Return to homepage Skip to navigation Skip to site search Skip to main content Skip to footer

Module Catalogue

SCQF Level: 09  

Module Code: BMT303

Credit Value: 20  

Year: 2017/8

Term: Term 2

School: Dundee Business School

Description

This module examines how the complexities, dynamics and uncertainties of the contemporary business environment impacts on the organisation of work and the contemporary employment relationship.

Aims

The aim of this Module is to provide the student with :skills of analysis needed to assess the impact of a turbulent globalised business environment upon the future of management, the nature of work and the the employment relationship.

Learning Outcomes

By the end of this module the student should be able to:

1.  Examine the impact of changing business contexts on complex organisations and the resulting critical challenges

1.  Examine the impact of changing business contexts on complex organisations and the resulting critical challenges

2.  Examine the changing nature of work and new employment relationships

2.  Examine the changing nature of work and new employment relationships

3.  Assess the interplay of power, politics and conflict management in decision making and business operations

3.  Assess the interplay of power, politics and conflict management in decision making and business operations

4.  Evaluate the contribution of HR interventions in the future development of human capital with particular reference to knowledge intensive organisations.

4.  Evaluate the contribution of HR interventions in the future development of human capital with particular reference to knowledge intensive organisations.

Indicative Content

1 The post-bureaucratic organisation

Globalisation and cross-cultural management. The rise of the information/knowledge society; network organisations and communities of practice. Post- bureaucratic organisation structures.

1 The post-bureaucratic organisation

Globalisation and cross-cultural management. The rise of the information/knowledge society; network organisations and communities of practice. Post- bureaucratic organisation structures.

2 The new employment relationship and new forms of control

The changing nature of work; flexibility and A- typical work arrangements, changing nature of psychological contracts in knowledge intensive contexts; diversity management; work as performance - the implications of aesthetic and emotional work; high skill, low skill work and the hour glass organisation; hard and soft control systems

2 The new employment relationship and new forms of control

The changing nature of work; flexibility and A- typical work arrangements, changing nature of psychological contracts in knowledge intensive contexts; diversity management; work as performance - the implications of aesthetic and emotional work; high skill, low skill work and the hour glass organisation; hard and soft control systems

3 Conflict in the workplace

The changing nature of power and politics in organisational decision-making and management practice. The changing nature of contemporary employee relations; organisational misbehaviour and counter-productive work behaviours

3 Conflict in the workplace

The changing nature of power and politics in organisational decision-making and management practice. The changing nature of contemporary employee relations; organisational misbehaviour and counter-productive work behaviours

4 Human capital development

The learning organisation and organisational learning, technology mediated work processes, talent sourcing and human capability and knowledge management; career planning and development, rewards and recognition.

4 Human capital development

The learning organisation and organisational learning, technology mediated work processes, talent sourcing and human capability and knowledge management; career planning and development, rewards and recognition.

5 Outcomes

Learning from high performance organisations; Engaging employees, employee engagement and discretionary effort; building organisational resilience.

5 Outcomes

Learning from high performance organisations; Engaging employees, employee engagement and discretionary effort; building organisational resilience.

Statement on Teaching, Learning and Assessment

Class contact for this module comprises lectures and tutorials. Lectures introduce and explore key concepts, theories and debates, either through presentation or, occasionally, student enquiry. Tutorials will engage students in enquiry-based activities encouraging the development of deeper understanding of theory and practice links, and multiple theoretical standpoints; the generation of solutions to problems, and the formulation of recommendations for enhanced practice. Students will work in small groups/teams, and emphasis is placed on the interactive and social nature of learning. The module does not rely on a single text and a series of book chapters, journal articles and practitioner guides is available weekly to guide reading.

Teaching and Learning Work Loads

Total 200
Lecture 14
Tutorial/Seminar 28
Supervised Practical Activity 0
Unsupervised Practical Activity 0
Assessment 40
Independent 118

Back


Guidance notes:

Credit Value – The total value of SCQF credits for the module. 20 credits are the equivalent of 10 ECTS credits. A full-time student should normally register for 60 SCQF credits per semester.

Disclaimer: We make every effort to ensure that the information on our website is accurate but it is possible that some changes may occur prior to the academic year of entry. The modules listed in this catalogue are offered subject to availability during academic year 2017/18 , and may be subject to change for future years.

Top