Registry
Module Specifications
Archived Version 2019 - 2020
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Description This module is designed to provide students with an introduction to the models and theories that are useful in explaining the structures, functioning, behaviour and performance of organizations and the behaviour of people and groups of people within those organisations, and to give students tools, theories and frameworks that can help in organisational analysis and decision making. The module will draw on material from the literature on Organisation Theory and Development, relevant case and research studies and the student’s own experiences. | |||||||||||||||||||||||||||||||||||||||||
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Learning Outcomes 1. Discuss the main structures, functioning, behaviour and performance of organisations 2. Explain the main concepts, frameworks, and theories that help to explain how organisations work in practice 3. Analyse and make recommendations for organisations on their structures, functioning , behaviour and performance | |||||||||||||||||||||||||||||||||||||||||
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 |
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Indicative Content and
Learning Activities Introduction to Organisation TheoryWhat is organisation theory, and how can it be useful to a manager? How has our understanding of organisation theory developed over the yearsThe External Environment for organisationsIn what ways do organisations relate to the external environment, and why? How can a manager use an understanding of that relationship to better assess risk and environmental uncertainty in the environment. What can managers do to be better able to anticipate and adapt to changes in the environment?Relationships between organisationsWhat are interorganisational relationships, and how can managers in organisations manage those relationships to realise benefits and mitigate threats and risk?Organisation Strategy, Design, and StructureWhat is the relationship between the strategy, design, and structure of an organisation? What are some of the challenges and issues to be considered in designing an organisation that works well?Change in OrganisationsHow change arises in organisations. Is 'managing change' and oxymoron? What does the research on managing change tell us about how best to manage change?Organisations and Technology'Technology' is How the interaction between technologies and organisations both facilitates and drives the evolution of organisationsConflict, Power, and Politics in OrganisationsWhat are these concepts - 'conflict', 'power', and 'politics'? Are they 'good' or 'bad', or even necessary for organisations? How do people use / abuse conflict, power, and politics in organisations?Decision Making in OrganisationsDecision making in organisations - its not as simple as you would think - but in what ways? How are decisions made in organisations, and can managers 'control' or 'affect' the quality of a decision, and its outcome?Organisational Culture and Ethical ValuesWhat is organisational culture? How can it be a powerful enabler or inhibitor of the operations and performance of an organisation? What is its relationship to the values and ethical behaviour of people in the organisation? | |||||||||||||||||||||||||||||||||||||||||
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Indicative Reading List
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Other Resources None | |||||||||||||||||||||||||||||||||||||||||
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