Teaching and Learning Plan

(Postgraduate)

Your Postgraduate Programme Learning Goals

At the end of your programme of study you will have achieved the following goals:

Goal One:

Be independent, reflective critical thinkers

Goal Two:

Be culturally and ethically aware

Goal Three:

Have developed leadership and management capability

Goal Four:

Have developed and applied knowledge of international business and management

theory

Goal Five:

Have developed a range of research skills and project capabilities

Goal Six:

(Specialist programmes only) Have developed specialist knowledge about the theory
and practice of your programme of study

All of the learning that takes place within modules is designed to enable you to achieve the above goals and
your assessment tasks are mapped directly to these goals as outlined in each assessment brief.
OUTLINE STUDY PLAN 2014/15
HR0864 Analysing Organisations
Lecture/Semi
Wee nar Topic
k
Objectives
1
LECTURE
Introduction
to
Organisationa
l Behaviour
and Analysis
The nature of
organisations
Objectives
To introduce
the context of
the subject
area and the
assessment of
the module

S02

Recommended Reading

Session
Activities and
Formative
Feedback:

Essential Reading for Next Week

Hassard, J. (1991). Multiple Paradigms and
Organizational Analysis: A case Study. Organization
Studies, 12(2), 275-299.

Read the TLP

carefully.

Additional Sources
Burrell, G. & Morgan, G. (1985). Sociological Paradigms
and Organizational Analysis. (2nd ed.), Aldershot: Gower.
[With chapters on each paradigm]
Morgan, G. (2006) Images of Organisation, Sage
Publications. [A really good book for exploring the
paradigms through organisational examples]

To begin to
understand the
concept of
organisation

You MUST read

the essential
reading for each
week. You may
want to extend
your
understanding by
reading the
additional sources
we have included
each week.
You MUST
complete all case
study reading and
preparation for
seminars.

To introduce
the relationship
between
organizational
theory,
analysis and
/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 1 of 12

Teaching and Learning Plan

(Postgraduate)
practice
2
LECTURE
Paradigms
Objectives:
To define the
term
paradigm
To explore the
key
organisational,
social and
behavioural
paradigms
and relate
these to the
study of
organisations
To critically
assess
paradigms of
knowledge
construction
2

SEMINAR

Essential Reading for Next Week

Two chapters from our module text book, as follows:
Knights and Willmott, Organization, Structure and Design.
In Knights, D. & Wilmott, H. Introducing Organizational
Behaviour and Management (Chapter 7). Andover:
Cengage. (Core text)
Daft, R., Murphy, J. & Willmott, H. (2010). Organization
Theory and Design. Andover, UK: Cengage. [Chapter 3]
(Core text)
Additional Sources
Watson (2006) 2nd ed. Chapter 2 Organising and
Managing Work Pearson Education
Jackson & Carter (2007) Chapter 3, Rethinking
Organisational Behaviour, 2nd Edition, Prentice Hall
Huczynski & Buchanan (2010) Chapters 15 & 17
Organizational Behaviour. 7th ed. Pearson Education

The reading you completed for week 1 and 2 will be

useful in this seminar.

To critically
review the
questionnaire
results
To develop
understanding
of how to
analyse case
studies
To review the
TLP and
assessment
brief
3

LECTURE
Rationality,
Organisation
and
Bureaucracy Structure
Objectives:
To appreciate
how the
behaviour of
people and
departments
can be
changed by
the differing
characteristics
of the

Complete the
questionnaire on
the eLP and bring
this to the seminar
next week.

Essential Reading for Next Week

Brewis, J. & Wilmott, H. (2012). Culture. In Knights, D. &
Wilmott, H. Introducing Organizational Behaviour and
Management (Chapter 10). Andover: Cengage. (Core
text)
Willmott, H. (1993). Strength is Ignorance; Slavery is
Freedom: Managing Culture in Modern Organizations.
Journal of Management Studies, 30(4), 515-552.
Meyerson, D. & Martin, J. (1987). Cultural change: an
integration of three different views. Journal of
Management Studies, 24(6).

Every second
week you have a
lecture and a
seminar. This is
the first of the
seminars. You
must have
prepared by
completing the
questionnaire on
the eLP.
Formative
feedback will be
given to students
analysis of the
case
You MUST read
the essential
reading for each
week. You may
want to extend
your
understanding by
reading the
additional sources
we have included
each week.

Additional Sources
Daft, R., Murphy, J. & Willmott. (2010). Organization
Theory and Design. Andover: Cengage. [Chapter 10]

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 2 of 12

Teaching and Learning Plan

(Postgraduate)
structures in
which they find
themselves
To identify and
evaluate the
different
components of
structure
To understand
the relationship
between
dimensions of
organization
structure and
structural types
4

LECTURE
Culture
To seek to
understand the
nature of
organisational
culture and the
links with the
behaviour of
organisation
members
To explore
whether
organisational
culture can be
changed/mana
ged

SEMINAR

Linstead, S., Fulop, L. & Lilley, S. (2009). Management

and Organization. (2nd ed), London: Palgrave MacMillan.
[Chapter 3]
Smircich, L. (1983). Concepts of culture and
organizational analysis. Administrative Science Quarterly,
28(3), 339-358.
Schein E. (1984). Coming to a new awareness of
organisational culture. Sloan Management Review, 25(2),
2-15.
Gerhart, B. (2008). How much does national culture
constrain organisational culture. Management and
Organization Review, 5(2), 241-259.

Essential Reading for Next Week

One chapter from our module textbook:
Contu, A, (2012) Groups and Teams at Work. In Knights,
D. & Wilmott, H. Introducing Organizational Behaviour
and Management (Chapter 4). Andover: Cengage. (Core
text)
Choose one chapter from this key book also:
Buchanan, D. and Huczynski, A (2010) Organizational
Behaviour [chapters 10, 11 or 13], Pearson
Additional Sources
Barker, J. (1999) The discipline of Teamwork:
Participation and Concertive Control, London, Sage.
Forsyth, D. (2010) Group Dynamices, 5th Edition,
Wodsworth, Cengage Learning.

The reading you completed for week 3 and 4 will be

useful in this seminar.

To critically
explore and
debate the
case study
available on
the eLP

LECTURE
Groups and
teams at work
To understand
different views
of groups and
teams at work

You MUST read

the essential
reading for each
week. You may
want to extend
your
understanding by
reading the
additional sources
we have included
each week.

Essential Reading for Next Week

One chapter from our module textbook and one
chapter from another key textbook:
Kerfoot, D. & Knights, D. (2012). Managing people:
contexts of HRM, Diversity and Social Inequality. In
Knights, D. & Wilmott, H. Introducing Organizational
Behaviour and Management (Chapter 5). Andover:
Cengage. (Core text)

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

You must have

prepared by
reading the case
study via the elearning portal
and preparing
some notes on
the case for class
discussion.
Formative
feedback will be
given to students
analysis of the
case
You MUST read
the essential
reading for each
week. You may
want to extend
your
understanding by
reading the
Page 3 of 12

Teaching and Learning Plan

(Postgraduate)

To understand
and why
groups and
teams are
considered
important for
work
organisations

Linstead, S., Fulop, L. & Lilley, S. (2009). Management

and Organization. (2nd ed), London: Palgrave MacMillan.
[Chapter 2]

To understand
mainstream
views on types
of groups, and
stages of
group
development

Mavin, S. (2008). Queen Bees, Wannabees and Afraid to

Bees: A Different View for Women in Management, British
Journal of Management, 19(1), 75-84.

LECTURE
Gender

Essential Reading for Next Week

A chapter from our key textbook, and another from a
key textbook:
Knights, D and Willmott, H, Management and Leadership
In Knights, D. & Wilmott, H. Introducing Organizational
Behaviour and Management (Chapter 8). Andover:
Cengage. (Core text)

To investigate
the nature of
power and
control and its
sources within
organisations
To consider the
management
of change in
the context of
power
structures and
control
processes
To consider
strategies for
overcoming
resistance to
change
6

SEMINAR

additional sources
we have included
each week.

Additional Sources
Mavin, S. (2006). Venus Envy: problematizing solidarity
behaviour and queen bees, Women in Management
Review, 21(4), 264-276.

Buchanan, D. and Huczynski, A (2010) Organizational

Behaviour [chapter 19], Pearson.
Lee. P., Gillespie, N., Mann, L., Wearing, A. (2010)
Leadership and Trust: Their effect on knowledge sharing
and team performance, Management Learning, 41: 473.
Additional Sources
Knight, D (1999) Management Lives, Power and Identity
in Work Organizations, London, Sage. (available
electronically via the library catalogue)
Sinclair, A. (2005) Doing Leadership Differently,
Melbourne, Melbourne University Press

The reading you completed for week 5 and 6 will be

useful in this seminar.

To critically
explore and
debate the
case study
available on
the eLP

You must have

prepared by
reading the case
study via the elearning portal and
preparing some
notes on the case
for class
discussion.
Formative
feedback will be
given to students
analysis of the
case

LECTURE
Management
and

Essential Reading for Next Week

A chapter from our key textbook and two articles:
Wray-Bliss, E. (2012). Ethics at Work. In Knights, D. &

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 4 of 12

Teaching and Learning Plan

(Postgraduate)
Leadership
To develop an
understanding
of the
assumptions
and theories
underpinning
mainstream
thinking on
management
and leadership
To explore
some of the
tensions
associated
with managing
and leading
people
To understand
some
important
concepts
relevant to
mainstream
and critical
analysis, such
as
effectiveness
and efficiency,
and
performance
and control

Wilmott, H. Introducing Organizational Behaviour and

Management (Chapter 15). Andover: Cengage. (Core
text)
Roberts, J. (1984). The Moral Character of Management
Practice. Journal of Management Studies, 21(3), 287302.
Watson, T. (2003). Ethical Choice in Managerial Work:
The Scope for Managerial Choices in an Ethically
Irrational World, Human Relations, 56(2), 167-185.
Additional sources
Dawson, D. (2009). Conflicting Stories of Virtue in UK
Healthcare: Bringing together organizational studies and
ethics, Business Ethics: A European Review, 18(2), 95109.
Kay, J. (1997). A Stakeholding Society What does it
mean for business? Scottish Journal of Political
Economy, 44(4), 425-436.
Hine, J. (2007). The Shadow of MacIntyres Manager in
the Kingdom of Conscience Constrained, Business
Ethics: A European Review, 16(4), 358-371.
MacIntyre, A. (1999). Social Structures and their threats
to moral agency. The Annual Lecture to the Royal
Institute of Philosophy. Available at:
http://brandon.multics.org/library/Alasdair
%20MacIntyre/macintyre1999social.pdf
Duchon, D. & Drake, B. (2009). Organizational
Narcissism and Virtuous Behavior. Journal of Business
Ethics, 85(3), 301-308.
Daft, R., Murphy, J. & Willmott. (2010). Organization
Theory and Design. Andover: Cengage. [Chapter 10]
Jones, G. (2013). Organization Theory, Design, and
Change. (7th ed.), Harlow: Pearson. [Chapter 2]

LECTURE
Ethics

Linstead, S., Fulop, L. & Lilley, S. (2009). Management

and Organization. (2nd ed), London: Palgrave MacMillan.
[Chapter 8]
Read assignment brief and bring an assignment plan.

To understand
what is meant
by business
ethics
To consider the
relationship
between ethics
and
organizational
analysis
To evaluate
arguments
around ethics
and
/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 5 of 12

Teaching and Learning Plan

(Postgraduate)
management
practice
8

SEMINAR
To critically
explore and
debate the
case study
available on
the eLP

The reading you completed for week 7 and 8 will be

useful in this seminar.

You must have

prepared by
reading the case
study via the elearning portal and
preparing some
notes on the
case for class
discussion.
Formative
feedback will be
given to students
analysis of the
case

LECTURE
Assignment

Essential Reading for Next Week

To be confirmed.

You must have

prepared by
reading the
assessment
brief.
Start working on
an assignment
plan.

GUEST
LECTURE
Sustainability
Dr Alex Hope

Essential Reading for Next Week

One chapter from a key textbook and an article:
Kotter.J.P,(2007) Leading Change, Why Transformation
Efforts Fail, Harvard Business Review January pp96-103
Daft, R., Murphy, J. & Willmott, H. (2010). Organization
Theory and Design. Andover, UK: Cengage. [Chapter 13]
Additional sources
Conroy, M. (2011). Unravelling sutured stories: Coaching
managers from under the quilt, Journal of Management
Development 30:3. 270-283
Kotter, J.P. and Schlesinger, L.A. (1979). Choosing
Strategies for Change, Harvard Business Review 73:2,
59-67
Jones, G. (2013). Organization Theory, Design, and
Change. (7th ed.), Harlow: Pearson. [Chapters 10 and 14]
Linstead, S., Fulop, L. & Lilley, S. (2009). Management
and Organization. (2nd ed), London: Palgrave MacMillan.
[Chapter 13]

10

SEMINAR
To critically
explore and
debate the
case study
available on
the eLP

The reading you completed for week 9 and 10 will be

useful in this seminar.

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

You must have

prepared by
reading the case
study via the elearning portal and
preparing some
notes on the
case for class
discussion.
Page 6 of 12

Teaching and Learning Plan

(Postgraduate)
Formative
feedback will be
given to students
analysis of the
case
11

LECTURE
Managing
Change and
Conflict

Essential Reading for Next Week

Review the module assessment brief and prepare
questions for the seminar.

To investigate
the nature of
power and
control and its
sources within
organisations
To consider the
management
of change in
the context of
power
structures and
control
processes
To consider
strategies for
overcoming
resistance to
change
12

LECTURE
Review of the
module and
module
questions

This lecture will recap the key concepts introduced in the

module, and review the importance of organizational
analysis in business and management.

To consider the
usefulness of
theory in
analyzing
organizations
To support the
development
of questions
from students
about the
assignment in
anticipation of
the seminar
12

SEMINAR
Student led
session
focussing on
clarifying
particular
areas of their
research
/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Bring along your

assignment plans
and questions.
Tutor formative
feedback will be
provided in a
Page 7 of 12

Teaching and Learning Plan

(Postgraduate)
assignment.
Peer feedback
will be
provided in
learning
groups.

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

question and
answer format to
the group.

Page 8 of 12

Teaching and Learning Plan

(Postgraduate)
Academic Year
Module Number
Module Title
Module Points
Core or Option
Module Tutor

2014/2015
HR0864
Analysing Organisation
10
Core
Dr Rima Hussein

Teaching Team

Module Background Information

This module supports the student in exploring and analysing organisations and aims to
develop the students awareness of the importance of understanding an organizational
context whatever the function. The student is introduced to a variety of approaches to
organisational analysis thus enabling them to challenge and critique both organisational
practice, and the theories, models and frameworks underpinning management, business
and organisation.
Students can expect lectures to involve some tutor input, but also to include
workshop/seminar activities which facilitate students to apply theory to real-life situations,
critically analysing and making recommendations for appropriate ways forward for the
organisation.
This module is assessed by assignment designed to test students understanding of
theoretical and applied perspectives and their ability to use this appropriately to critically
analyse organisational practices, evaluating current practice and research in order to modify
their selected organisations approaches. Criteria will be provided to enable students to
understand what is expected of them and how they will be judged on their performance.
Students are required to demonstrate reflexivity in relation to rigorous exploration of their
beliefs and their behaviours as individuals who critically analyse situations and theory.
Learning Outcomes
At the end of the module the student will be able to:

1. Understand and synthesise a diverse range of theories, approaches and

perspectives relating to organization in order to enhance manager and leader
practice.
2. Demonstrate critical and reflexive thinking in order to challenge and develop ways of

behaving at the macro level of the organization.

Aims of the Module
The module aims to:

To facilitate the development of the student as a critical and independent thinking

learner through the introduction of various approaches to the study of organisation,
aimed at challenging established knowledge and established ways of analysing
organisations.

To provide students with the opportunity to apply theoretical approaches, frameworks

and models to a selection of real-life issues inherent in organisations to bring about
greater understanding of their future management contexts.

Approaches to Teaching and Learning and Assessment Strategy

The module is delivered by a series of lectures and seminars based around formal input,
workshops, case discussions and practical exercises, supported by tutor-led directed
learning utilized to meet module learning outcomes. Tutor-led learning will engage the
student in further research work to support and enhance learning in the sessions.
Independent learning is reading which the student identifies, either pursuing areas of interest
or providing deeper or broader knowledge of the subject area. The module is supported by
/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 9 of 12

Teaching and Learning Plan

(Postgraduate)

a teaching and learning plan which outlines the process and frameworks for learning and
tutor-led work and independent reading. The necessity of tutor-led work (directed study) and
independent reading are critical dimensions of the module, thus developing the student as
an independent learner.
Students can expect seminar activities which facilitate students to apply theory to real-life
situations, critically analysing and making recommendations for appropriate ways forward for
case study organizations. Seminar sessions will include an opportunity for students to
participate in the process of knowledge generation, peer interaction, communication and
contextual application. Critical reflection on knowledge, experience and practice underpins
the learning and teaching process.
The module will involve both directed and independent learning. Directed learning may
include a range of activities including pre-reading, preparation for seminar activity, preparing
for presentations etc. Guidance will be given on the nature of work to be undertaken either
through the Teaching and Learning Plan or through specific instruction related to a particular
task.
Independent learning is learning which the student identifies by pursuing areas of interest or
by providing deeper or broader knowledge on the subject, through a range of learning
activities that might include reading, reflection, research etc.
The module is assessed by assignment designed to test students understanding of
theoretical and applied perspectives and their ability to use this appropriately to critically
analyse organizational practices, evaluating current practice and research in order to modify
their selected organizations approaches.
Assessment

Assignment hand-in dates are determined by the Portfolio Programme Office and are
communicated to students via notices and on blackboard.

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 10 of 12

Teaching and Learning Plan

(Postgraduate)
Module Reading List
Module Code:
Module Title:
Module Tutor:
Academic Year:
Student Numbers:

HR0864
Analysing Organisations
Dr Rima Hussein
2014/15
200

All the items listed are available in the University Libraries Library Catalogue
http://librarycat.northumbria.ac.uk/TalisPrism/
Module Reading List
Recommendations for purchase

Students should consider purchasing one of the texts below

Core text books

Knights, D. & Wilmott, H. (Eds) (2012). Introducing Organizational Behaviour and Management,
Hampshire: Cengage.

Supplementary text books

Alvesson, M. & Wilmott, H. (2003). Studying Management Critically, London: Sage.

Bolman, Lee G., and Terrence E. Deal. Reframing organizations: Artistry, choice, and leadership.
John Wiley & Sons, 2013.
Clegg, Stewart R., Martin Kornberger, and Tyrone Pitsis. Managing and organizations: An
introduction to theory and practice. Sage, 2011.
Cunliffe, Ann L. A very short, fairly interesting and reasonably cheap book about management. Sage,
2014.
Jackson, N. and Carter, P. (2007). Rethinking Organisational Behaviour 2nd Ed, London: Financial
Times, Prentice Hall.
McAuley, J., Duberley, J. & Johnson, P. (2007) Organization Theory. Challenges and Perspectives
Prentice Hall. Financial Times.
Morgan, G. (2006) Images of Organisation, Sage Publications. [A really good book for exploring
paradigms]
Thompson, P. & McHugh, D. (2002). Work Organisations, (3rd ed.), London: Palgrave Macmillan.
Wilson, F. (1995). Organizational Behaviour and Gender. London: McGraw Hill.
Watson, T. (1994). In Search of Management. London: Routledge.
Watson, T. (2006). Organising and Managing Work. (2nd ed.), London: Pearson Education.

Recommended Journal Articles

See Weekly Reading Above

Journals, Magazines and Newspapers

Organization Studies,
Organization,
Human Relations,
Academy of Management Review,
Culture and Organization
and others as listed in each sessions reading list.

Recommended Databases

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 11 of 12

Teaching and Learning Plan

(Postgraduate)
When completed please email this form to the University Library inbox: Readinglists@northumbria.ac.uk

/var/www/apps/conversion/tmp/scratch_3/266356604.docx

Page 12 of 12