This unit aims to introduce students to the nature and context of management. It explores the functions and processes of management and encourages students to critically reflect on management theory and practice. It can be taken as a standalone unit for students enrolled in various specialist masters programs and also prepares students for further study in strategic management, organisational analysis and strategy and human resource management.

This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.

The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The unit also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.

The aim of this unit is to provide an understanding of the policy debates in employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.

This unit provides students with insights into the debate about the effect of globalisation on employment relations by using comparative analysis to identify the range of factors that account for similarities and difference in national patterns of industrial relations. The unit focuses on providing an understanding of the nature of industrial relations patterns in developed and developing market economies and invites students to compare a range of developments across these countries.

This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.

This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.

This unit of study examines emerging issues and trends in HRM, most particularly disruptive technologies; and the values that shape organisational decisions. It analyses how these changes are impacting HR capabilities, people management and workforce capacity. Students learn about the opportunities and challenges of disruptions in HR through practical examples of: HR digitalisation and workplace technology; new models of organisational engagement with stakeholders; and contemporary innovation through best practice case study examples.

This unit explores the role, influence and activities of management consultants in Australia and overseas. It examines management consultants as developers and disseminators of knowledge and practice and their role as change agents. The main management themes covered in the subject include: the consulting industry in Australia and overseas; consultant roles and the consultant-client relationship; consultants and organisational change; knowledge intensive firms and the management of expertise; the diffusion of management knowledge and fashion in a global economy; consulting as an occupation and career; managing a consultancy.

This unit examines the ways in which organisations manage a heterogeneous workforce and the legal and ethical issues associated with the management of workforce diversity. While drawing on international literature in the field, the primary focus is on the Australian experience, including the so-called 'program' approach and the complaint mechanism found in the anti-discrimination statutes. As well as encouraging the development of diagnostic and prescriptive skills in diversity management, students also have the opportunity to develop a critical perspective on the growing literature in this field.

This unit of study examines the legal framework with respect to labour relations in Australia. In particular, it examines the scope of workplace law, the employment relationship, the Federal-State division of legislative power in industrial relations, the industrial arbitration systems, courts, tribunals, agreements and awards as well as discrimination and termination of employment. Current developments in the law and politics of the systems will be referred to throughout the course.

In this unit, students learn theories of communication and how they apply within organisations, at an organisational, team and individual level. In the unit, we review the concept of communication through different theoretical and philosophical lenses so that students gain an understanding of how different perspectives provide different insights into communication within organisations. The unit also examines communication processes and how communication occurs between individuals and within groups. There is also a focus on communication challenges such as technology, diversity and globalisation. The unit incorporates practical exercises and case studies to enable students to evaluate their own communication practices and to apply the knowledge and understanding they gain from the unit to their own organisations and careers.

This unit provides high-performing students with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.

This unit is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change is explored and the leadership of top management teams and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.