MBA Full Time

Managing People in Organisations

Professor Patricia FindlayMr Cliff Lockyer

February/March 2011

Managing People in Organisations

Unit Outline

Full Time Mode 2011

Credits: 10

Aim

The purpose of this unit is to facilitate students in taking a reflective look at organisations: How do they function and why? What sort of problems do they face, why, and how do they cope with them? How do they influence individual behaviour and vice versa?

Organisational Behaviour (OB) is the academic body of knowledge that has been produced by social scientists investigating the preceding questions (and others like them). Human Resource Management (HRM) is the study of professional and strategic practices which seek to implement an understanding of OB in the organisational context. These areas of study are integrated in the Managing People in Organisations (MPIO) unit.

Specifically, OB is concerned with the study of human behaviour (both at the individual and group level) within formal organisations, and the study of the behaviour of organisations as distinctive social entities. HRM is concerned with the guiding philosophy of employment in an organisation and practices such as recruitment, performance management, development and reward.

The aims of the unit are to provide you with a repertoire of concepts, which will enhance your understanding of organisational events and processes so that you can make judgements about your behaviour, and that of others, and can seek to influence organisational phenomena effectively. In addition, the purpose is to provide an understanding of modern organisations in terms of the management of people, the strategies and processes of HRM, and to provide the basis for a critical review of HRM systems and techniques.

In short, the aim is to facilitate students in developing the knowledge about OB/HRM that general managers need when working in current business/organisational situations.

The unit is based around three central and interrelated themes affecting OB and HRM:

1 The impact of information and communications technology on work and work organisations;

2 The emerging organisational forms, a combination of flatter, simpler and more flexible organisational structures;

3 The changing nature of the employment relationship.

Objectives

During the unit, the objectives are to:

discuss the different ways of understanding organisations and show how a multiplicity of perspectives can be used to make managerial action effective

suggest concepts, frameworks and models for understanding organisational phenomena at the level of the individual, the group, and the organisation.

facilitate participants in reflective thinking which, while it guides you towards specific actions with respect to particular organisational problems, also stimulates a critical discussion of organisational reality

stimulate reflective action, and participants will be encouraged to explore ways as to how this can be achieved in organisational contexts

discuss the contemporary issues confronting organisations and their impact on people, processes and organisations

develop an understanding of the impact of people management on organisational performance

stimulate critical reflection on techniques of HRM.

Skills Outcomes

By the end of the unit, participants should be able to:

apply suitable models and frameworks to the analysis of social situations and problems at the level of the individual, group and organisation

be aware of the potential impacts of various forms of interaction assess how to go about intervening in a social situation make reflective judgements about the management of others make decisions about the appropriate use of HRM techniques evaluate and enact recruitment and selection of employees participate in performance management and training and development

Knowledge Based Objectives

Managing People in Organisations will facilitate development of knowledge of:

alternative theories about the nature of organisations the nature of power and politics in organisational life alternative theories on how best to manage people in organisations different approaches to managing people strategically theories and issues underlying performance management effective and integrated HRM processes

Learning Outcomes

By the end of the unit, participants should:

have an understanding of a range of the theoretical understandings and current developments available in OB and HRM

be able to critically engage with both theoretical and practical constructions of issues and questions in OB and HRM

be able to reflect on individual and group behaviour in a theoretically-informed way be aware of the connections between different topic areas, and their implications for

practice understand the models of HRM, and the impact of HRM on organisational performance understand the issues of application of the various techniques of HRM

Learning Approach

The unit will use a variety of teaching and learning approaches including: self-assessment exercises, group work, lectures, discussion and case studies. The aim is to maximise participation and interaction. Participants should come prepared to share their ideas and experience, and to learn from their peers.

Throughout this unit, students will participate in group based activities. The class will be structured into 10 groups. The key functions of the groups are

to work together on the course reading and to discuss their understanding of what it contains

to give a brief presentation (ten minute presentation and 5 minutes of questions/clarification) during one session on a specified issue, reading, article or case and to circulate their summary materials to the rest of the class. The topics for the presentations will be provided at the first session.

to undertake the course assignment.

Provisional Course Outline and timetable

Week 1 Morning sessions 9.30 – 12.30 Afternoon sessions 2-5Mon28th February

Introduction to module and group assignment

Making sense of organisationsThe Structural frame

ReadingMPIO Chapter 1Bolman & Deal Chapters 1 to 4, 16McKenna & Beech Chapter 3

Group reading and review

Tues 1st March

Organisational power and politics

ReadingMPIO Chapter 4Bolman and Deal Part 4

Note: 11.30 finish

Organisational culture

ReadingMPIO Chapter 3Bolman & Deal Chapters 12 - 14McKenna & Beech Chapter 5

Wed2nd March

Group reading and review Leadership and Management

ReadingMPIO Chapter 5Bolman & Deal Chapter 17

Thurs 3rd March

Group reading and review Managing change

ReadingMPIO Chapter 6McKenna & Beech Chapter 4Bolman & Deal Chapter 18

Groups 1 and 2 to presentFri4th March

Group reading and review Engaging, enabling and empowering employees (contemporary motivational approaches)

ReadingMPIO Chapter 10Bolman & Deal Chapter 6

Groups 3 and 4 to present

Week 2Mon 7th March

Managing people strategically: the rise of HRM?

ReadingMPIO Chapter 7McKenna & Beech Chapters 1 and 2

Groups 5 and 6 to present

Group work on course assignment

Tues 8th March

Group work on course assignment HRM in practice

ReadingMcKenna & Beech Chapter 12Additional reading references will be distributed.

Groups 7 and 8 to present Wed 9th March

Employee Resourcing

ReadingMPIO Chapter 8McKenna & Beech Chapters 6 and 7

Groups 9 and 10 to present

Group work on course assignment

Thurs 10th March

Group work on course assignment Managing Performance

ReadingMPIO Chapter 9McKenna & Beech Chapter 8

Fri 11th March

Group work on course assignment Group work on course assignment

Texts

Essential

MPIO Core Learning Materials

Bolman, L.G. & Deal, T.E. (2008). Reframing Organizations: Artistry, choice and leadership (4th edition). London: Jossey-Bass.

McKenna, E. & Beech, N. (2008). Human Resource Management: A Concise Analysis, London: Pearson.

Additional texts - OB

Child, J. (2005). Organization Contemporary Principles and Practice, Oxford: BlackwellClegg, S.R. & Hardy, C. (1999). Studying Organization: Theory and Method. London: Sage.Felstead, A., Jewson, N. & Walters, S (2005). Changing Places of Work, Houndmills: PalgraveFrench, R. (2007). Cross-cultural Management in Work Organisations. London, CIPD. Gabriel, Y., Fineman, S. & Sims, D. (2000). Organizing and Organizations (2nd edition). London: Sage.Hughes., M. (2006) Change Management. London, CIPD.Morgan, G. (1997). Images of Organization (2nd edition). London: Sage.Palmer, I. & Hardy, C. (2000). Thinking About Management. London: Sage.Parker, B (1998). Globallisation and Business Practice, London: Sage.

Additional texts – HRM

Barber, A. E. (1998). Recruiting Employees: individual and organisational perspectives, London: Sage.Bolton, S. & Houlihan, M. (2007). Searching for the Human in Human Resource Management. Houndmills: Palgrave Brewster, C., Sparrow, P., & Vernon, G. (2007) International Human Resource Management. London, CIPD.Edwards, T. & Rees, C. (2006) International Human Resource Management. Harlow: Pearson.Korczynski, M. (2002). Human Resource Management in Service Work, Houndmills: PalgraveLegge, K. (2005). HRM: Rhetorics and Realities (anniversary edition): Houndmills: Palgrave.Proctor S & Mueller F (2000). Team working, MacmillanRousseau, D. M. and Schalk, R. (2000). Psychological Contracts in Organisations, London: Sage.

The main journals which can be accessed via the BIS site include:

Harvard Business Review,Academy of Management JournalHuman RelationsHuman Resource Management JournalHuman Resource ManagementInternational Journal of Human Resource ManagementPersonnel Review New Technology, Work and EmploymentWork, Employment and Society

Also useful articles can be found in the Economist and similar journals

Web sites:

Free research, surveys and other reports can be downloaded from a number of web sites, including:

www.cipd.co.ukA combination of factsheets, podcasts and surveys covering areas of: change, recruitment and selection, employee engagement (motivation, psychological contract, employee commitment), etc.

www.pwc.comA range of surveys, look for their series of Global CEO surveys and also future looking issues

www.kpmg.comA similar range of business related studies

http://www.theworkfoundation.comA range of reports and research on work and employment.

Assessment:

2 elements of assessment weighted 50/50.

Restricted Open Book Exam

The books that can be taken in are:

MPIO Core Learning Materials Vols 1 and 2Bolman and Deal, Reframing OrganizationsMcKenna and Beech, Human Resource Management: A concise analysis

3 questions to be answered in 3 hours, one from each section.

Section A: compulsory question which requires students to integrate their thinking from across the unit and consider the practical application of ideas.Section B: one question from four in the OB area.Section C: one question from four in the HRM area.

In general, higher marks will be awarded for answers which:

incorporate appropriate use of theoretical/framework material incorporate accounts of practice or experience draw on published empirical and case studies engage in critical and constructive reflection on both theory and practice

synthesise thoughts in order to answer the question

Coursework Assignment:

Group Project (50% of the marks for the unit).

NB: The group project should be undertaken in the groups to which you have been allocated for the course.

A media company has recently taken over a large call centre dealing with the provision of TV based entertainment packages for both commercial and private customers. Work is mainly divided into three areas:

1 Inbound dealing with both basic technical problems (connection issues) and customers wishing to change packages of film/sport and entertainment channels, or end current contracts;

2 Outbound, cold calling customers to see if they wish to increase or change their current packages;

3 Commercial section dealing with commercial clients.

The call centre has had a number of different owners in the past and undergone a series of ‘Change Initiatives’. It has been run on traditional ‘hard’ management policies with the core emphasis in

management and HR policies on reducing call waiting times, call duration times and tight targets for staff.

All the core performance indicators: call waiting, call completion, customer satisfaction, employee attitude survey findings, employee absence and turnover are moving in the wrong direction. The numbers of staff, especially managers and team leaders on long term sickness (often stress related) are increasing.

A higher level of employee engagement is seen as critical by the new owners; their corporate image is that the company is a fun and modern company. Your task is to explore the underlying causes of the problems and to suggest an effective HR change programme.

Background company data and reports will be distributed to each group on Monday 28 th February.

In general higher marks will be awarded for written assignments that:

Display a subtle and thoughtful grasp of multiple-frame analysis Display good effort in secondary research and the application of this to the company Provide a coherent, relevant and convincing argument as to the HR change programme that

should be adopted.

You should undertake the following tasks:

1. Explore the topic theoretically - what are the different models and ways of understanding the issue? Select between 2 or 3 perspectives on the topic. How do these different theories conceptualise the issue?

2. Explore the topic empirically - what does the available data tell you?

3. Analyse the data in light of the theory (selecting some of the following questions should help in the interrogation):

How can the data be interpreted (through the perspectives of the different theories, or frames)?

What does the data say about individuals and groups within the organisation? How do the different theories help you to understand the data? How does the data throw light onto (or militate against) the theoretical understandings?

4. Offer reasoned solutions to the problems faced by the organisation.

5. Briefly review your learning: what have you learnt from your study which could be of value to this organisation?

The guide word length for the group project is around 5000 words long. The project should be no longer than 5,500 words long, and projects that are longer than this will incur a penalty.

Appendices (which are not included in the word count) should be used for reading references and should also include a list of group meetings, attendance and actions. Each project should include a statement, signed by all group members, that all members of the group made a genuine contribution to the group project.

Project reports are to be handed in to the MBA office by 10am on Tuesday, 15 th March. Groups should also email a soft copy of their project to Professor Findlay on the same day.

StaffProfessor Patricia Findlay Mr Cliff Lockyer

Human Resource Management/ Scottish Centre for Employment ResearchTel: 0141 548 4858Patricia.findlay@strath.ac.uk

Fraser of Allander Institute

Tel: 0141 548 3198c.j.lockyer@strath.ac.uk