submitted to Turnitin. The results are compiled into an originality report that generates an index of similarity with other documents. For example, a similarity index of 10% indicates that 10% of an assignment matches material that Turnitin has located electronically. Students should check the report carefully prior to submission of their assessment item for marking to ensure that material that is not original is appropriately referenced.
Students should ensure enough time is left for the software to generate an originality report before the assessment item due date.
Moderation of marks Moderation is a quality assurance process that ensures appropriate standards. It is a process for ensuring that marks or grades are awarded appropriately and consistently. The Subject Coordinator reserves the right to moderate student marks during or at the end of semester, and prior to the release of final subject results. This is in accordance with the UTS Policy for the Assessment of Coursework Subjects.
Minimum requirements Students must achieve at least 50% of the subject’s total marks.
It is a requirement of this subject that all students complete a written diagnostic task. Students who receive a Basic grade in the written diagnostic task are required to attend 80% of the Language Development Tutorials in order to pass the subject. Students who do not complete the written diagnostic task and/or do not attend 80% of the Language Development Tutorials will receive a Fail X [W] grade.
Required texts Cunliffe, A. T. (2014) A Very Short, Fairly Interesting and Reasonably Cheap Book about Management, 2nd edition. SAGE Publicaitons. Please note, only the 2nd edition is acceptable.
1.
Luhman, J. T. and Cunliffe, A. T. (2012) Key Concepts in Organization Theory. SAGE Publications (electronic version available via UTS Library).
2.
Paul du Gay and Signe Vikkelsø (2016) For Formal Organization: The Past in the Present and Future of Organization Theory (electronic version available via UTS Library).
3.
These books are also available in the Coop bookstore and as e-books.
References Helpful references on Leadership and Stewardship; please note, additional readings are provided in the e-readings for 21937 via UTS Library: https://www.lib.uts.edu.au/drr/search.html?q=21937
Empson, L. (2017) Leading professionals: Power, politics, and prima donas. Oxford: Oxford University Press.1. Jackson, B. and Parry, K. (2011) A very short, fairly interesting and reasonably cheap book about studying leadership. London: SAGE, 2nd ed.
2.
Rego, A., Pina E Cunha, M. and Clegg, S. (2012) The Virtues of Leadership. Contemporary Challenges for Global Managers. Oxford University Press.
3.
Clarke, C. (2016) Ethics and Economic Governance: Using Adam Smith to understand the Global Financial Crisis. London: Routledge
4.
Follett, M. and Graham, P. (2003, c1995.) Mary Parker Follett-prophet of management: A celebration of writings from the 1920s. District of Columbia: Beard Books.
5.
Other resources We strongly recommend you to check/study the following resources:
Supplementary information on assignments provided on UTS Online.1. Guidelines for writing persuasive essays provided on UTS Online.2. UTS Business Guide to writing assignments available at: https://www.uts.edu.au/sites/default/files/business-writing-guide-2014.pdf. You are expected to understand and conform to expectations on citing and referencing. Please study those conventions.
3.
Due to the critical approach to learning and the academic expectations of written work you are strongly encouraged to STUDY two references:
4.
Stella Cottrell (2nd edition, 2011) "Critical Thinking Skills" (PalgraveMacmillan) (around $30) This is especially important in understanding what is meant by "critical" and "analysis". These latter aspects are best covered through the second 2011 edition. Wayne Booth, et al (3rd Edition, 2008) "The Craft of Research" (University of Chicago Press) (around $30). This
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latter work illustrates the requirements of structuring an academic argument - i.e., a persuasive argument, of the kind needed at university level. Structuring an academic argument starts with a critical analysis of the literature on a specific field. Thus what is needed for your assessments (and indeed all PostGrad subjects, not to mention your workplace practice) is a combination of critical thinking and a structured/disciplined approach to persuasive argument. These works will be discussed in class but the prudent student would get started immediately in studying what each of these crucial works has to offer.
All other lecture material will be provided through UTS online ( http://online.uts.edu.au), the e-readings for this subject available via the uts library website ( https://www.lib.uts.edu.au/drr/search.html?q=21937) or in some cases they will be provided in class.
Attendance Policy
The attendance policy is in accordance with the University policy on attendance and/or participation requirements as detailed in the UTS Student Rules Section 3.8 (see http://www.gsu.uts.edu.au/rules/student/index.html)
3.8 Attendance and/or participation requirements
3.8.1 If there are any attendance and/or participation requirements for a subject, they must be prescribed in the relevant subject outline.
3.8.2 If a student does not satisfy the prescribed attendance and/or participation requirements for a subject, the Responsible Academic Officer may:
refuse permission for the student to be considered for assessment; refuse permission for the student to attempt an assessment task; refuse permission for the student to undertake an examination in that subject; record a final result of ‘Fail’ for the student’s enrolment in that subject.
3.8.3 If a student is prevented from meeting prescribed attendance or participation requirements as a result of illness or other circumstances beyond the student’s reasonable control, the student may lodge an application for special consideration under Rule 8.3 for consideration of alternative arrangements.
3.8.4 Where appropriate, the Responsible Academic Officer in consultation with the Subject Coordinator may approve suitable alternative arrangements.
3.8.5 Approval of alternative arrangements for attendance and/or participation does not imply exemption from payment of any fees or charges, nor does it imply exemption from, or concessions relating to, assessment or examinations. Alternative arrangements will be subject to normal assessment grading.
Academic liaison officer Dr Robert Czernkowski, Accounting Discipline Group, telephone 9514 3736 Mr Harry Tse, Economics Discipline Group, telephone 9514 7786 or 9514 5456 Dr Otto Konstandatos, Finance Discipline Group, telephone 9514 7758 Dr Paul Wang, Marketing Discipline Group, telephone 9514 3692 Associate Professor Carmel Foley, Management Discipline Group, telephone 9514 5102
Any arrangements should be negotiated within the first six weeks of session.
Support Student Services Unit/Counselling: Student Services provides a range of free and confidential professional services to support different aspects of your life and learning at UTS. These services include counselling for personal and learning problems or issues. If you are experiencing difficulties with your overall study program, for whatever reason, telephone +61 2 9514 1177 (City campus).
Students with disabilities or ongoing medical conditions: If you are a student who has a disability or ongoing medical condition that requires support services you are encouraged to contact the accessibility consultants or Accessibility Service (telephone +61 2 9514 1177) for a confidential interview. Supporting documentation regarding your disability or ongoing medical condition is required if you wish to apply for assessment adjustments, including alternative assessment conditions. Each faculty has appointed academic liaison officers (ALOs) who are responsible for approving assessment adjustments. Meeting with the accessibility consultants or Accessibility Service before seeking assessment adjustments from your ALO is required.
Improve your academic and English language skills: Marks for all assessment tasks such as assignments and examinations are given not only for what you write but also for how you write. If you would like the opportunity to improve your academic and English language skills, make an appointment with the HELPS (Higher Education Language and Presentation Support) service in Student Services.
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HELPS (Higher Education Language and Presentation Support):HELPS provides assistance with English language proficiency and academic language. Students who need to develop their written and/or spoken English should make use of the free services offered by HELPS, including academic language workshops, vacation intensive courses, drop-in consultations, individual appointments and Conversations@UTS. HELPS is located in Student Services, Building 1, Level 5, Room 25 (CB01.05.25).
Study skills / learning support: If you are experiencing difficulty with your studies or need to develop the necessary study skills you require for your course, there is a host of useful information and websites to help you on the UTS Business School, Study and Assessment Resource website. Links on how to write better, study more effectively, available support services/staff to help, how to complete assignments; as well as tips for successful study and online study skills resources can all be accessed. In addition, HELPS provides self-help resources.
Special consideration: Special consideration consists of the exercise of academic discretion to provide equitable treatment to students whose performance in an assessment item is affected by illness, misadventure or work-related circumstances. You should only apply for special consideration when your performance in an assessment item, including examinations, has been affected by extenuating or special circumstances beyond your control. These circumstances include:
Serious illness or psychological condition: such as hospital admission, serious injury or illness, severe anxiety or depression Loss or bereavement: such as death of a close family member, family relationship breakdown Hardship or trauma: such as being a victim of a crime, sudden loss of income or employment, severe disruption to domestic arrangements Exceptional employment demands: such as active service (e.g. ADF Reserves, bushfire and SES services).
Special consideration is not automatically guaranteed and may not result in a mark adjustment
Careers Service: The UTS Careers Service aims to actively support the career development needs of all UTS students.
Statement about assessment procedures and advice Assessment of coursework subjects
All staff and students involved in the assessment of coursework subjects at UTS are subject to the Policy for the Assessment of Coursework Subjects. The policy is applicable to the assessment of all coursework subjects. This policy does not apply to thesis subjects that are taken by students enrolled in research degrees, but does apply to any coursework subjects undertaken by research degree students. It does not describe policy that relates to academic progression through a course of study.
The policy should be read in conjunction with the Procedures for the Assessment of Coursework Subjects.
Statement on copyright Australian copyright law allows you as a student or researcher to copy and use limited amounts of other people's material in your study or research without their permission and free of charge.
This applies to any sort of published or unpublished work, and includes written material, tables and compilations, designs, drawings (including maps and plans), paintings, photographs, sculpture, craft work, films (such as feature films, television programs, commercials and computer video games), software (such as computer programs and databases), sound recordings, performances and broadcasts (including podcasts and vodcasts of these) and text, including books, journals, websites, emails and other electronic messages.
It is important to remember that you can only use a limited amount for your study or research purposes and that you need to correctly acknowledge the author and reference their material when you use it in your work.
Incorrect or improper use of copyright protected material could result in breaking Australian copyright law, for which significant penalties apply. Incorrect or improper use of copyright protected material at UTS would result in consideration under the UTS Student Misconduct rules.
UTS Rules and the UTS Student Charter require that students familiarise themselves and comply with UTS student policies and procedures. Students should also see the copyright information advising what you can copy and how much you can use.
Copyright notice concerning teaching materials
Please remember that teaching materials and course resources provided to you at UTS are protected by copyright. You are not permitted to re-use the UTS teaching materials for commercial purposes without permission of the copyright owner. Improper or illegal use of teaching materials may lead to prosecution for copyright infringement. For
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copyright owner. Improper or illegal use of teaching materials may lead to prosecution for copyright infringement. For further information see UTS copyright for students and researchers.
Statement on plagiarism At UTS, plagiarism is defined in rule 16.2.1(4) as: 'taking and using someone else's ideas or manner of expressing them and passing them off as his or her own by failing to give appropriate acknowledgement of the source to seek to gain an advantage by unfair means'.
The definition infers that if a source is appropriately referenced, the student's work will meet the required academic standard.
Plagiarism is a literary or an intellectual theft and is unacceptable both academically and professionally. It can take a number of forms including but not limited to:
copying any section, no matter how brief, from a book, journal, article or other written source without duly acknowledging the source copying any map, diagram or table of figures without duly acknowledging the source paraphrasing or otherwise using the ideas of another author without duly acknowledging the source.
Students are encouraged to participate in the Avoiding Plagiarism Quiz.
Other breaches of academic integrity that constitute cheating include but are not limited to: copying from another student, recycling another student's work, recycling previously submitted work, and working with another student in the same cohort in a manner that exceeds the boundaries of legitimate cooperation purchasing an assignment from a website and submitting it as original work a student requesting or paying someone else to write original work for them, such as an assignment, essay or computer program, and submitting it as their own work.
Students who condone plagiarism and other breaches of academic integrity by allowing their work to be copied are also subjected to severe disciplinary action.
Where proven, plagiarism and other breaches of academic integrity are penalised in accordance with UTS Student Rules Section 16 – Student misconduct and appeals.
Avoiding plagiarism is one of the main reasons why the UTS Business School is insistent on the thorough and appropriate referencing of all written work. Students may seek assistance regarding appropriate referencing through UTS HELPS.
Academic integrity
Academic integrity involves a good measure of trust between students, and between students and academic staff and thesis examiners. Cheating, whether in the form of plagiarism, bringing unauthorised material into exams, submitting false requests for alternative exams or special consideration, or any other form, is a breach of this trust. Cheating also subverts the aims and value of students' studies.
Refer to Good Academic Practice for further information. These principles apply to: all written reports, assignments, projects, journals and related papers any examinations, and any other assessable items required to complete a subject or course.
Statement on UTS email account Email from the University to a student will only be sent to the student's UTS email address. Email sent from a student to the University must be sent from the student's UTS email address. University staff will not respond to email from any other email accounts for currently enrolled students.
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