The assessment comprises of a portfolio of in-seminar activities where students are required to complete (a/an) assigned reading/written learning exercises (a) before seminars and (b) any related written exercises and analysis (e.g. for cases, exercises and simulations) during the seminars.
Students will complete in-seminar exercises (e.g. cases and simulations-etc) throughout the semester beginning from week 3 BUT only the best FIVE in-seminar exercises will form the portfolio assessment. Each activity is weighted 10% . There will be 5 activities for the portfolio which is 50% of the total course weighting.
The Case analysis aims to enable students to see the intricate connection between theory and practice in workplace conflict processes and management through a case method. In this regard, students conduct an in-depth analysis of a conflict situation using an organisation as a case study.
Finally, in week 12, the students submit a reflection of their experience/learnings/takeaways from the course to see where they were in week 1 and where they are in week 12 to gauge their growth and confidence in using the skills they have learnt .
Details
- CLASS SIZE
- 40-60, 60-80, 80-100
- CLASS LEVEL
- Third year, Post-graduate
- ASSESSMENT SECURITY
- High security
- TIME REQUIREMENTS
- Medium time
- CONDITIONS
- Group, Peer-assessed, Time limited
- FEATURES
- Authentic, Problem based
Advantages
The courses helps students to:
- develop skills in self-management and skills for the management of others n organizations
- acquaint themselves with theoretical principles and practice of managing conflict in the workplace, and to get an opportunity for them to practice these skills and to critically reflect on the purpose and effectiveness of their skills in this area.
- builds their skills in building collaboration on the back of effective management of conflict and change.
- develop insights into developing an organisational culture that is open to productive conflict, collaboration and change.
- gain multiple perspectives in situations by using theory, concepts and research findings while appreciating the complexity of translating proposed solutions into comprehensive and detailed plans for action.
Challenges
The challenges including managing students' expectation regarding the assessment and constant reminder of the processes involved in the assessment including the due dates.
Tips for implementation
A great facilitator would be useful in the successful implementation of the assessment.
Learning outcomes
In MGTS3602:
- Apply theoretical principles to the practice of managing workplace conflict.
- Critically evaluate the role of managers and the third party in managing conflict in the workplace.
- Assess individual skills in relation to effective and innovative conflict behaviours and management at work.
- Apply various ethical principles when managing conflict in the workplace.
- Analyse the role of climate, power and culture in conflict interactions and conflict management.
Also used in MGTS7603 to:
- Analyse an organisation's external (Political, Economic, Social, Technical, Environmental and Legal) environment and internal environment using relevant SHRM frameworks and models.
- Evaluate the ethical implications of particular SHRM activities when managing people, applying various ethical principles in minimising unethical practices in SHRM environments.
- Identify the core functions of SHRM to leverage individual career management competencies, productivity and well-being.
- Assess manager's decisions about SHRM practices to create a SHRM plan that aligns business objectives and SHRM practices.
- Develop reports that outline action plans for managing your career, managing SHRM functions and key success factors for successful implementation of SHRM theories and practices in a dynamic competitive environment.
How it supports academic integrity
While students are allowed to study organizations from their own cultural backgrounds for individual (or group) major assignments, no two groups can study the same company using the same learning concepts.
Associate Professor Remi Ayoko
r.ayoko@business.uq.edu.au
Oluremi (Remi) is an Associate Professor of Management in the UQ Business School at the University of Queensland, Australia. Remi came to the UQ Business School in 2000. Prior to this, she has had extensive teaching experience in tertiary institutions across three nations. She is a Senior Fellow of the Higher Education Academy (SFHEA). Remi's principal research interests include conflict management, emotions, leadership, diversity, team work and employee physical work environment and territoriality. The results of her cutting-edge research have been presented in several international (e.g. US Academy of Management - AOM, European Group for Organizational Studies-EGOS & International Association of Conflict Management - IACM conference) and national conferences (e.g. Australia and New Zealand Academy of Management-ANZAM). Remi is an award-winning researcher and has published in reputable journals such as Journal of Organizational Behavior (JOB), Organization Studies (OS), Applied Psychology: An International Review (APIR), International Journal of Conflict Management (IJCM), and Journal of Business Ethics (JBE) and Small Group Research (SGR). She has also written many book chapters and co-edited a Handbook of Conflict Management Research published by Edward Edgar Publishers. Remi is the Editor in Chief of the Journal of Management and Organization and on the editorial boards of the International Journal of Conflict Management and Negotiation and Conflict Management Research Journal. She is a recipient (with others) of a highly coveted Australian Research Council (ARC) Discovery Grant awarded to study the impact of employee physical work environment (e.g. office configurations) on employees' territoriality, wellbeing and productivity. She has appeared on radio (national/international),TV and newspapers talking about workspace issues. Remi is a member of the Australian Human Resource Institute (AHRI), US Academy of Management, and International Association of Conflict Management. Find out more