Course Title: Managing People, Relationships and Performance (Exec)

Part A: Course Overview

Course Title: Managing People, Relationships and Performance (Exec)

Credit Points: 12


Course Code

Campus

Career

School

Learning Mode

Teaching Period(s)

BUSM3912

City Campus

Postgraduate

660H Grad School of Bus and Law

Face-to-Face

Sem 1 2007,
Sem 2 2007,
Sem 1 2008,
Sem 2 2008,
Sem 1 2009,
Sem 2 2009,
Spring2009,
Sem 1 2010,
Sem 2 2010,
Spring2010

BUSM3913

RMIT Intl University Vietnam

Postgraduate

660H Grad School of Bus and Law

Face-to-Face

Viet2 2007,
Viet3 2007,
Viet1 2008,
Viet2 2008,
Viet2 2009,
Viet1 2010,
Viet2 2010

BUSM3914

Malaysia Institute of Managemt

Postgraduate

660H Grad School of Bus and Law

Face-to-Face

Offsh 1 08

BUSM3977

RMIT Vietnam Hanoi Campus

Postgraduate

660H Grad School of Bus and Law

Face-to-Face

Viet3 2007,
Viet2 2008,
Viet1 2009,
Viet2 2010

Course Coordinator: Dr Michael Segon, PhD

Course Coordinator Phone: +61 3 9925 5950

Course Coordinator Email:michael.segon@rmit.edu.au

Course Coordinator Location: Graduate School of Business 108.11.05


Pre-requisite Courses and Assumed Knowledge and Capabilities

Students must be enrolled in MC162 or MC129 to undertake this course. As this course requires a understanding of key competency approaches, students are expected to have completed the Leadership and Management course in the MBA Executive Program prior to undertaking this course.  In addition knowledge of management theory, good communication skills and practical experience of  management in an organisational setting is seen as a requirement.


Course Description

This course aims to deepen participants’ understanding of  the relationship and interconnectedness of intra and interpersonal skills,  together with individual and organisational performance.  Utilising the competency frames of Pedler  et al. (2001); Boyatzis (1982); Quinn et al. (2003) and Goleman et al. (2002)  students are encouraged to examine and develop capabilities in the key areas  of managing others. The focus is improving the specific knowledge and skills required of managers when managing individual perfromance, addressing discipline issues, attempting to manage and resolve conflict, managing diverse and cross cultural teams, and on enabling managers  to provide specific and focused feedback to colleagues and direct reports. The course  will also consider some of the systems, processes and resources that  relate to performance management.


Objectives/Learning Outcomes/Capability Development

This course is designed to increase an individual’s reflective practice capabilities with a focus on managing others. Competency approaches are presented as diagnostic models to enable  participants to identify those capabilities that are of greatest relevance to their individual management practice.

Students will:
• Develop and demonstrate increased self awareness of the capabilities required of you as a manager when managing people, relationships and performance;
• Determine and develop individual and team-based performance improvements;
• Design and implement targeted feedback, conflict resolution, and discipline management initiatives;
• Determine performance management systems and processes matched to current and potential future organisational needs;
• Determine and implement innovative and creative solutions to performance problems ;
• Develop practices in dealing with diversity and cross-cultural management issues;
• Successfully lead and manage others through developing their relationship using a range of communication and interpersonal processes; and
• Act with integrity and frame judgements and position managerial practice within professional, legal and ethical frameworks


Students  will be able to demonstrate: 

  •  Increased self awareness of your own capabilities required of you as a manager in managing individuals and groups; 
  •  Ability to develop and demonstrate key intra and interpersonal skills of communication with the managing of people context; 
  •  Ability to identify and practice skills of resolution in conflict management; 
  •  Ability to determine performance management interventions so as to address poor performance issues; 
  •  Ability to provide effective feedback to others;
  • Understanding of and ability to manage and build effective teams;
  • Recognition of the impact of industrial regulation and application in organisational contexts; 
  • Awareness of cultural diversity and impacts on relationships and performance; and 
  • Ability to act with integrity and frame judgements and position managerial practice within professional, legal and ethical frameworks understanding of the importance of ethical practice and integrity strategies when dealing with others.


Overview of Learning Activities

A facilitated leaning model is used as the basis for  individual knowledge and capability development. Students will participate through a variety of  activities including class discussion,  roleplays, case studies and DLS based on line interactions. The use  of competency frameworks, as the basis for management development, emphasizes  the need for participants to engage in reflective practice identifying critical areas related to working with and through others for their further development.

Students are expected to discuss and analyse events and incidents from their own working experience that pertain to managing people, including formal processes such as discipline and performance appraisals and informal discussions and day to day performance management issues.


Overview of Learning Resources

Students are provided with detailed courseware that contains preclass activities and links to key readings and research. In addition an extensive DLS sitie is available for this course. This site features access to course materials, a detailed course information document, due dates of assessment tasks and a discussion board. It also features links to the RMIT Library and databases, e-journals and e-books.

Students who have completed Leadership and Management are encouraged to revisit that course content as this course uses the same competency frames and references as an analytical and developmental strategy.


Overview of Assessment

Assessment tasks associated with this course may include any of the following:

  • Individual business reports or essays
  • CLN Group assignment reports or presentations
  • In class role plays, mini simulations and debriefs 
  • Reflection reports on managerial practice 
  • Case analyses 
  • On line discussions and tasks 
  • Tests of theoretical concepts applied to real world situations