Course Title: Aerospace Industry Infrastructures

Part A: Course Overview

Course Title: Aerospace Industry Infrastructures

Credit Points: 12.00


Course Code

Campus

Career

School

Learning Mode

Teaching Period(s)

AERO2183

China Airlines Ltd

Postgraduate

115H Aerospace, Mechanical & Manufacturing Engineering

Face-to-Face

Offsh 2 07

AERO2239

Air Transport Training College

Postgraduate

115H Aerospace, Mechanical & Manufacturing Engineering

Face-to-Face

Offsh 2 07

AERO2305

City Campus

Postgraduate

115H Aerospace, Mechanical & Manufacturing Engineering

Distance / Correspondence or Face-to-Face

Sem 1 2006,
Sem 2 2006,
Sem 2 2007,
Sem 1 2008,
Sem 1 2009,
Sem 2 2009,
Sem 2 2010

Course Coordinator: Graham Matthews

Course Coordinator Phone: +61 3 99258068

Course Coordinator Email: graham.matthews@rmit.edu.au

Course Coordinator Location: 57.3.30

Course Coordinator Availability: Please contact by email to arrange appointment


Pre-requisite Courses and Assumed Knowledge and Capabilities

None


Course Description

The course aims to deepen participants’ understanding of the relationship which exists between organisational design and culture, and the change process.  It will focus on the ways managers in any organisation can influence organisational structure and culture, and in turn, be influenced by those organisational elements. Participants will also be introduced to a range of diagnostic tools to aid in identification of problems arising from the use of inappropriate organisational designs and effectiveness approaches.


Objectives/Learning Outcomes/Capability Development

Dimension of Capability                   Descriptor
Personal Development                     Observance of professional ethics.
                                                               Taking responsibility and participating in one’s own career planning and development.
                                                               Acting as a Reflective Practitioner leading to a personal continuous improvement process.
                                                               Engagement in and commitment to career-long learning.
                                                               Awareness of and respect for divergent views.

Sustainability                                      Balance of the technical, economic, environmental and social demands of different cultural and national situations.
                                                              Protection of safety, health and welfare.

Problem solving and decision        Model organizational problems using a systems framework, recognising the impact on sub- and related systems within different making                                                cultural contexts.
                                                             Use of a wide range of problem solving tools and techniques.
                                                             Selectivity in the choice of data to be used to support decision-making. 
                                                             Access to information from a wide range of sources, discerning values, bias and usability.

Technical                                          Conceptualise, plan, design and manage the interface between human and technical systems taking into consideration variations in Competence                                    local technical adoption rates.
                                                            Participate in the design and conduct of diagnostic activities within the specific industry discipline and cultural context.
                                                            Discuss the performance of a range of analytical tasks as appropriate to the specialisation within the industry.

Teamwork and Leadership          Operate effectively within a complex organisational setting.
                                                            Work effectively within a multicultural team.
                                                            Work with members of other disciplines in a team with conflicting needs.

Communication                              Professionally communicate the conceptualisation, planning, design and management of the interface between human and technical 

                                                            systems taking into consideration variations in personal technical adoption rates. 
                                                            Communicate effectively - that is to listen, observe, speak, and write.
                                                            Communicate results and outcomes qualitatively, quantitatively, graphically, electronically and textually.
                                                            Communicate processes of thinking and reflection.


On completion of the course, participants will:

  • Be able to describe the key dimensions of an organisation’s structure utilising appropriate terms and concepts.
  • Understand the various influences on an organisation which result in its choice of structure and resulting culture.
  • Analyse two organisations, identify performance problems and make decisions about structural and cultural changes necessary for solving identified problems.
  • Have developed their skills in written communication, group interaction, objective setting and library use.


Overview of Learning Activities

The focal strategy utilised in the whole course is the Management Learning Team (MLT). This group represents a project team whose members carry a dual responsibility. Firstly, MLT members carry a responsibility to the team for the learning and development of each member, and secondly, a responsibility for their own personal learning.

MLT’s are encouraged to explore the resources of the team for problem solving and addressing issues prior to seeking the guidance or assistance of an academic staff member.

The specific learning activities include:

Seminars
Workshops
On-call Consultation
Projects
Directed Research
Self-directed Learning
Fieldwork


Overview of Learning Resources

Prescribed Texts:

Burton, R.M., DeSanctis, G. & Obel, B. 2006, Organizational Design: A Step-by-Step Approach, Cambridge University Press, Cambridge.

Lumpe, M-P. 2008, Leadership and Organization in the Aviation Industry, Ashgate, Aldershot.


Recommended Texts:

Banner, D.K. and Gagne, T.E. 1994, Designing Effective Organizations, Sage, References: California.

Bedeian, A.G. and Zammuto, R.F. 1991, Organizations: Theory and Design, Dryden, Chicago.

Block, P. 1991, The Empowered Manager: Positive Political Skills at Work, Jossey Bass, San Francisco.

Bolman, L. and Deal, T. 2003, Reframing Organizations: Artistry, Choice and Leadership, Jossey Bass, San Francisco.

Brown, A.D. 1998, Organisational Culture, Prentice-Hall, London.

Child, J. 1984, Organization - A Guide to Problems and Practice, Prentice-Hall, New Jersey.

Daft, R.L. 2008, Organization Theory and Design, Southwestern, Minnesota.

Daft, R.L. and Steers, R.M. 1986, Organizations: A Micro/Macro Approach, Scott, Foresman, Illinios.

Dawson, S. 1996, Analysing Organisations, Macmillan, London.

Dunphy, D.C. 1981, Organisational Change by Choice, McGraw-Hill, New York.

Jones, G.R. 2007, Organizational Theory, Design, and Change, Prentice-Hall, New Jersey.

Mintzberg, H. 1993, Structure in Fives: Designing Effective Organizations, Prentice-Hall, New Jersey

Morgan, G. 2006, Images of Organization, Sage, London.

Narayanan, V.K. and Nath, R. 1993, Organization Theory: A Strategic Approach, Irwin, Boston.

Pfeiffer, J. 1993, Managing With Power, Harvard Business School Press, Boston.

Robey, D. and Sales, C.A. 1994, Designing Organizations, Irwin, Illinios.

Sadler, P. 1998, Designing Organizations: The Foundation for Excellence, Kogan Page, London.

Stacey, R.D. 2007, Strategic Management and Organisational Dynamics: The Challenge of Complexity, Pearson, Essex.

Stanford, N. 2007, Guide to Organisation Design, Profile, London.

Further specific readings or articles may be recommended by the lecturer.


Overview of Assessment

Face to Face Delivery Mode Assessment Tasks:

Assignment  1 Individual academic paper with a reflective element - 30% weighting - 2,000 words.
Assignment 2 Group analytic report - 35% weighting - MLT paper of 4,000 words
Group Presentation - 20% weighting - MLT 15 minute presentation.
Reflection Paper - 15% weighting - between 1,000 and 1,500 words

Distance Delivery Mode Assessment Tasks:

Assignment 1 Academic paper with a reflective element - 35% weighting - 2,000 words
Assignment 2 Analytic report - 45% weighting - 3,000 words
Reflection Paper - 20% weighting - between 1,000 and 1,500 words