SBM2102 Organisation Unit Communication and Human Resources Management (Communication, Human Resources Management, Teamwork and Professionalism)

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1 SBM2102 Organisation Unit Communication and Human Resources Management (Communication, Human Resources Management, Teamwork and Professionalism) UOS CODE SBM2102 UOS NAME Organisation Unit Communication and Human Resources Management CREDIT POINTS 6 STATUS Core SUMMARY When you have disciplined people, you do not need hierarchy. When you have disciplined thought, you don t need bureaucracy. When you have disciplined action, you don t need excessive controls. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance. Jim Collins, From Good to Great, 2001 The above quote demonstrates the critical importance of human resources management practices in today s knowledge rich organisations. With reference to human resource management the focus will be on assessment of human resource needs against a given set of requirements, defining roles and responsibilities, assigning appropriate levels of authority and assessing the actual/available competencies against the needed competencies. This UoS has a major emphasis on effective team design and management; it will focus on assessment of team competency gaps as well as effective approaches for the development of the missing competencies using a systematic approach. Further, team dynamics will be studied and techniques for assessing team roles will be presented and applied. Participants should thus gain basic competency on how teams are forged, optimised and managed under challenging conditions. There will be opportunities to apply the teamwork principles throughout the whole degree course and thus learn the art of forming high performance teams through engagement in the same. Considering communication management, the focus is not only on defining means, frequency and manner of communications among staff and affected stakeholders but also learning styles and development of synergy among staff and team members. Communication, information and documentation management will be considered systematically for effective performance. This UoS is fundamental to understanding the crucial links that need to be established between organisational goals, team capabilities, management control processes and quality management processes. To effectively manage people requires skills in: Self-management including the art of self-assessment and ongoing development Ethical decision-making Human resource planning including forecasting human resource requirements and availability Human resource engagement including skills in job analysis, the development of job specifications and accurate job descriptions, selection and recruitment. Employee management including skills in the use of performance management and associated training and development Employee dismissal Determination of different learning styles and utilisation of the same in promotion of communication synergy Communication, information and documentation management Assessment, development and balancing of high performance teams

2 COURSE CONVENOR COURSE TUTOR ASSUMED KNOWLEDGE APPROXIMATE WORKLOAD PRE-REQUISITE (course name) OBJECTIVES TARGET COMPETENCIES (Organisation Unit Communication and Human Resources Management) Promotion of employee health and wellbeing including the application of health and safety standards The approach to people management in 21 st century organisations is centred on removing performance barriers, encouraging a culture of creativity and innovation, developing a sense of pride and translating these into results. This course is designed to provide the skills necessary for successful people management both by describing and discussing the key approaches to and theories of human resource management, and also by setting these within the broader framework of the development, operation and behaviour of organisations. Not applicable None TBA Lectures & Team Work Personal Work Readings Workshops 30 hours >30 hours >50 hours >30 hours Obtain a sound grounding in ethics and value-based consistent behaviour and decision making Know how to make ethical decisions and role-model ethical behaviour Understand definitions and different forms of human resources management and their application range Know how to effectively manage own performance at work and develop effective people skills Know how to undertake human resource planning and effectively recruit and select employees Know how to manage employee performance and develop employee skills, abilities and knowledge Know how to manage a safe, healthful and equitable workplace. Determination of different learning styles and utilisation of the same in promotion of communication synergy Know how to manage communication, information and documentation requirements Assessment, development and balancing of high performance teams Understand promotion of employee health and wellbeing including the application of health and safety standards Upon completion of the course, the student should demonstrate: Insights into ethics and promotion of value-based consistent decision making Insights into different strategies and human resource management models, their application range and dynamics Competencies for self assessment, development and professionalism Competency in developing and applying effective human resources policy, procedures and employment strategies Competency in effective human resources planning, including requirements analysis, organisation structures, team and communication culture Competency in promoting and applying a culture of teamwork and also working in teams Competency in assessing staff performance, developing staff knowledge, skills and abilities

3 TARGET COMPETENCIES (Personal and Socio-cultural) MODES OF DELIVERY ASSESSMENT Understanding of and application of relevant strategies, policies and processes to promote employee safety, health and welfare Ability to design and implement effective communication management strategies, processes and tools Ability to guide the application of information, documentation and communication management policies and develop reporting strategies and practices Generic: All competencies that are common to all professionals (including cognitive and communication abilities, problem solving and analytical mindset) Leadership: Ability to direct, motivate & manage individuals & teams. Commitment: Ability to dedicate to tasks & to project outcomes. Attitude: Ability to create the right frame of mind that promotes integrity & support for achievement of project goals within a social context. Self Direction: Ability to manage within and without guidelines & processes, and to work without supervision. Learning: Ability to commit to continuous improvement in knowledge, skills & attitude, & to creating new knowledge developing skills & approaches. Cultural Empathy: Ability to respect for & accommodation of individual lifestyle, beliefs & norms. Creativity & Innovation: Capacity to generate new ideas/approaches & make them happen. Upfront intensive workshop (4 days) Project and team based flexible work facilitated via the Internet (over 10 weeks) Face-to-face formal assessment (one week) 1. Formal knowledge test 2. Team project submissions (formatted as per specification for the same) 3. Formal assessment against competencies applicable to organisation unit strategy and design 4. Formal personal & socio-cultural competency assessment PRINTED MATERIALS WEB SITES PRESCRIBED FOR THE COURSE Learning material (lecture notes, slides, case study and other material provided online). Case project (students own case project subject to endorsement) No single Web site presents all the necessary knowledge that students need to learn and apply. However, opposite are some useful sites to visit. SELECTED REFERENCES Collins, J. (2001). Good to Great, Why Some Companies Make the Leap and Others Don t. Random House, UK. 300 p. Pynes J E (2008) Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach, Jossey-Bass Salaman G, Storey J and Billsberry J (Editors) (2005) Strategic Human Resource Management: Theory and Practice, Sage Publications Hattersley M and McJannet L (2007) Management Communication: Principles and Practice, McGraw-Hill/Irwin Online useful sources of references are: TBA Software Not applicable Students may wish to use software for normal typesetting, graphic design and associated tasks

4 COURSE CONTENTS Intensive Phase Day 1 Introduction to course aims, objectives, target competencies, learning strategies, resources available, timetable and deliverables, assessment methods and related briefings Briefing on how to conduct each phase and the entire unit of study Lecture: Understanding ethics and value-based consistent behaviour and decision making Lecture: Principles and framework for making ethical decisions and role-model ethical behaviour Tutorial work on understanding the critical importance of ethics and value based approaches to personal behaviour, relationships to colleagues and employer, duty of care to stakeholders and the society and the broader issues of professional conduct. Lecture: Definitions and different forms of human resources management and their application range Lecture: Effective managing own performance at work and development of effective people skills Tutorial: Understanding the processes and models for human resources management Tutorial: Understanding approaches and tools for self assessment, development and professionalism Class discussion of tutorial results, focus on ethics and personal development within a consistent human resources management framework Day 2 Lecture: Development and implementation of policies, processes and employment strategies to human resources development and management Tutorial: Policy, processes and employment strategies for effective and optimal human resources management practices Lecture: Human resources planning and organising, including requirements analysis, design of organisation structure, teams, communication and collaboration framework Tutorial: Organisational goals, requirements analysis, design of organisation structure, teams, communication and collaboration framework Lecture: Teams in organisations; characteristics, dynamics, design and development of high performance teams Lecture: Learning styles Tutorial: Team development principles, including application of team dynamic principles, formal team performance and quality planning and maturity to high performance teams Day 3 Lecture: Staff performance assessment and development including staff knowledge, skills and abilities to perform in an increasingly complex environment Tutorial: Staff performance assessment and development practices Lecture: Staff safety, health and welfare principles, obligations and best practices, including attention to emotional and intellectual needs Tutorial: Understanding and application of principles to effective employee health, safety and welfare needs and obligations Day 4 Lecture: Organisation unit communication, information and documentation management strategies, policies and procedures Tutorial: Organisation unit communication, information and documentation

5 management strategies, policies and processes Lecture: Determination of optimum systems (e.g. MIS, CRM, ERP) and general ICT tools and infrastructure to facilitate communication and interaction in all sections of the organisation and intra and inter teams Tutorial: Optimum systems, tools and infrastructure for effective communication and information management and reporting Assessment of individual competencies wrt organisation unit human resources, teamwork and communication Reinforcing learning outcomes and application of the same to forthcoming team project Conduct of written test on organisation unit strategy and design Students feedback on the intensive phase Teamwork phase For the purposes of developing expertise in organisation unit human resources planning and communication management in an integrated and meaningful manner, students in teams of 4 to 5 will assume responsibility for developing a detailed solution for a case organisation unit. The case organisation is individual to each team and will be sourced normally from one of the students employer organisations. In summary the project phase will comprise: An overall process for studying organisation unit human resources management, team work and communication and for applying the relevant knowledge to a real life case organisation as per the relevant Brief that is downloaded from the unit s web site; A program of the learning activities which are part of student s Team Workplan and individual competency acquisition needs which each student needs to plan to conduct flexibly within the unit of study timeline as advised in the unit s web site (detailed schedules are to be developed and submitted as part of the Team Work/QA Plan) The assignment Brief which is available as a downloadable file. Your team may develop your own Brief/project concept, and upon the Course Convenors endorsement use the same as the basis for learning and development. Your brief should be developed to be similar to that found on the unit s web site. The Learning activities are designed for each team to develop and evaluate a complete organisation unit human resources and communication management plan for their case organisation via the following activities: Assessment of learning styles and team roles and balancing of team development of self management and socio-cultural/teamwork competencies Activity 1 Case organisation selection and team QA/workplan Activity 2 Conceptual and Fieldwork Related to HRM, Teamwork and Communication Activity 3 Organisation Unit HRM, Teamwork and Communication Plan for Case Organisation Continuous reflection, self and peer assessment and competency acquisition Final Individual Report and Viva to validate competencies vis-à-vis target competencies Activity 4 Evaluation, Formatting and Presentation of the Plan COMPETENCY VALIDATION (via evidence and professional interview) Final Report & assessment Each student is advised to plan to progressively acquire, develop and document the relevant target competencies. The protocols on the web site for this purpose need to be followed carefully to prepare the required evidence of competency acquisition. The evidence for this unit to comprise a Final Report in two parts to validate individually the following: specific target competencies of this unit regarding organisation unit HRM, communication and teamwork, as well as personal and socio-cultural competencies. These will be assessed separately and both need to show the student s development history using the student s L&D plan as the basis.

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