CQUniversity Unit Profile
MGMT29012 Managing and Leading in Organisations
Managing and Leading in Organisations
All details in this unit profile for MGMT29012 have been officially approved by CQUniversity and represent a learning partnership between the University and you (our student).
The information will not be changed unless absolutely necessary and any change will be clearly indicated by an approved correction included in the profile.
General Information

Overview

Organisations are social entities and as such require the coordination and alignment of activities undertaken by people to achieve organisational goals. Management is defined as working with and through others whilst leadership is defined as the ability to influence others in a goal directed path. In this unit you will develop an understanding of the differences between management and leadership. You will address specific aspects of different management and leadership styles, including delegation and performance management, their appropriateness and impact given people and cultural context. You will critically examine the individual attributes such as values, personality, motivation and the use of power and how they affect individual and team performance. You will also gain an appreciation of the key role played by organisational leaders in the implementation and alignment of the United Nation's Sustainable Development Goals and how organisations and businesses can become institutions of positive social change as well as meeting the needs of shareholders and/ or stakeholders.

Details

Career Level: Postgraduate
Unit Level: Level 9
Credit Points: 6
Student Contribution Band: 10
Fraction of Full-Time Student Load: 0.125

Pre-requisites or Co-requisites

Students enrolling in this unit must be undertaking the CL84 Master of Business Administration (International).

Important note: Students enrolled in a subsequent unit who failed their pre-requisite unit, should drop the subsequent unit before the census date or within 10 working days of Fail grade notification. Students who do not drop the unit in this timeframe cannot later drop the unit without academic and financial liability. See details in the Assessment Policy and Procedure (Higher Education Coursework).

Offerings For Semester 2 - 2021

Jakarta

Attendance Requirements

All on-campus students are expected to attend scheduled classes – in some units, these classes are identified as a mandatory (pass/fail) component and attendance is compulsory. International students, on a student visa, must maintain a full time study load and meet both attendance and academic progress requirements in each study period (satisfactory attendance for International students is defined as maintaining at least an 80% attendance record).

Class and Assessment Overview

Recommended Student Time Commitment

Each 6-credit Postgraduate unit at CQUniversity requires an overall time commitment of an average of 12.5 hours of study per week, making a total of 150 hours for the unit.

Assessment Overview

1. Written Assessment
Weighting: 40%
2. Presentation
Weighting: 20%
3. Examination
Weighting: 40%

Assessment Grading

This is a graded unit: your overall grade will be calculated from the marks or grades for each assessment task, based on the relative weightings shown in the table above. You must obtain an overall mark for the unit of at least 50%, or an overall grade of ‘pass’ in order to pass the unit. If any ‘pass/fail’ tasks are shown in the table above they must also be completed successfully (‘pass’ grade). You must also meet any minimum mark requirements specified for a particular assessment task, as detailed in the ‘assessment task’ section (note that in some instances, the minimum mark for a task may be greater than 50%). Consult the University’s Grades and Results Policy for more details of interim results and final grades.

Previous Student Feedback

Feedback, Recommendations and Responses

Every unit is reviewed for enhancement each year. At the most recent review, the following staff and student feedback items were identified and recommendations were made.

Feedback from MBA Director and Indonesian unit coordinator.

Feedback

Increased contextualisation

Recommendation

Ongoing review of content with an emphasis on application of management and leadership to reflect an Asian perspective in addition to global examples.

Unit Learning Outcomes
On successful completion of this unit, you will be able to:
  1. Analyse and critically reflect on the contribution made by leaders and managers in different organisational settings, in particular their role in fostering commitment to sustainable development goals
  2. Evaluate the impact of different approaches to managing and leading on employees
  3. Apply established management and leadership theories both independently and collaboratively to effectively identify and manage organisational and individual performance issues
  4. Interpret and successfully apply knowledge, skills and ideas related to leading and managing people to a range of internal and external stakeholders
  5. Analyse critically and reflect on cultural differences in leadership and the implication for followers.
Alignment of Learning Outcomes, Assessment and Graduate Attributes
N/A Level
Introductory Level
Intermediate Level
Graduate Level
Professional Level
Advanced Level

Alignment of Assessment Tasks to Learning Outcomes

Assessment Tasks Learning Outcomes
1 2 3 4 5
1 - Written Assessment - 40%
2 - Presentation - 20%
3 - Examination - 40%

Alignment of Graduate Attributes to Learning Outcomes

Graduate Attributes Learning Outcomes
1 2 3 4 5
1 - Knowledge
2 - Communication
3 - Cognitive, technical and creative skills
4 - Research
5 - Self-management
6 - Ethical and Professional Responsibility
7 - Leadership

Alignment of Assessment Tasks to Graduate Attributes

Assessment Tasks Graduate Attributes
1 2 3 4 5 6 7
1 - Written Assessment - 40%
2 - Presentation - 20%
3 - Examination - 40%
Textbooks and Resources

Textbooks

Information for Textbooks is not yet available.

The textbooks have not yet been finalised.

IT Resources

You will need access to the following IT resources:
  • CQUniversity Student Email
  • Internet
  • Unit Website (Moodle)
Referencing Style

All submissions for this unit must use the referencing style: American Psychological Association 7th Edition (APA 7th edition)

For further information, see the Assessment Tasks.

Teaching Contacts
Derry Habir Unit Coordinator
a.habir@cqu.edu.au
Michael Segon Unit Coordinator
m.segon@cqu.edu.au
Ronny Kountur Unit Coordinator
r.kountur@cqu.edu.au
Schedule
Week 1: Introduction to Management and Leadership Begin Date: 08 Mar 2021

Module/Topic

Introduction to Management and Leadership

Differentiating management and leadership Reviewing the history of managerial thought Management Models and approaches:

1. Fayol’s Administrative Model
2. Mintzberg’s 10 Managerial Roles. Management and Leadership in Indonesia

Chapter

Daft (2015) Ch 1 & 2
Whetten & Cameron (2016) Ch 1

Quinn et al., (2015) Ch 1
Lussier and Achua (2016) Ch 1

Gosling and Mintzberg (2004)

Schermerhorn et al. (2020) Ch 2

Irawanto, D. W. (2009)
Refer to the Moodle site for full citation of recommended readings

Events and Submissions/Topic

Week 2: Professionalism, Ethics and Ethical Decision-making Begin Date: 15 Mar 2021

Module/Topic

Professionalism, Ethics and Decision Making
What is a professional manager or leader?
What are the ethical duties of management and leadership?

Ethical decision making: How do we make informed and ethical decisions using a simplified approach.

Chapter

Daft (2015) Ch 6
Velasquez et al., (2017)
Segon and Booth (2015)
Lussier and Achua (2016) Ch 2 & 10

de Janasz et al., (2015) Ch 18

Schermerhorn et al., (2020) Ch 5

Refer to the Moodle site for full citation of recommended readings.

Events and Submissions/Topic

Week 3: Emotional Intelligence and Self Awareness Begin Date: 22 Mar 2021

Module/Topic

Emotional Intelligence and Self Awareness

Distinguishing EI from IQ

The Input based approaches to competency

Review of the ESCI model

Self-awareness and the importance of reflection in management and leadership

Chapter

Daft Ch 5
Whetten & Cameron (2016) Ch 3

Quinn et al., (2015) Ch 1

Goleman (2017)
de Janasz et al., (2015) Ch 1 & 2

Refer to the Moodle site for full citation of recommended readings.

Events and Submissions/Topic

Week 4: Situational Leadership Begin Date: 29 Mar 2021

Module/Topic

    Situational Leadership

    Understanding leadership styles based on context

    Fielder’s contingency model

    Hershey and Blanchard

    Vroom’s Expectancy Model

    Chapter

    Daft (2015) Ch 3
    Lussier and Achua (2016) Ch 4

    Schermerhorn et al., (2020) Ch 13

    Refer to the Moodle site for full citation of recommended readings

    Events and Submissions/Topic

    Week 5: Authentic and Exemplary Leadership Begin Date: 05 Apr 2021

    Module/Topic

    Leadership: Authentic Leadership

    Transformational vs Transactional Leadership

    Authentic Leadership and Followership

    Kouzes and Posner’s 5 Leadership practices

    Chapter

    Daft (2015) Ch 5 & 7
    Kouzes and Posner (2013)
    Lussier and Achua (2016) Ch 7 & 9 Schermerhorn et al., (2020) Ch 13

    Refer to the Moodle site for full citation of recommended readings

    Events and Submissions/Topic

    University Vacation Begin Date: 12 Apr 2021

    Module/Topic

    University Vacation

    Chapter


    Events and Submissions/Topic

    Week 6: Understanding Others: Motivation Begin Date: 19 Apr 2021

    Module/Topic

    Understanding Others: Motivation

    Intrinsic vs extrinsic motivation

    Needs based approaches: Maslow and Hertzberg

    Process Approaches: Equity theory

    Chapter

    Daft (2015) Ch 8
    Whetten & Cameron (2016) Ch 8

    Quinn et al. (2015) Module 3 pp 194-210
    Lussier and Achua (2016) Ch 3

    Schermerhorn et al., (2020) Ch 15

    Refer to the Moodle site for full citation of recommended readings

    Events and Submissions/Topic

    Week 7: Effective Delegation and Empowermen Begin Date: 26 Apr 2021

    Module/Topic

    Effective Delegation and Empowerment

    Strategies for effective delegation

    Authority and Responsibility: The Tannenbaum and Schmidt continuum and Leadership.

    Mentoring and developing staff.

    Chapter

    Whetten & Cameron (2016) Ch 10

    Quinn et al. (2015) Module 4 pp 243-257
    Daft (2015) Ch 8

    de Janasz et al., (2015) Ch 14


    Refer to the Moodle site for full citation of recommended readings.

    Events and Submissions/Topic

    Effective Management and Leadership Due: Week 7 Friday (30 Apr 2021) 6:00 pm AEST
    Week 8: Developing Power and Influence Begin Date: 03 May 2021

    Module/Topic

    Developing Power and Influence

    Understanding and developing power bases

    Individual and organisational sources of power.

    French and Raven’s 5 power bases Ethical use of power


    Influence strategies.

    Chapter

    Daft (2015) Ch 12
    Whetten & Cameron (2016) Ch 7

    Quinn et al. (2015) Module 4 pp 243-257
    Lussier and Achua (2016) Ch 5
    de Janasz et al., (2015) Ch 9 & 10

    Refer to the Moodle site for full citation of recommended readings

    Events and Submissions/Topic

    Week 9: Managing Conflict and Negotiation Begin Date: 10 May 2021

    Module/Topic

    Managing Conflict and Negotiation

    Understanding the sources of conflict

    Conflict handing Behaviours

    Integrative and distributive negotiation

    Chapter

    Whetten & Cameron (2016) Ch 9

    Quinn et al. (2015) Module 1 pp 88-102 & Module 4 pp 283-293

    Lussier and Achua (2016) Ch 5
    de Janasz et al., (2015) Ch 11 & 12

    Refer to the Moodle site for full citation of recommended readings.

    Events and Submissions/Topic

    Return of Assignment 1

    Week 10: Performance Management Begin Date: 17 May 2021

    Module/Topic

    Performance Management
    Sources of poor performance
    Types of performers and strategies for dealing with employees (the Potential Productivity Matrix).
    The importance of process and procedural fairness in performance management.

    Chapter

    Whetten & Cameron (2016) Ch 14

    de Janasz et al. (2015) Ch 6,7 & 13

    Schermerhorn et al., (2020) Ch 12

    Buckingham and Goodall (2015)

    Refer to the Moodle site for full citation of recommended readings.

    Events and Submissions/Topic

    Week 11: Global perspectives on leadership and international business Begin Date: 24 May 2021

    Module/Topic

    Global perspectives on leadership and international business
    Global leadership competencies

    The "Globe" studies of international leadership

    Leadership in cultural contexts.

    International business challenges: bribery and corruption and International legislation.

    Chapter

    Daft Ch 11
    Nitin and Khurana (2010) Ch 20

    Lussier and Achua (2016) Ch 10 Hassanzadeh et al., (2015)

    Mendenhall et al., (2017)
    Molisky (2017) [In HBR Guide to Emotional Intelligence]

    Schermerhorn et al., (2020) Ch 4

    House et al.,(2002)


    Refer to the Moodle site for full citation of recommended reading

    Events and Submissions/Topic

    Week 12: Group Presentations and Unit Review Begin Date: 31 May 2021

    Module/Topic

    Group Presentations

    Unit and Topic Review

    Exam Preparation

    Chapter

    Events and Submissions/Topic

    Group Analysis and Presentation Due: Week 12 Friday (4 June 2021) 6:00 pm AEST
    Assessment Tasks

    1 Written Assessment

    Assessment Title
    Effective Management and Leadership

    Task Description

    The purpose of the assignment is to increase the student’s understanding of what constitutes effective management and leadership practices within an organisational context. Students will also increase their own level of self-awareness by reflecting on their management and leadership capability, via the completion of a minimum of two diagnostic tools, one related to management and one related to leadership. Students are to reflect on the results of these tools and what they say about the student's preferences in terms of managing and leading others. Students are expected to use examples from their own practice or observations to illustrate key aspects effective management and leadership practice. Students need to conclude by identifying how they will use this information as a future manager and leader.

    Word Count: 1500-1800 words
    Due Date: End of Week 7

    Further details are available in the Moodle site including a rubric and an audio file that provides further guidance on this assessment task.


    Assessment Due Date

    Week 7 Friday (30 Apr 2021) 6:00 pm AEST

    Submit via the Moodle site.


    Return Date to Students

    Week 9 Friday (14 May 2021)

    Feedback will be provided via Feedback Studio


    Weighting
    40%

    Assessment Criteria

    1. Clear definitions and overview of management and leadership concepts.

    2. A concise summary of the key theories related to management, leadership and self-awareness.

    3. The use of a minimum of two diagnostic tools; one related to management and the other to leadership.

    4. A concise reflection on the results of the tools and how these enhance greater awareness of individual management and leadership practice

    5. Breadth and quality of research, using a minimum of 12 academic sources

    6. Correctly using the APA in text referencing system to cite academic sources.

    As Masters students you are required to engage in research consistent with the Australia Quality Framework (AQF) guidelines, that establishes the standards for all CQUniversity's Masters courses. Two specific requirements need to be

    considered:

    1. Students need to demonstrate “a body of knowledge that includes the understanding of recent developments in a discipline and/or area of professional practice", and
    2. Students must demonstrate "knowledge of research principles and methods applicable to a field of work and/or learning”.

    Each Masters unit has a number of required readings in terms of academic texts, journals and business publications that represent the appropriate body of knowledge and recent developments referred to by the AQF. In order to demonstrate the ability to engage in appropriate research, students should read and utilise these texts and journals and publications.

    As Masters students you are expected to research beyond this minimum standard through additional texts, journals and studies to demonstrate an ability to engage in independent research.
    Your attention is also drawn to the University’s stated position on plagiarism. THE WORK OF OTHERS, WHICH ARE INCLUDED IN THE ASSIGNMENT MUST BE ATTRIBUTED TO ITS SOURCE (a full list of references must be submitted as part of the assessment).


    Referencing Style

    Submission

    No submission method provided.


    Learning Outcomes Assessed
    • Analyse and critically reflect on the contribution made by leaders and managers in different organisational settings, in particular their role in fostering commitment to sustainable development goals
    • Evaluate the impact of different approaches to managing and leading on employees
    • Apply established management and leadership theories both independently and collaboratively to effectively identify and manage organisational and individual performance issues
    • Interpret and successfully apply knowledge, skills and ideas related to leading and managing people to a range of internal and external stakeholders
    • Analyse critically and reflect on cultural differences in leadership and the implication for followers.


    Graduate Attributes
    • Knowledge
    • Communication
    • Research
    • Self-management
    • Ethical and Professional Responsibility
    • Leadership

    2 Presentation

    Assessment Title
    Group Analysis and Presentation

    Task Description

    Students are to prepare a business style presentation addressing specific aspects of leadership and management practice. Students will be allocated to groups in Week 6 of term, the size and composition of which will be determined by the class facilitator and will normally not be negotiable.
    Each group will select two prominent leaders or managers, one of which must be a business leader. The specific task is to analyse the demonstrated behaviour of each, citing examples to illustrate, and then contrast these against management and leadership models and theories. Students are expected to refer not only to leadership and management theories, but also to appropriate concepts studied throughout the term including ethics, motivation, delegation, power and influence etc. Groups are to assess how these leaders and managers use these aspects as part of their practice, determine the impact on followers and whether these leaders and managers display effective or ineffective practice.

    This is a pass-fail activity and students must be in a group. Students cannot undertake this task individually.

    Each group will present in class  and will be afforded 15-20 mins, including Q&A.

    Students must then upload their presentation which consists of the PowerPoint slides, an executive summary of approximately 1000 words and a reference list to the Moodle site by the due date.

    Presentation: 15 - 20 minutes per group.

    Written Summary: 1000 words (maximum).

    Weighting: 20%


    Assessment Due Date

    Week 12 Friday (4 June 2021) 6:00 pm AEST

    Submit powerpoints and written summary via Moodle


    Return Date to Students

    Exam Week Friday (18 June 2021)

    Feedback is provided via Feedback Studio


    Weighting
    20%

    Assessment Criteria

    1. Demonstrate a thorough knowledge of relevant concepts/materials through use of a minimum of 12 academic quality sources (including a minimum of five relevant peer-reviewed academic journal articles).

    2. Demonstrate an ability to incorporate relevant key leadership and management terms, theories, models, and concepts.

    3. Use specific examples of leader and management behaviours to illustrate effective or ineffective practice.

    4. Utilise a clear and professional presentation structure with an introduction, main presentation and conclusion.

    5. Ability to effectively use audio visuals and verbal communication delivered within the time allocation.

    6. Ability to work in a collaborative and effective manner as a team.

    7. Provide an effective and concise written summary fo the main points from the presentation.


    Referencing Style

    Submission

    No submission method provided.


    Learning Outcomes Assessed
    • Analyse and critically reflect on the contribution made by leaders and managers in different organisational settings, in particular their role in fostering commitment to sustainable development goals
    • Apply established management and leadership theories both independently and collaboratively to effectively identify and manage organisational and individual performance issues
    • Interpret and successfully apply knowledge, skills and ideas related to leading and managing people to a range of internal and external stakeholders


    Graduate Attributes
    • Knowledge
    • Communication
    • Research
    • Self-management
    • Ethical and Professional Responsibility

    Examination

    Outline
    Complete an invigilated examination

    Date
    During the examination period, at a CQUniversity examination centre

    Weighting
    40%

    Length
    120 minutes

    Minimum mark or grade
    N/A

    Details
    Dictionary - non-electronic, concise, direct translation only (dictionary must not contain any notes or comments).
    Closed Book
    Academic Integrity Statement

    As a CQUniversity student you are expected to act honestly in all aspects of your academic work.

    Any assessable work undertaken or submitted for review or assessment must be your own work. Assessable work is any type of work you do to meet the assessment requirements in the unit, including draft work submitted for review and feedback and final work to be assessed.

    When you use the ideas, words or data of others in your assessment, you must thoroughly and clearly acknowledge the source of this information by using the correct referencing style for your unit. Using others’ work without proper acknowledgement may be considered a form of intellectual dishonesty.

    Participating honestly, respectfully, responsibly, and fairly in your university study ensures the CQUniversity qualification you earn will be valued as a true indication of your individual academic achievement and will continue to receive the respect and recognition it deserves.

    As a student, you are responsible for reading and following CQUniversity’s policies, including the Student Academic Integrity Policy and Procedure. This policy sets out CQUniversity’s expectations of you to act with integrity, examples of academic integrity breaches to avoid, the processes used to address alleged breaches of academic integrity, and potential penalties.

    What is a breach of academic integrity?

    A breach of academic integrity includes but is not limited to plagiarism, self-plagiarism, collusion, cheating, contract cheating, and academic misconduct. The Student Academic Integrity Policy and Procedure defines what these terms mean and gives examples.

    Why is academic integrity important?

    A breach of academic integrity may result in one or more penalties, including suspension or even expulsion from the University. It can also have negative implications for student visas and future enrolment at CQUniversity or elsewhere. Students who engage in contract cheating also risk being blackmailed by contract cheating services.

    Where can I get assistance?

    For academic advice and guidance, the Academic Learning Centre (ALC) can support you in becoming confident in completing assessments with integrity and of high standard.

    What can you do to act with integrity?