Module: Organisational Analysis

Module Specifications..

Current Academic Year 2023 - 2024

Please note that this information is subject to change.

Module Title	Organisational Analysis
Module Code	HR5122
School	DCUBS
Module Co-ordinator	Semester 1: Malcolm Brady Semester 2: Malcolm Brady Autumn: Malcolm Brady
Module Teachers	Brian Harney Malcolm Brady John McMackin Katie Ann Bridget Clarke Xuchang Zheng
NFQ level	9	Credit Rating	10
Pre-requisite	None
Co-requisite	None
Compatibles	None
Incompatibles	None

None

Description

This module will explore and evaluate common theories and frameworks used to help understand the complexities of the objectives, functions and structures of modern organisations. In particular, the module will explore tensions at three different levels. Macro Perspectives explores strategy, external and internal analysis, as well as the values and purpose of organisations. Micro Perspectives explores culture and change, leadership, people management and the structuring of organisations, whilst Critical Perspectives explores the role of consultants, strategy discourse and the ideology of management. The module has a practical emphasis providing the opportunity for students to apply the ideas, tools and frameworks of organisational analysis to a ‘live’ organisational case study. The module is delivered as a series of lectures, workshops, case study discussions and guest lectures.

Learning Outcomes

1. Synthesise theory and practice to assess the efficacy of organisational analysis models and frameworks in specific contexts, including during organisational change.
2. Assess the utility of the major tools of organisational analysis at a macro and micro level
3. Identify central issues in complex cross functional organisational problems and strategic change and present well supported, considered diagnoses and recommendations.
4. Integrate knowledge, theory and practice into a strategic and dynamic overview of the organisation in its environmental context.
5. Explain the role of organisational culture, politics and leadership in facilitating and impeding organisational action.
6. Demonstrate a critical, analytical, flexible and creative mind set which assesses and challenges mainstream thinking.

*Type*	*Hours*	*Description*
Workload	Full-time hours per semester
Lecture	36	No Description
Workshop	12	Guided case branstorming and problem solving
Directed learning	24	Preparing pre-assigned readings and cases
Assignment Completion	70	Preparation of case analysis
Class Presentation	24	Preparation and presentation of analysis
Online activity	12	Beta testing organisational analysis tools
Independent Study	72	Reading textbooks, articles and conducting research
Total Workload: 250

All module information is indicative and subject to change. For further information,students are advised to refer to the University's Marks and Standards and Programme Specific Regulations at: http://www.dcu.ie/registry/examinations/index.shtml

Indicative Content and Learning Activities

Introduction and overview
Overview of key theories and modes of thinking in organisational analysis.

Macro Level
Explores strategy, tools and techniques for external and internal analysis, values and purpose of organisations.

Micro Level
Explores culture and change, leadership, people management and the structuring of organisations.

Critical perspectives
Explores the role of consultants, management discourse and the ideology of management.

Assessment Breakdown
Continuous Assessment	100%	Examination Weight	0%

Type	Description	% of total	Assessment Date
Course Work Breakdown
Group assignment	mini-practicum company analysis	40%	n/a
Presentation	Company analysis presentation	15%	n/a
Digital Project	n/a	10%	n/a

Reassessment Requirement Type
Resit arrangements are explained by the following categories; 1 = A resit is available for all components of the module 2 = No resit is available for 100% continuous assessment module 3 = No resit is available for the continuous assessment component
This module is category 1

Indicative Reading List

Cunningham, J., and Harney, B.: 2012, Strategy and Strategists, Oxford University Press: Oxford,
Daft, R: 2013, Understanding the Theory and Design of Organisations,, Cengage Learning,
Johnson, G. & Scholes, K. and Whittington, R.: 2016, Exploring Corporate Strategy; Text and Cases, Prentice Hall,
Senior, B and Swailes, S: 2016, Organisational Change, Pearson,

Other Resources

None

Programme or List of Programmes

MHRM	MSc in Human Resource Management

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