成人大片

First Intensive Lecturer and tutor: Lois Whittall
Location: Room 10.42 10, Pulteney Street
Telephone: 61 8 417 871 218
Email: lois.whittall@adelaide.edu.au
Skype: loisemma
Course website:

Lois will be available for consultation in Singapore in the teaching week beginning 3 March 2014. Please make an appointment if you would like a one on one session (see times below)

Second Intensive Lecturer and tutor: David Pender
Location: Room 1320, 10 Pulteney Street
Telephone: +61 408804490
Email: david.pender@adelaide.edu.au
Skype: kp3office; kp3mobile

Please note that the first intensive will be Thursday, Friday – Monday, Tuesday. The second intensive will be Thursday, Friday, Saturday (morning) – Monday, Tuesday.

First Intensive:
Date	9am – 9.30am	9.30am – 12.30 pm	1.30pm – 3.30pm	3.30pm – 5pm
7 March 2014		Lecture	Tutorial	Consultation
8 March 2014	Consultation	Lecture	Tutorial
10 March 2014	Consultation	Lecture	Tutorial	Consultation
11 March 2014	Consultation	Lecture	Tutorial	Consultation

 

Second Intensive:
Date	9am – 10am	10am – 1pm	2pm – 3.30 pm	3.30pm– .30pm
17 April 2014		Lecture	Tutorial	Consultation
19 April 2014	Consultation	Lecture
21 April 2014	Consultation	Lecture	Tutorial	Consultation
22 April 2014	Consultation	Lecture	Tutorial

Notes: Consultation times are available for student questions. They are not compulsory lecture sessions.

By the end of this course, students should be able to:

1. Demonstrate an understanding of the causes of conflict in organisations and different strategies for managing conflict.
2. Apply conflict management and negotiation concepts and theory to practical exercises.
3. Describe the key elements associated with organisational change
4. Explain the use of conflict management and negotiation concepts in the effective management of organisational change.
5. Write a report that clearly demonstrates a critical understanding of core course concepts
    

There is no prescribed text for this course but readings have been provided. It is expected that students will research and read beyond the material provided. See below for recommended resources.

A number of general texts on change and conflict are listed below. Students might find these a useful resource.

Waddell, D. M., Cummings, T. G., and Worley, C. G., 2011, Organisational Change Development and Transformation, Cengage Learning, Australia

Lewicki, R.J. Barry, B. and Saunders, D.M. 2010. Negotiation, 6th ed. McGraw-Hill/Irwin, Boston.

Other resources:
Fisher, R. Ury, W. L. and Patton, B., 1999. Getting to yes: negotiating agreement without giving in. 2nd Penguin Books, New York.

Lewicki, R.J. 2011 Mastering Business Negotiation: A Working Guide to Making Deals and Resolving Conflict. Hoboken : John Wiley & Sons, Inc. [San Francisco. electronic resource]

Lewicki, R.J. Barry, B. and Saunders, D.M. 2010. Essentials of Negotiation, 5th ed. McGraw-Hill/Irwin, Boston.

Pruitt, D G and Carnevale, P. J.1993. Negotiation in social conflict, Open University Press, Buckingham.

Hughes, M.2006 Change Management: A Critical Perspective, London : Chartered Institute of Personnel and Development
 

Journals

Harvard management communication letter: a newsletter from Harvard Business School Publishing

International Journal of Conflict Management

Journal of Change Management

Negotiation journal

Strategic Change

Students are encouraged to read widely to enhance their learning of change and conflict. For wider reading, other sources include academic journals. The list below is by no means comprehensive and is offered as a launching point for additional readings. These journals are available through the Barr Smith Library in online databases.

Academy of Management Executive
Academy of Management Journal
Academy of Management Perspectives
Administrative Science Quarterly
(Harvard Business Review – not peer reviewed)
Human Relations
Journal of Applied Psychology
Journal of Change Management
Journal of Organizational Behaviour
Organization Science
Organization Dynamics

This course is taught in intensive mode with two week long intensives. Each day there is a three hour lecture and a one and a quarter hour tutorial. Tutorials are an important component of your learning in this course. Students are expected to attend all classes and ensure that they complete the required exercises and assignments before coming to class. Students are encouraged to actively participate in tutorial discussions as a way of developing sound communication skills, highly valued by employers and professional bodies.

The information below is provided as a guide to assist students in engaging appropriately with the course requirements. The University expects full-time students to devote approximately 12 hours a week to each subject they study (48 hours for 4 subjects). The intensive mode of your study means that for each subject you are likely to concentrate your time over the two weeks devoted to OB II. However you will need to find time for private study, and group work in between intensives, particularly in the week when you do not have any other course. This time commitment will include reading the relevant text book chapter, preparing for tutorials, online tests and preparation for your exam. Careful time management is essential so that you achieve your full potential.

Intensive	Date	Lecture and Tutorial Topic	Readings Provided
1	7 March	The Change Context: From the 20th to the 21st Century. Understanding why change is such an important topic in our lifetime. The nature of Change in Organisations: Technical and Adaptive Change Lewin’s force-field analysis
1	8 March	Models:      Stace and Dunphy      Kotter      Cooperrider Change and Creativity
1	10 March	Responses to Change:      Emotions      Neurology      Social systems and culture
1	11 March	Leadership of Adaptive Change:      A balcony perspective      The factions and networks      Your style / approach to change      Seeing yourself as a system
	9 April	First assignment due: Research report on change. This assignment should be emailed to: Lois Whittall lois.whittall@adelaide.edu.au
Between the intensives: Gather data for your research project and prepare presentation Read set readings for conflict
Intensive	Date	Lecture and Tutorial Topic	Readings Provided
2	17 April	Conflict – personal; group
2	19 April	Conflict – personal, group (contd)
2	21 April	Negotiation - introduction
2	22 April	Negotiation and complexity
	6 May	Negotiation report due. Email to david.pender@adelaide.edu.au

Assessment item	Due date and time	Weighting
Participation – Intensive 1		5%
Research report on Change	5pm Wednesday 9 April 2014	40%
Participation – Intensive 2		5%
Group Assignment	21 April 2014 (in class)	20%
Negotiation Report	6 May 2014	30%
Total		100%

It is a requirement that students attend ALL workshops (see below for further details). Failure to attend at least 80% of the workshops will result in failure of the course.

Students must achieve a pass mark of 50% of individual components of the course.

Please note that to be eligible for Additional Assessment (previously referred to as Supplementary Examinations) in this course ALL required assessment tasks must be submitted.

Research Report – 40%, 2000-2500 words
Due 5pm on Wednesday 9 April 2014

In this assignment you are expected to:
  - Identify and evaluate different sources of quality academic information
  - Build a clear, well structured and coherent argument in response to a research question
  - Identify practical issues and implications in relation to that question
  - Develop high level written communication skills

The Question:

Is it really possible for managers to ‘manage’ change? Explain and justify your answer. What are the implications of your findings for organisations?
 
Your answer should be written as a structured report using headings and subheadings. It should include the following:

  - A 200 word abstract (written last but placed at the start of your report)
  - Brief introduction
  - Literature review
  - Main body of the report (using headings and subheadings)
  - Conclusion (brief summary of findings plus 2 – 3 managerial implications of your findings)
  - A summary of your learning about change

Your report should include a minimum of 10 quality academic sources that are cited in the body of the report i.e. journal articles or academic texts. This does not include unreferenced web sites.

Make sure that you answer the question. Your conclusion should briefly summarise your answer but should not simply restate the same arguments used in the report.
Please use the Harvard referencing style. You should also check your report for academic integrity using Turnitin before submitting your final draft.

Your report will be assessed on the criteria provided in your course materials.

Class and Tutorial Participation – 5% for each intensive

Marks will be allocated for preparation and participation in both class and tutorials. Maximum attendance is therefore essential.

Negotiation report (weighting 30%)

In this assignment you are expected to:
  - Identify the key elements in various negotiation situations
  - Demonstrate that you recognise different conflict handling and negotiation strategies and their likely outcomes
  - Develop an understanding of your personal conflict handling and negotiation style and how that impacts on outcomes
- Develop skills in critical analysis

Much of your learning in this course will be gained through reflecting on the practical activities and group interactions in class and then analysing them in relation to relevant theory.
In week 2 you will be allocated to a negotiation group. You will work with this group for the three negotiation exercises (two in class and the major negotiation).

Assessment task

a) Description (5 marks)

Briefly summarise what took place in each negotiation exercise. Your description should highlight key factors that were significant in how the exercises proceeded as well as similarities and differences between the exercises. You do not need to explain every step in detail.

b) Analysis (15 marks)

Using theories of conflict management and negotiation, critically discuss what took place in these exercises.

That is, explain the outcomes of the different negotiations by analysing your general approach, your communication style, strategies, tactics, conflict handling style and team interactions in relation to relevant theory. Make sure that this section is not merely a repeat of Part A.

c) Reflection and application (10 marks)

Reflect on your personal experience in the negotiation exercises. Explain what you have learned from these exercises (e.g. about yourself, about dealing with others, the impact of different strategies and tactics on handling conflict and for negotiation outcomes). What would you do differently in future negotiation situations as a result of your learning in this course?

Support your comments with appropriate theory.

NOTE: Part b) and Part c) should be thoroughly referenced using the Harvard style of referencing. You will be expected to use a minimum of 8 quality reference sources (i.e. journal articles and academic texts) based on your own research as well as course readings. Assignments that are not correctly or thoroughly referenced will receive a mark of no more than 50%.

For information on Harvard referencing refer to:


Your negotiation report will be assessed as follows:

Concise summary of negotiation exercises	5 marks
Analysis	10 marks
Reflection	10 marks
Reference support; presentation (grammar, spelling, layout)	5 marks

Group presentation (weighting 20%)

In this assignment you are expected to:

  - Identify relevant practical examples of the theories covered in this course
  - Provide a critical analysis of how theories have been applied
  - Practice and develop oral communication/presentation skills
  - Engage in team activities to develop and improve team-work skills

This assignment should be completed in allocated groups. Each group will be required to research one of the following topics and then to present their findings in class.

Your presentation should address the following:

Brief summary of findings.

Implications of your findings on management practice i.e. what did you find was effective/ineffective management practice from your research? On what basis did you make this judgement?

Please also submit a copy of your power point slides plus a list of at least 8 references used in your presentation.

Your presentation will be assessed as follows:

Quality and depth of content	10 marks
Quality of oral presentation	5 marks
Quality of supporting materials (power point slides etc)	5 marks

1. Please note that all requests for extensions should be directed in writing to the Lecturer who will be marking your assignment no later than 48 hours before the due date. Extension requests after this time will only be granted for exceptional circumstances. This does not include poor time management or poor file management.
2. Extensions to the due date of individual and group assessment may be granted under special circumstances. An extension request based on illness or on exceptional personal circumstances must include the "Supporting Statement / Certification Form" that is on p. 4 of the Supplementary Assessment application available at:
   a.
   b. Students applying for an extension based on medical reasons must visit their medical practitioner, with the approved University form, and have the medical practitioner complete it. A normal doctor's certificate will not be accepted.
3. All assignments are to be lodged at, or prior to, the due date and time. A late assignment where no extension has been granted will be penalised by a reduction of 5% of the mark given for each day, or part of a day, that it is late.

Presentation of Assignments

1. Students must retain a copy of all assignments submitted.
2. All individual assignments must be attached to an Assignment Cover Sheet that must be signed and dated by the student before submission. Lecturers will withhold students’ results until such time as the student has signed the Assignment Cover Sheet.
3. All group assignments must be attached to a Group Assignment Cover Sheet that must be signed and dated by all group members before submission. All team members are expected to contribute approximately equally to a group assignment.
4. Students may not submit work for an assignment that has previously been submitted for this course or any other course.
5. Markers can refuse to accept assignments that do not have a signed acknowledgement of the University’s Policy on Plagiarism: www.adelaide.edu.au/policies/230/