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Students completing this course are pursuing a diverse range of careers including engineering, business, the arts and psychology to name but a few. Despite this apparent diversity all students share in common the probability that they will enact their careers within organisations. More simply stated, most paid work occurs within organisations. (This holds true as much for engineers as for performance artists). The discipline of OB (Organisational behaviour) assumes that people are the basic building blocks of any organisation. People are afforded this level of importance in organisations because it is assumed that organisations achieve their goals through the efforts of the people who constitute the organisation. Therefore being able to manage people is a fundamental skill required by all students completing this course, no matter what specific career individual students wish to undertake. This course will prepare students to work more effectively within an organisational context by exposing them to some foundation theory about the management of themselves and others within organisations.

This course has two major components. The first part is about management of the self through reflection. Specifically in the first part of the course students will learn about double loop learning and the importance of reflecting on one's assumptions as a manager. Students will be given an opportunity to set some personal learning goals and then monitor their progress on these across the semester as a form of double loop learning. The second part of the course is about students uncovering personally relevant learnings about their approach to the management of others in pursuit of organisational outcomes. In managing others as individual employees, students will be asked to consider how their approach as a manager to for example, decision making, may impact on individual employees' experience of job satisfaction. In managing staff as members of groups or teams, students will be asked to consider how their approach as a manager to for example, conflict, may impact the cohesiveness of the work groups they are leading. In managing employees at an organisational level students are asked to consider how for example, the culture of a work place may impact on the profitability and long term survival of the organisation. The final piece of assessment for the course will give students an opportunity to construct a statement of the personally relevant learnings they are taking from this course into their current or future management activities.

On successful completion of this course students should be able to:

1. communicate single and or double loop reflections on, and or, applications of theory to life incidents clearly and concisely;
2. apply organisational behaviour theory and single and or double loop reflective practice techniques to resolve workplace-related problems and or to garner insights about the self;
3. work autonomously on a bounded single and or double loop self-reflection task;
4. think critically about a sample of the assumptions and theories that will drive their management practice;
5. apply foundation organisational behaviour theory related to the management of individuals and groups and teams.