Course Title: Organisational Analysis B

Part A: Course Overview

Course Title: Organisational Analysis B

Credit Points: 12

Course Code




Learning Mode

Teaching Period(s)


City Campus


630H Management


Sem 2 2006,
Sem 2 2007,
Sem 2 2008

Course Coordinator: Associate Professor Rosalie Holian

Course Coordinator Phone: +61 3 9925 5943

Course Coordinator

Course Coordinator Location: Level 16, Bldg 108, 239 Bourke St.

Pre-requisite Courses and Assumed Knowledge and Capabilities

BUSM1048 Organisational Analysis A

Course Description

This course is a continuation from Organisational Analysis A. The central aim of this course is to introduce issues related to obstacles and barriers that are pervasive in organisations. For example: organisational practices deeply entrenched with “scientific” methods. Introducing new ways of thinking about managing organisations. Drawing on ideas from Organisational Psychology and Sociology, this course intends to take a multi disciplinary approach to ways of thinking about organisations.

The course has three main components. 1) Strategy and Management  2) Science and Management and 3) Complex processes as a way of thinking about organisations. The course intends to help students’ better understand current approaches to managing innovatively, and to critically evaluate approaches to management in light of theory, experience, reflection and understanding.

Objectives/Learning Outcomes/Capability Development

At the completion of the course, students should be able to:
• Discuss various perspectives on organisational theory and links to management practice;
• Describe the nature of differences in approaches to management thinking and practices;
• Outline differences in the philosophy underlying forms of management, and the implications of these on practice;
• Critically evaluate approaches to work organisation, employment relationships, organisational structures, systems and processes;
• Describe links between theory and practice related to organisational change and innovation;
• Critically reflect on their own experiences related to management approaches and practices.

Overview of Learning Activities

The course has three major themes:
1. Strategy and Management, including aspects of organisational dynamics;
2. Science and Management, including philosophical aspects of ontology and epistemology ;
3. Complex responsive processes as a way of thinking about strategy and organisational dynamics

The sessions will be run via seminars, small group activities, team projects, and individual written work (including reflections).  Sessions may include student-led discussions of selected readings, as well as overviews of topics to contextualise readings. Sessions will be designed to promote an interactive dialogue, to faciliate exploration of  developing ideas and understanding, critical analysis, and personal reflection.  An underlying premise is that learning/managing is a lifelong activity. Substantive and rigorous student involvement is required.

Overview of Learning Resources

A blackboard for this course has been set up at RMIT’s online learning hub.  Enrolled students may log in to to gain access to this resource, which will include announcements, links to readings, and soft copies of presentations that may have been distributed in class.

You will need to be able to access the library’s catalogue and electronic databases to search for additional references for your assignment work.  Relevant databases include Proquest, EBSCO and Emerald, among many others.

The portfolio’s guide “WRITTEN REPORTS AND ESSAYS: GUIDELINES FOR REFERENCING AND PRESENTATION IN RMIT BUSINESS “ is available at includes guidelines for the Harvard style.

Overview of Assessment

There are two assessment tasks. The assessment marks are as follows:

1. Group Presentation and Report 30%
2. Individual Written Paper 70%