Module Details |
The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module. |
Title | PEOPLE, TECHNOLOGY AND MANAGEMENT | ||
Code | CKIT551 | ||
Coordinator |
Prof FP Coenen Computer Science Coenen@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2016-17 | Level 7 FHEQ | Whole Session | 15 |
Aims |
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Learning Outcomes |
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A critical understanding of organisational structures and the roles of individuals and teams in an organisation, as well as the roles of their managers. |
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A critical understanding of the role of technology in contemporary organisations.
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A critical understanding of organisational behaviour in terms of a complex process of adaptation to never-ending changes in society.
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An understanding of what motivates individuals and relate this to the operation of contemporary organistations |
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An understanding of the characteristics of effective teams and methods of keeping teams active and dynamic.
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An understanding of the challenge of communication.
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An understanding of the role of leadership in contemporary technology organisations.
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An understanding of concepts such as the “knowledge organisations” and the “customer-responsive culture”. |
Syllabus |
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1 |
Week 1: Introduction to Organisation Behaviour Studies, Basic Notions The importance of studying Organisational Behaviour (OB) and the methods and methodologies used in its study. Overview of the main components of OB studies.
Week 2: Individual Behaviour; Values, Attitudes, Job Satisfaction, Personality and Emotions The role of individuals in organisations. Characterisation of individual needs and values and methods for increasing job satisfaction.
Week 3: Perceptions and Decision Making, Motivation The way that people see and interpret the same thing differently and how such perspectives may affect their decision-making. Life-long learning as a method of personal development.
Week 4: Foundations of Group Behaviour: Teams and Communication The difference between formal and informal groups, and the characterisation of their effect on their members’ behaviour and decision-making. Methods of keeping teams active and dynamic. Communication within teams and the role of IT.
Week 5: Leadership, Power and Politics: Conflicts and Negotiations Basic approaches to leadership and their application. How virtual leadership differs from face-to-face leadership. Methods of selec ting effective leaders. Reasons for conflict and methods of conflict-handling and negotiation.
Week 6: Foundations of Organisational Structure: Organisation System, Organisational Culture Characterisation of organisation structure and the implications of its different designs. Common characteristics of organisational culture and their relationship with the formal structure of organisations.
Week 7: Human Resource Policies and Practices Designing organisational structures. Knowledge and boundaryless organisations. Customer-responsive culture and the role of IT. Benefits and drawbacks of telecommuting from the employee’s point of view. p> Week 8: Organisational Dynamics. Change and Stress Management Forces and influencers that act as stimulants to change with emphasis on those derived by IT. Knowledge management in the context of organisations. IT-rich environments and the importance of both change and stress management as appropriate. |
Teaching and Learning Strategies |
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Virtual classroom hours (for online modules) - Number of hours per week, per student expected in the virtual classroom in discussion, dedicated to group work and individual assessment is 8.75. |
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Non-classroom hours (for online modules) - Number of hours per week, per student expected for reading, research and other individual work to support engagement in the classroom is 10. |
Teaching Schedule |
Lectures | Seminars | Tutorials | Lab Practicals | Fieldwork Placement | Other | TOTAL | |
Study Hours |
70 80 |
150 | |||||
Timetable (if known) |
Number of hours per week, per student expected in the virtual classroom in discussion, dedicated to group work and individual assessment is 8.75.
Number of hours per week, per student expected for reading, research and other individual work to support engagement in the classroom is 10. |
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Private Study | 0 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Coursework | Weekly Discussion Qu | Whole Session | 40 | Yes | Standard UoL penalty applies | Assessment 1 |
Coursework | Weekly Coursework As | Whole Session | 30 | Yes | Standard UoL penalty applies | Assessment 2 |
Coursework | Individual and Group | Whole session | 30 | Yes | Standard UoL penalty applies | Assessment 3 Notes (applying to all assessments) 1) Due to nature of the on-line mode of instruction this work is not marked anonymously. 2) Students who fail the module have the opportunity to repeat the entire module, thus all failed assessments. 3) The "Standard UoL Penalty" for late submission that applies is the "Standard UoL Penalty" agreed with respect to online programmes offered in collaboration with Laureate Online Education. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. Explanation of Reading List: |