This multi-disciplinary course invites students to examine, from different perspectives, some major themes pertaining to the management of human capital in a knowledge-intensive world of industry today.
The course targets students who wish to seek some foundational knowledge of the principles of human interactions in the workplace. Departing from the more conventional approaches, students will examine the dynamics of and constraints to individual and organizational behaviours in the context of the challenges posed by an increasingly competitive global landscape.
Besides looking into the structure of industrial organizations, individual behaviours, thoughts and feelings of organizational members are also explored with reference to social processes. The themes covered in the course would provide students with a range of concepts with which to make sense of the human resource challenges arising out of companies’ needs to strategically adapt themselves to the forces of technological change and business imperatives.
Some of the issues that this course will explore include areas like how firms are accommodating themselves to business imperatives by re-structuring their operational processes and value chains; industrial relations in the new economy; and the management of emotions and perceptions in an increasingly diverse work place environment. Finally, in the light of all these, students would be invited to critically evaluate how multiple ‘intelligences’ – emotional, social and professional – can be developed and tapped upon to help them effectively carry out the multi-faceted roles that they are oftentimes called upon to fulfil.
In the globalized workplace, everyone must respond to a rapidly changing society and constantly shifting demands and opportunities. Information and technological change are modifying organizations and bringing added emphasis on knowledge and knowledge workers. Because knowledge constantly makes itself obsolete, the pressure is on individuals to adopt a learning ethic and continually apply new knowledge to problems and opportunities.
* Globalization, technology and customization
* Changing paradigms of management
2. Structure of Organizations
This segment of the course will examine how organizations strategically respond to the demands of the globalized environment by creating a value-enhancing supply chain process to give them a cutting edge either in terms of superior technology, efficiency, fast-response time, innovation, or great customer service. In this connection, we will be looking at various ways by which organizations structure their operational processes to create value for their customers, with an emphasis on how jobs are best designed to support those processes and its impact on the productivity, morale, safety, and effectiveness of workers. This part of the course will also look at the ways by which the varied relationships involved in the work process impact on the effectiveness of operational processes and the supply chain. References and illustrations to these concepts will be made by looking at how industrial organizations are structured in the context of the contemporary East Asian environment.
* Business Basics: Strategy, Supply Chain, Structure & Culture
* Business Operations: Processes, Productivity and Innovation
* Business Management: Systems vs. People
3. People and Processes in Organizations
An important part of organizational life involves working with and through people. In the context of changing business paradigms, the ability to negotiate through the web of organizational hierarchies and complexities becomes paramount to one’s success at work. Hence, this segment emphasizes on people and their behavioural and emotional interactions with one another at the workplace. It would explore the range of social and emotional competencies required by individuals to perform and contribute effectively in one’s roles as a peer, team member and leader. Central to the discussion of the segment would be emphases on theories and concepts that would enable students to find new perspectives and approaches in managing relationships in organizations. In addition, the intricacies of managing the politics of interactions would be investigated through exploring the dynamics of peer-to-peer; superior-to-subordinate and customer-to-supplier interactions. Without a doubt, an amalgamation of the know-how to manage one’s emotion, an ability to negotiate role-identities and the awareness to recognize the significance of one’s roles in an organization, would be a catalyst to creating synergy at work and achieving a satisfactory level of work performance.
* Dynamics of Relationships in Organizations: Hierarchies & Roles
* Diversity in Interactions: Diversity Challenges & Reframing Diversity
* Workplace Interactions: Interpersonal Dynamics
4. The Self in Organizations
This segment examines the multifaceted tasks and challenges encountered by individuals in an organizational setting. As organizations strive to become more competitive in the global business environment, individuals are expected to manage new forms of pressures and relationships. Hence, the ability to make sense of and develop one’s capabilities is of utmost importance to perform effectively in the highly competitive work place of today. Change is inevitable, and the premium is on the adaptability of the individual to make the transitions through changes more effectively and easily. In the light of these unprecedented demands on students whose entry to the workplace is imminent, this segment of the module will focus on the individual’s role in managing change, the imperative to learn and manage knowledge; and his/her strategic plan and choices in managing his/her career development. The need to develop multiple competencies as well as reframe one’s mental models to remain relevant is also expounded on to encourage students to think and consider beyond his/her current role identities.
* Managing Change and Learning
* Exploring Career: Development and Professionalism
* Understanding Competencies and Reframing Mental Models
Sianz, finals coming liao. When do you guys normally start studying? 1 wk before the paper? 1 day? Or is everyone very hardworking, study all the time since semester start?
Sianz, finals coming liao. When do you guys normally start studying? 1 wk before the paper? 1 day? Or is everyone very hardworking, study all the time since semester start?
No exams this sem! Woot woot.
But normally I start casual studying maybe 2 weeks b4 exams and pia during the last week. Need the exam to be looming b4 got motivation. Some more projects usually go right up to reading week.
In the globalized workplace, everyone must respond to a rapidly changing society and constantly shifting demands and opportunities. Information and technological change are modifying organizations and bringing added emphasis on knowledge and knowledge workers. Because knowledge constantly makes itself obsolete, the pressure is on individuals to adopt a learning ethic and continually apply new knowledge to problems and opportunities.
* Globalization, technology and customization
* Changing paradigms of management
2. Structure of Organizations
This segment of the course will examine how organizations strategically respond to the demands of the globalized environment by creating a value-enhancing supply chain process to give them a cutting edge either in terms of superior technology, efficiency, fast-response time, innovation, or great customer service. In this connection, we will be looking at various ways by which organizations structure their operational processes to create value for their customers, with an emphasis on how jobs are best designed to support those processes and its impact on the productivity, morale, safety, and effectiveness of workers. This part of the course will also look at the ways by which the varied relationships involved in the work process impact on the effectiveness of operational processes and the supply chain. References and illustrations to these concepts will be made by looking at how industrial organizations are structured in the context of the contemporary East Asian environment.
* Business Basics: Strategy, Supply Chain, Structure & Culture
* Business Operations: Processes, Productivity and Innovation
* Business Management: Systems vs. People
3. People and Processes in Organizations
An important part of organizational life involves working with and through people. In the context of changing business paradigms, the ability to negotiate through the web of organizational hierarchies and complexities becomes paramount to one’s success at work. Hence, this segment emphasizes on people and their behavioural and emotional interactions with one another at the workplace. It would explore the range of social and emotional competencies required by individuals to perform and contribute effectively in one’s roles as a peer, team member and leader. Central to the discussion of the segment would be emphases on theories and concepts that would enable students to find new perspectives and approaches in managing relationships in organizations. In addition, the intricacies of managing the politics of interactions would be investigated through exploring the dynamics of peer-to-peer; superior-to-subordinate and customer-to-supplier interactions. Without a doubt, an amalgamation of the know-how to manage one’s emotion, an ability to negotiate role-identities and the awareness to recognize the significance of one’s roles in an organization, would be a catalyst to creating synergy at work and achieving a satisfactory level of work performance.
* Dynamics of Relationships in Organizations: Hierarchies & Roles
* Diversity in Interactions: Diversity Challenges & Reframing Diversity
* Workplace Interactions: Interpersonal Dynamics
4. The Self in Organizations
This segment examines the multifaceted tasks and challenges encountered by individuals in an organizational setting. As organizations strive to become more competitive in the global business environment, individuals are expected to manage new forms of pressures and relationships. Hence, the ability to make sense of and develop one’s capabilities is of utmost importance to perform effectively in the highly competitive work place of today. Change is inevitable, and the premium is on the adaptability of the individual to make the transitions through changes more effectively and easily. In the light of these unprecedented demands on students whose entry to the workplace is imminent, this segment of the module will focus on the individual’s role in managing change, the imperative to learn and manage knowledge; and his/her strategic plan and choices in managing his/her career development. The need to develop multiple competencies as well as reframe one’s mental models to remain relevant is also expounded on to encourage students to think and consider beyond his/her current role identities.
* Managing Change and Learning
* Exploring Career: Development and Professionalism
* Understanding Competencies and Reframing Mental Models
__________________
But I, being, poor, have only my dreams;
I have spread my dreams under your feet;
Tread softly because you tread on my dreams. - W B Yeats
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