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Management

Stage I

Organisation and Management

Organisations and their management play a fundamental role in contemporary society. Topics include the functions of management, employment relations, business and society, organisational theory and behaviour, and entrepreneurship. Develops essential skills for academic study, carrying out research and utilising University research tools, developing analytical thinking, and academic essay writing.

Restriction: MGMT 192, BUSINESS 101, 102, 192

Stage II

Understanding Organisations

Explores organisations, different types and forms, and the issues that they need to consider. Questions the role and purpose of organisations within broader social systems. Begins to develop critical approaches and skills in organisational analysis.

Prerequisite: BUSINESS 102 or MGMT 101 or 30 points in Anthropology or Sociology

Understanding Work and People

Models of work organisation, reform and performance, including industrial and post-industrial forms of work. Employee responses to work and the employment relationship. Workforce diversity.

Prerequisite: BUSINESS 102 or MGMT 101 or 30 points in Anthropology or Sociology

Business in Society

An in-depth look at the ideology of modern business, the economic and social 'revolution' in New Zealand and the process of globalisation. An integrative course, considering the economic, social, psychological and moral impacts of global capitalism. Most of the focus will be on the impacts of the market on key social indicators in New Zealand but time will also be devoted to international issues.

Prerequisite: BUSINESS 101 and 102, or MGMT 101 or SOCIOL 105 or 30 points in Anthropology or Sociology

Stage III

Management in Dynamic Contexts

Explore and reflect on the realities of management theory and practice through critically examining management challenges, from small entrepreneurial firms to large corporations.

Prerequisite: BUSINESS 200 or MGMT 202 or MGMT 211 or ENGGEN 302 or ENGGEN 303 or SCIGEN 201

Restriction: MGMT 301

Managing People

The impact of employment relationships on organisational performance and employee well-being. Principles of staffing, employee development, performance management, reward, diversity management, and employment negotiation.

Prerequisite: MGMT 211 or 223

Organisational Ethics and Sustainability

Considers how organisations can responsibly negotiate the complex demands of changing cultural values, ethical perspectives and real world conditions. Particular emphasis will be placed on strategic planning for a sustainable future that moves beyond 'Business as Usual'.

Prerequisite: BUSINESS 200 or MGMT 211 or MGMT 231 or any 30 points at Stage II in Ethics

Restriction: MGMT 331

Critical Issues in Organisations

Contemporary organisations in a changing context. Each semester the course engages with three key issues effecting organisational life, across levels of organisational analysis. Topics may be drawn from technology, structure and design, power and politics, the structure of work and occupations, or other perspectives.

Prerequisite: BUSINESS 200 or MGMT 211

Restriction: MGMT 311

Special Topic

Prerequisite: BUSINESS 200 or MGMT 202 or 211

Postgraduate 700 Level Courses

Strategic Human Resource Management

Theory and research in HRM strategy, including debates about 'best fit' and 'best practice'. The resource-based view of the firm and competition for human capital in the knowledge economy. The roles of HR specialists and the practice of HR planning.

Prerequisite: MGMT 304 or PSYCH 322

Restriction: MGMT 761

Employee Recruitment and Development

The 'make versus buy' decision in HR and review of key studies in recruitment, selection, socialisation, employee development and labour turnover. Skill development in job analysis and employment interviewing. Equal employment opportunity (EEO) issues.

Prerequisite: MGMT 304 or PSYCH 322

Restriction: MGMT 777

Performance Management and Reward Systems

Theories underpinning performance management and studies of performance appraisal, pay policies, promotion systems and non-pay rewards. Skill development in core techniques such as job evaluation and performance appraisal design.

Prerequisite: MGMT 304 or PSYCH 322

Restriction: MGMT 746

Work Organisation and Employment Negotiation

Theories and research on work organisation, the future of work and collective and individual bargaining including the nature and growth of more cooperative bargaining strategies, and review of bargaining and mediation practice in New Zealand. Skill-based negotiation exercises.

Prerequisite: MGMT 223

Restriction: MGMT 768

High Technology Ventures

Theory and applied research of high technology entrepreneurship, including an examination of technology management, innovation and new product development, and business growth. Applied skills are developed in cross-disciplinary research, as well as in business planning, product development and entrepreneurial team development.

Special Topic

Frameworks of Change and Innovation

Builds a foundation and framework for the study of organisational change and innovation and provides multiple perspectives on the topic, including: 'purpose', 'context', 'structure', 'culture' and 'technology'. Case-based teaching is focused on best practice and challenges for New Zealand organisations in a global economy.

Advanced Professional Development

Students develop their professional skills in order to make a difference in organisations of the future. Personal portfolios reflect individual competence and advancement in conceptual thinking, facilitation skills, oral and written presentations including the use of new media.

Leadership

Provides a comprehensive review of contemporary leadership theory and research to enable students to design and conduct leadership research projects. Topics include transformational, charismatic, follower-centric, cross-cultural, critical, spiritual and shared/distributed leadership as well as issues that relate strongly to leadership such as gender, ethics and development.

Special Topic

Organisational Change and Innovation: Theory and Practice

Provides comprehensive and practical exposure to contemporary practices of organisational change and innovation in a closely supervised, team-taught, intensive format. Through interactions with companies, students will explore real change issues at the company or industry level of analysis.

Restriction: MGMT 722

Contemporary Organisations and Management

The world of organisations and management is changing as a consequence of new technologies, globalisation and increased competition for resources. Students will examine the emergence of new organisational forms, such as network, project-based and virtual (e-business) organisations, and develop their theoretical understanding of the reasons for these developments. Students will also gain an understanding of the new managerial roles that are required in this new organisational environment. Through their participation in this course, students will also become familiar with, and be able to apply, the tools of organisational analysis.

Restriction: MGMT 751

Critical Organisational Analysis

Critical theories and ideas about formal organisations in contemporary Western societies. The relationships between the social contexts of organisations and the development of organisational theory and practice. Micro-processes in organisational enactments such as organisational psychologies. The implications of the post-modern debate in social and cultural theory for organisational analysis. The problematics of rationality, structure, agency, authority, legitimacy and their counter-practices.

Prerequisite: MGMT 212

Restriction: MGMT 757

Issues in Society, Culture and Business

Advanced study of issues arising at the interface between business, society and culture, and for analysis of the role of business and commerce in the construction and dissemination of culture. The ethics of modern business, business and the environment, the market culture and the culture industries.

Prerequisite: MGMT 231 and MGMT 331

Restriction: MGMT 770

Gender and Diversity in Organisations

The identity of individuals and the concomitant gendered analysis of organisational processes. Interactions of gender, ethnicity, class and sexuality. The application of identity in organisations through the dilemmas of managing and valuing diversity, implications for everyday practice and alternate organisational forms.

Restriction: MGMT 752

Kaupapa Māori and Organisations

Students will be introduced to a world view which draws on a uniquely Māori intellectual and philosophical framework that is manifest in tradition and practice (tikanga me ritenga). This is the basis from which the students will construct their perspectives (mātauranga Māori) of Māori organisation and management.

Restriction: MGMT 771

Special Topic

Sustainability

Review of the development of the global interest in a more sustainable society, international issues related to sustainable development, corporate leadership in the area of sustainability, and social issues linked to stewardship, systems thinking and 'beyond the horizon' approaches to planning.

Governance and Management

Governance deals with the complex set of relationships between the organisation, board of directors, management, and diverse stakeholders. Students will examine governance and management issues in various settings, in particular small-medium enterprises, large corporations and not-for-profit organisations. Particular attention will be given to behavioural perspectives of governance, board-management relationships, and board leadership and structure.

Research Project in Employment Relations

Directed Readings in Management

Special Topic

Dissertation for BCom(Hons)

Restriction: MGMT 789

Thesis (MCom)

To complete this course students must enrol in MGMT 796 A and B

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Source: The University of Auckland 2012 Online Calendar
Last updated on: Tuesday 1 November 2011
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