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managing people and organization代寫

    TUTORIALS 
    Tutorials  commence  in  week  2  and  are  held  every  week  for  90  minutes.  Tutorials  extend 
    material  covered  in  the  lectures  and  are  based  around  a  discussion  of  published  academic 
    research  and  activities  that  will  enable  you  to  link  theory  to  practice.  In  order  to  pass  this 
    subject,  you  MUST  ATTEND  AT  LEAST  9  tutorials.  
    •  Tutorial  attendance  is  compulsory  and  attendance  will  be  kept  at  every  class. 
    •  It  is  your  responsibility  to  ensure  your  name  is  signed  off  at  each  class 
    •  Students  who  have  missed  more  than  three  tutorials  without  approval  from  your 
    tutor  will  automatically  fail  the  subject. 
    •  Students  who  come  to  class  without  having  read  the  preliminary  readings  can  be 
    expelled  from  the  tutorial  and  thus  counted  absent  at  the  discretion  of  the  tutor.    
    •  If  you  are  unable  to  attend  a  tutorial,  you  must  inform  your  tutor  at  least  24  hours 
    before  your  class. 
    If  you  are  unable  to  inform  your  tutor  before  the  class  due  to  illness  or  unexpected 
    circumstances,  you  MUST  contact  your  tutor  within  48  hrs.   In  either  case,  you  are  required 
    to  provide  supporting  documentation  (e.g.:  medical  certificate). 
    The  textbook  chapters,  the  lectures  and  the  academic  readings  constitute  the  core  of  your 
    assessment  on  this  module.  It  is  therefore  essential  that  you  read  the  indicated  article 
    thoroughly  before  each  tutorial  and  go  to  your  tutorial  ready  to  discuss  the  article.  The 
    articles  have  been  chosen  for  their  significance,  rigour  and  interest.  The  tutorials  have  been 
    designed  so  as  to  help  you  develop  the  skills  necessary  to  write  your  essays. 
    In  addition  to  answering  the  questions  listed  under  each  week,  you  must  also  attempt  to 
    query  the  following  when  reading  the  article: 
    •  What  do  the  authors  want  us  to  know? 
    •  What  assumptions  are  embedded  in  the  author/s  work? 
    •  Whose  voices  are  most  dominant? 
    •  Evaluate  the  findings  and  the  implications? 
    •  How  does  it  sit  with  your  experiences? 
    •  What  are  the  questions  not  addressed  by  the  paper? 
    •  What  are  the  new  emerging  questions? 
    E-­‐readings
    All  weekly  tutorial  readings  are  available  at  UTS  online  under  “Tutorials”.  Additional 
    readings  relevant  to  the  assignments  are  available  via  e-­‐readings.  To  access  these  links 
    please  follow  the  steps  give  below: 
    1. Go  to  http://www.lib.uts.edu.au/ 
    2. Under  the  search  bar  write  21129 
    3. All  the  relevant  weekly  tutorial  readings  and  some  of  the  additional  readings  and 
    book  chapters  relevant  for  the  essays  will  be  listed.  Please  search  and  click  on  the 
    link  given. 
    4. You  will  need  to  log  in  using  your  student  username  and  password. 
      
    3
    TUTORS:   
    Please  see  the  details  of  your  tutor  below: 
    You  may  also  use  the  following  link  to  access  the  contact  details  of  your  tutor: 
    http://email.itd.uts.edu.au/webapps/directory/byname/
    21129$Autumn$KG
    $
    Activity Day Start Location Staff Weeks Email
    01  Fri 10:30 KG02.04.16 Ace Simpson &
    Emmanuel
    Josserand
    1/3-12/4, 3/5-7/6 emmanuel.josserand@uts.edu.au
    ace.simpson@uts.edu.au
    01 Fri 09:00 KG02.04.63 Johanna
    Adriaanse
    1/3-12/4, 3/5-7/6 johanna.adriaanse@uts.edu.au
    02 Fri 12:00 KG02.02.38 Johanna
    Adriaanse
    1/3-12/4, 3/5-7/6 johanna.adriaanse@uts.edu.au
    03 Fri 13:30 KG02.02.38 Johanna
    Adriaanse
    1/3-12/4, 3/5-7/6 johanna.adriaanse@uts.edu.au
    21129$Autumn$City
    !
    Activity Day Start Location Staff Weeks  Email
    01 Tue 14:00 CB06.03.28 Emmanuel
    Josserand & Ace
    Simpson
    26/2-9/4, 30/4-4/6 ! emmanuel.josserand@uts.edu.au
    ace.simpson@uts.edu.au
    02 Tue 18:00 CB04.02.34 Emmanuel
    Josserand & Ace
    Simpson
    26/2-9/4, 30/4-4/6 ! emmanuel.josserand@uts.edu.au
    ace.simpson@uts.edu.au
    01 Tue 11:00 CB02.05.39 Cris Abbu 26/2-9/4, 30/4-4/6 ! cris.abbu@uts.edu.au
    02 Tue 11:00 CB10.03.330 Ace Simpson 26/2-9/4, 30/4-4/6 ! ace.simpson@uts.edu.au
    03 Tue 11:00 CB02.05.38 Tayyab Amjed 26/2-9/4, 30/4-4/6 ! tayyab.amjed@uts.edu.au
    04 Tue 12:30 CB10.02.250 Cris Abbu 26/2-9/4, 30/4-4/6 ! cris.abbu@uts.edu.au
    05 Tue 12:30 CB10.02.330 Krithika
    Randhawa
    26/2-9/4, 30/4-4/6  Krithika.Randhawa@uts.edu.au
    06 Tue 12:30 CB02.05.39 Tayyab Amjed 26/2-9/4, 30/4-4/6 ! tayyab.amjed@uts.edu.au
    07 Tue 16:30 CB10.02.330 Marie dela Rama 26/2-9/4, 30/4-4/6 ! marie.deliarama@uts.edu.au
    08 Tue 16:30 CB02.05.38 Ace Simpson 26/2-9/4, 30/4-4/6 ! ace.simpson@uts.edu.au
    09 Tue 19:30 CB02.07.004B Ace Simpson 26/2-9/4, 30/4-4/6 ! ace.simpson@uts.edu.au
    10 Tue 19:30 CB02.07.006 Marie dela Rama 26/2-9/4, 30/4-4/6 ! marie.deliarama@uts.edu.au
    11 Tue 09:30 CB10.02.450B Ace Simpson 26/2-9/4, 30/4-4/6 ! ace.simpson@uts.edu.au
    4
    WEEKLY TUTORIAL READINGS
    Reading  WEEK
    No Tutorials
    WEEK 1
    No reading. Ice breaker activity
    WEEK 2
    Josserand, E., Villesèche, F. & Bardon, T. 2012, 'Being an active
    member of a corporate alumni network: A critical appraisal', paper
    presented to the British Academy of Management, Cardif, UK.
    WEEK 3
    Rosen, M. 2007, 'You asked for it: Christmas at the bosses' expense',
    Journal of Management Studies, vol. 25, no. 5, pp. 463-80.
    WEEK 4
    Bolden, R. & Gosling, J. 2006, 'Leadership competencies: Time to
    change the tune?', Leadership, vol. 2, no. 2, pp. 147-63.
    WEEK 5
    Almeida, S., Fernando, M. & Sheridan, A. 2012, 'Revealing the
    screening: Organisational factors influencing the recruitment of
    immigrant professionals', The International Journal of Human
    Resource Management, vol. 23, no. 9, pp. 1950-65.
    WEEK 6
    Please read the case study at the end of Chapter 2 on Managing
    Individuals in Clegg, S.R., Kornberger, M. & Pitsis, T. 2012, Managing
    and organizations: An introduction to theory and practice, 3rd edn,
    Sage, London.
    WEEK 7
    Dimitroff, R.D., Schmidt, L. & Bond, T. 2005, 'Organizational behavior
    and disaster: A study of conflict at NASA', Project Management
    Journal, vol. 36, no. 2, pp. 28-38.
    WEEK 8
    Stubbs, W. & Cocklin, C. 2008, 'Conceptualizing a “sustainability
    business model”', Organization & Environment, vol. 21, no. 2, pp. 103-
    27.
    WEEK 9
    Josserand, E., Teo, S. & Clegg, S. 2006, 'From bureaucratic to post-
    bureaucratic: The difficulties of transition', Journal of Organizational
    Change Management, vol. 19, no. 1, pp. 54-64.
    WEEK 10
    Please read the case study at the end of chapter 11 on Knowledge and
    Learning in Clegg, S.R., Kornberger, M. & Pitsis, T. 2012, Managing
    and organizations: An introduction to theory and practice, 3rd edn,
    Sage, London.
    WEEK 11
    Klein, N. 2000, 'The branding of learning', in, No logo: Taking aim at
    the brand bullies, Picador, New York, pp. 87-105.
    WEEK 12
    No reading
    WEEK 13
    5
    READING  WEEK  3:  POWER,  RESISTANCE  AND  POST-­‐
    BUREAUCRACY 
    Josserand, E., Villesèche, F. & Bardon, T. 2012, 'Being an active
    member of a corporate alumni network: A critical appraisal', paper
    presented to the British Academy of Management, Cardif, UK.
    This communication analyses the emerging practice of corporate alumni network.
    Such networks represent a potentially strong technology of power. This power
    extends beyond the special and temporal boundaries of the firm. Former employees
    and retirees still belong and still owe the firm years and decades after they have left.
    This management practice is especially characteristic of post-bureaucratic
    approaches, where soft-power has replaced coercion... and organizations have only
    started to discover how powerful this practice can be.
    Once you have read the article thoroughly you should start to answer the following
    questions:
    1. What are the business advantages of alumni participation to the firm?
    2. How do post-bureaucratic management practices differ from bureaucratic
    ones? Do you think that the alumni networks are post-bureaucratic?
    3. Analyse the repertoires used by the respondents to describe their relation
    with the organization.
    4. Review the quotes for each of the repertoires. Do you think the alumni use
    post-rationalisation to make sense of their previous experiences?
    Additional readings:
    Courpasson, D. & Clegg, S.R. 2012, 'The polyarchic organization: Internal contention
    in the workplace and the construction of a new political structure', in, Research
    in the sociology of organizations, Emerald, Bingley, UK, pp. 55-80.
    Knights, D. & Roberts, J. 1982, 'The power of organization or the organization of
    power?', Organization Studies, vol. 3, no. 1, pp. 47-63.
    Prasad, P. & Prasad, A. 2000, 'Stretching the iron cage: The constitution and
    implications of routine workplace resistance', Organization Science, vol. 11, no.
    4, pp. 387-403.
    Zimbardo, P.G., Maslach, C. & Haney, C. 2000, 'Reflections on the Stanford prison
    experiment: Genesis, transformations, consequences', in T. Blass (ed.),
    Obedience to authority: Current perspectives on the Milgram paradigm, vol.
    Mawarh, NJ, Lawrence Erlbraum Associates, pp. 193-237.
    6
    READING  WEEK  4:  MANAGING  CULTURES 
    Rosen, M. 2007, 'You asked for it: Christmas at the bosses' expense',
    Journal of Management Studies, vol. 25, no. 5, pp. 463-80.
    Rosen’s article, published in a leading management journal, is a rich description and
    analysis of a Christmas party of a major US advertising agency. Rosen brilliantly
    draws out the symbolic and cultural meanings of what may appear on the surface as
    an inconsequential social event. In particular, Rosen shows how seemingly petty
    ritualised behaviour (dancing, drinking, joking, having fun, etc.) represents forms of
    subtle cultural control, responses to control, and the reaffirming of organisational
    order and hierarchy. Reading Rosen’s work, we start to appreciate how complex the
    control and maintenance of organisational cultures, order and norms really are.
    Once you have read the article thoroughly you should start to answer the following
    questions:
    1. Rosen (1988: 470) argues that the Christmas party “blurs the boundaries
    between that which is work and play, instrumental and moral, inside and
    outside” and by doing so, ties the individual more closely to the organisation.
    Explain this argument.
    2. The management of employees is often undertaken through attempts to
    control their identifications with the organisation. Except the example
    provided in the Rosen article, think of 20 other ways that organisational
    member’s identification with organisations is encouraged, discuss them.
    3. What function do the comedy ‘skits’ at the party perform both in reaffirming,
    but also in questioning, the social order of the organisation?
    4. Rosen’s work suggests that organisations are managed partly by intangible
    things such as norms, values, and cultures. In your view, does this
    suggestion make organisations more or less stable?
    Additional readings:
    Brewis, J. 2007, 'Culture', in D. Knights & H. Willmott (eds), Introducing
    organizational behaviour and management, Thomson Learning, London, pp.
    344-74.
    Kärreman, D. & Alvesson, M. 2004, 'Cages in tandem: Management control, social
    identity, and identification in a knowledge-intensive firm', Organization, vol. 11,
    no. 1, pp. 149-75.
    Ogbonna, E. & Wilkinson, B. 2003, 'The false promise of organizational culture
    change: A case study of middle managers in grocery retailing*', Journal of
    Management Studies, vol. 40, no. 5, pp. 1151-78.
    Parker, M. 1999, Organizational culture and identity: Unity and division at work,
    Sage, London. 
    7
    READING WEEK 5: LEADERSHIP
    Bolden, R. & Gosling, J. 2006, 'Leadership competencies: Time to
    change the tune?', Leadership, vol. 2, no. 2, pp. 147-63.
    Bolden and Gosling (2006) underlines how difficult it is to associate leadership with a
    set of competencies that would distinguish leaders from non-leaders. More
    specifically, they show that leadership might be more about how the leader connects
    with others in a specific context than about the intrinsic and immutable qualities of
    the leaders themselves. It thus rises important questions such as the real influence
    leaders have on the dynamics of an organization or the difficulties of trying to
    “manage” leadership roles in the organization.
    Once you have read the article thoroughly you should start to answer the following
    questions:
    1.  Discuss the differences between the following two approaches (1)
    leadership focused on the individual leader, and (2) leadership as “a
    distributed relational process”? Compare the US and the UK approaches
    against the Australia context.
    2.  What are the main limitations of a competency approach? How does it
    contribute to our understanding of leadership?
    3.  If we consider that leaders can only operate in a given context and in
    connection to given organisational settings, what does it tell us about the
    power of an individual leader?
    4.  How does the competency management framework differ from the
    accounts of actual leaders? What does it indicate about the practice of
    leadership?
    5.  Is there a crisis of leadership in our current society? Give examples of
    organisations or countries where such a crisis is being felt?
    Additional readings:
    Browning, B.W. 2007, 'Leadership in desperate times: An analysis of endurance:
    Shackle ton’s incredible voyage through the lens of leadership theory',
    Advances in Developing Human Resources, vol. 9, no. 2, pp. 183-98.
    Gabriel, Y. 1997, 'Meeting god: When organizational members come face to face
    with the supreme leader', Human Relations, vol. 50, no. 4, pp. 315-42.
    Herman, S. 2007, 'Leadership training in a “not-leadership” society', Journal of
    Management Education, vol. 31, no. 2, pp. 151-5.
    Jackall, R. 1988, Moral maze, Oxford University, Oxford.
    Meindl, J.R., Ehrlich, S.B. & Dukerich, J.M. 1985, 'The romance of leadership',
    Administrative Science Quarterly, vol. 30, no. 1, pp. 78-102.
    8
    READING WEEK 6: HUMAN RESOURCE
    MANAGEMENT
    Almeida, S., Fernando, M. & Sheridan, A. 2012, 'Revealing the
    screening: Organisational factors influencing the recruitment of
    immigrant professionals', The International Journal of Human Resource
    Management, vol. 23, no. 9, pp. 1950-65.
    This article uses a case study of regional Australian employers to examine how
    organisation-based factors influence their screening and recruitment of immigrant
    professionals. The paper indicates that employers are less likely to use a human
    capital lens when making their recruitment decision-making. Rather employers seem
    to be influenced by the organisational size, type, resource availability, ethnic
    diversity of clients, level of role criticalness, industry-based culture and management
    style when deciding who they like to recruit for their organisation.
    Once you have read the article thoroughly you should start to answer the following
    questions:
    1.  Why should employers be concerned about the skill underutilisation of
    immigrant professions in Australia?
    2.  What are some of the key reasons that have been previously identified as
    influencing the underutilisation of immigrant skills?
    3.  How do the organisational factors influence the immigrant evaluation within
    the different phases of recruitment?
    4.  The article notes that the human capital theory disregards the power of
    employers over the immigrants’ ability to gain employment at skill
    accredited level. Discuss this statement in relation to the findings.
    Additional readings:
    Booth, A., Leigh, A. & Varganova, E. 2010, Does racial and ethnic discrimination
    vary across minority groups? Evidence from a field experiment, Discussion
    paper Series, DP No. 4947, Institute for the Study of Labor, Bonn.
    Ho, C. & Alcorso, C. 2004, 'Migrants and employment challenging the success story',
    Journal of Sociology, vol. 40, no. 3, pp. 237-59.
    Townley, B. 1999, 'Selection and appraisal: Reconstituting 'social relations'?', in J.
    Storey (ed.), New perspectives on human resource management, Routledge,
    New York.
    Markus, A. 2009, 'Mapping social cohesion: The scanlon surveys summary report',
    Monash Institute for the Study of Global Movements: Melbourne.
    Welch, F. 1975, 'Human capital theory: Education, discrimination, and life cycles',
    The American Economic Review, vol. 65, no. 2, pp. 63-73.
    9
    READING WEEK 7: MANAGING INDIVIDUALS
    Please read the case study at the end of Chapter 2 on Managing Individuals
    in:
    Clegg, S.R., Kornberger, M. & Pitsis, T. 2012, Managing and organizations:
    An introduction to theory and practice, 3rd edn, Sage,

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