Department of Management and Organisation

National University of Singapore

NUS Business School

Department of Management and Organisation

Module: HR2002 Human Capital in Organisations

Semester 2, AY2015/2016

Module Instructors and Coordinator*: Lowe Joo Yong*, Mathew Linus, Chee Mew Leng and Indira Pant

Module Description

Thismulti-disciplinarymoduleinvitesstudentstoexamine, fromdifferentperspectives, some majorthemes pertainingtothemanagement ofhumancapitalinaknowledge-intensiveworld ofindustrytoday.

Themoduletargets studentswhowishtoseeksomefoundationalknowledgeoftheprinciples ofhumaninteractionsintheworkplace.Departingfromthemoreconventionalapproaches, studentswillexamine thedynamicsofandconstraints toindividualandorganisational behavioursinthecontext ofthechallengesposedbyanincreasinglycompetitive global landscape.

Besideslooking intothestructureandcultureoforganisations,individualbehaviours,thoughts andfeelingsoforganisationalmembers arealsoexploredwithreferencetosocialprocesses. Thethemescoveredinthemodulewouldprovidestudentswitharangeofconceptswith which tomake senseofthehumanresourcechallengesarisingoutofcompanies’ needsto strategicallyadaptthemselvestotheforcesoftechnologicalchange andbusinessimperatives.

Inthismodule,studentswouldbeinvitedtocriticallyevaluatehowmultiple‘intelligences’ – emotional,socialandprofessional–canbedeveloped andtappedupontohelpthem effectivelycarryoutthemulti-facetedrolesthat theyare oftentimescalled upontofulfil.

Learning Outcomes

Thismoduleseekstore-orientatestudents’perceptionsandthinkinginaneraofnewbusiness paradigms.Thus, themoduleis designedto:

•examinehowindividualsmayrespondtoglobalforcesthatimpact technology, organisationsandpeople;

•provideaframeworkforunderstandingthestructureandcultureoforganisations andhow theinteractions ofthedifferentcomponents mayinfluenceanindividual’s performanceinorganisations;

•enhance one’sunderstandingandappreciation ofworkingwith diverseindividuals;

•developanunderstandingofandinsightsintotheimportanceofone’sleadership andteamrolesinnegotiatingthroughtheweboforganisationallife; and

•rethinkone’smentalmodels,performancesandcontributionsintheorganisations oftoday.

Modes of Teaching and Learning:

Theteachingformatofthismoduleisvialecturesandtutorials.Thelecturescoverthekey conceptsandtheir applicationsthroughorganizationalexamples. Thetutorialsaredesigned to beflexible,interactiveandsupportiveofactiveandcreativelearning.Studentsareurgedto makethebestuseofthismodeofteaching, tocultivateanactivelearningmindset,andtobe involved andparticipative.

Syllabus:

1.GlobalizationandItsEffectsontheWorkplace

Intheglobalizedworkplace, everyone mustrespondtoarapidlychangingsocietyand constantly shiftingdemandsandopportunities.Informationandtechnological change are modifying organisations and bringing added emphasis on knowledge and knowledgeworkers. Becauseknowledgeconstantlymakesitselfobsolete,thepressure isonindividualstoadoptalearning ethic andcontinually apply new knowledge to problemsandopportunities.

• Globalization,technologyandcustomization

• Changingparadigmsofmanagement

2.OrganisationStructure,CultureandStrategy

Thissegmentwillexaminehoworganisationsstrategically respondtothedemandsof theglobalisedenvironmentbyaligningtheirstructure, cultureandstrategy.Inthis connection,studentswilllookatvariouswaysbywhichorganisationsstructuretheir processestocreatevalue. Thecriticalroleofcultureinthesuccess ofanorganisationis also examined by exploring how varied relationships are involved in the implementationoforganisationalstrategies.References andillustrationstothese conceptswillbemade bylookingathowsuccessfulorganisationsarestructuredinthe contextofthecontemporaryenvironment.

• OrganisationStructure

• OrganisationCulture

• The linkbetweenorganisationstructure,cultureandstrategy

3.PeopleandProcessesin Organisations

Animportantpartoforganisationallifeinvolvesworkingwithandthroughpeople.In thecontextofchangingbusinessparadigms,theabilitytonegotiatethroughtheweb oforganisationalhierarchiesandcomplexitiesbecomes paramount toone’ssuccessat work.Hence,thissegmentemphasizes onpeopleandtheirbehaviouralandemotional interactionswithoneanotherattheworkplace.Itwouldexploretherangeofsocial andemotionalcompetencies requiredbyindividualstoperformandcontribute effectivelyinone’srolesasaleaderandteammember.Centraltothediscussionofthe segment wouldbeemphases ontheoriesandconceptsthatwouldenablestudentsto findnewperspectives andapproachesinmanagingrelationshipsinorganisations.In addition,theintricacies ofmanagingthepoliticsofinteractionswouldbeinvestigated through exploring the dynamics of peer-to-peer;superior-to-subordinate and customer-to-supplierinteractions.Without a doubt,anamalgamationoftheknow-how tomanageone’semotion,anabilitytonegotiaterole-identities andtheawarenessto recognize thesignificanceofone’srolesinanorganisation,wouldbeacatalystto creatingsynergyat workandachievingasatisfactorylevelofworkperformance.

• OrganisationalRoles:LeadershipandTeam Roles

• Diversityin Interactions:DiversityChallengesReframingDiversity

• WorkplaceInteractions:InterpersonalDynamics

4.The Selfin Organisations

Thissegmentexamines themultifaceted tasksandchallenges encountered by individualsinanorganisationalsetting.Asorganisationsstrivetobecome more competitive intheglobalbusinessenvironment,individualsareexpectedtomanage new formsofpressuresandrelationships.Hence,theabilitytomakesenseofand developone’scapabilitiesisofutmostimportancetoperformeffectively inthehighly competitive work placeoftoday.Changeisinevitable,andthepremiumisonthe adaptability oftheindividualtomake thetransitionsthroughchangesmore effectively andeasily.Inthelightoftheseunprecedenteddemandsonstudentswhoseentryto theworkplaceisimminent,thissegmentofthemodulewillfocusontheindividual’s roleinmanagingchange, theimperativetolearnandmanageknowledge;andhis/her strategic plan and choices in managing his/her career development. The need to developmultiplecompetenciesaswellasreframe one’smentalmodelstoremain relevant isalsoexpoundedontoencouragestudentstothinkandconsiderbeyond his/her currentroleidentities.

• ManagingChangeandLearning

•ExploringCareer: Development andProfessionalism

•UnderstandingCompetenciesandReframingMentalModels

Readings:

Will be made available at the start of the course.

Pre-requisite:

For Engineering students only.

Assessment (%):

CA1Learning Contribution 15%

CA2GroupProject 35%

Final Exam 50%

Total100%

ACADEMIC HONESTY & PLAGIARISM

Academic integrity and honesty is essential for the pursuit and acquisition of knowledge. The University and School expect every student to uphold academicintegrity & honesty at all times. Academic dishonesty is any misrepresentation with the intent to deceive, or failure to acknowledge the source, or falsification of information, or inaccuracy of statements, or cheating at examinations/tests, or inappropriate use of resources.

Plagiarism is ‘the practice of taking someone else's work or ideas and passing them off as one's own' (The New Oxford Dictionary of English). The University and School will not condone plagiarism. Students should adopt this rule - You have the obligation to make clear to the assessor which is your own work, and which is the work of others. Otherwise, your assessor is entitled to assume that everything being presented for assessment is being presented as entirely your own work. This is a minimum standard. In case of any doubts, you should consult your instructor.

Additional guidance is available at:

Online Module on Plagiarism: