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  2. Leadership and Management in Community Services [CSV3115]

School: Arts and Humanities

This unit information may be updated and amended immediately prior to semester. To ensure you have the correct outline, please check it again at the beginning of semester.

  • Unit Title

    Leadership and Management in Community Services

  • Unit Code

    CSV3115

  • Year

    2016

  • Enrolment Period

    1

  • Version

    1

  • Credit Points

    15

  • Full Year Unit

     N

  • Mode of Delivery

Description

This unit is designed to introduce students to administrative, management, self-management and leadership skills appropriate for those working in community-based and public service organisations. Students will gain an understanding of issues relating to leading and managing people. The unit considers the principles of quality assurance, organisational change and change management with particular reference to the role of graduates as agents of change. Leadership theories and characteristics are examined with an emphasis on developing graduates as leaders in the community.

Equivalent Rule

Unit was previously coded CBS2111, CBS4111, CSV2115, CSV4115

Learning Outcomes

On completion of this unit students should be able to:

  1. Critically analyse the influence of microeconomic reform and managerialist policies on the operation of community and public service organisations.
  2. Describe current policies and practices for ensuring quality assurance and accountability in community and public service organisations.
  3. Describe current theories of leadership and personnel management, staff support, supervision and training.
  4. Identify and analyse the key principles in the implementation of change in service systems and communities.
  5. Identify the nature of various organisational forms, processes of decision making, patterns of power and management, access to information within organisations and the organisation of work within those organisations.
  6. Relate theoretical perspectives, in particular an ecological framework, to crucial issues in leadership development and change.

Unit Content

  1. Impact of microeconomic reform on community and public service organisations.
  2. Managing change.
  3. Organisational structures and how these relate to decision making, problem solving, information flow and work organisation.
  4. People: industrial relations, recruitment and orientation, managing individual performance.
  5. Quality assurance and accountability across community and public service organisations.
  6. Role and function of management and issues relating to management within community and public service organisations.
  7. Theories and characteristics of leadership and personnel management.

Additional Learning Experience Information

Lectures, workshops, discussion groups, and fieldwork.

Assessment

GS1 GRADING SCHEMA 1 Used for standard coursework units

Students please note: The marks and grades received by students on assessments may be subject to further moderation. All marks and grades are to be considered provisional until endorsed by the relevant Board of Examiners.

ON CAMPUS
TypeDescriptionValue
PortfolioContemporary theories of Leadership and Personnel Management50%
ProjectFunding Submission50%
ONLINE
TypeDescriptionValue
PortfolioContemporary theories of Leadership and Personnel Management50%
ProjectFunding Submission50%

Text References

  • ^ Hudson, M. 2009. Managing without profit. Sydney: University of New South Wales Press.
  • ^ McDonald, C., Craik, C., Hawkins, L., & Williams, J. (2011). Professional practice in human service organisations. Crows Nest: Allen & Unwin.
  • Clarke, J., Gewirtz, S., & Mclaughlin, E. (Eds.). (2000). New managerialism, new welfare? Thousand Oaks, CA: Sage.
  • Dalglish, C. (2007). Leadership in the Australian context: Case studies in leadership. Prahran: Tilde University Press.
  • Doherty, T. L., & Horne, T. (2002). Managing public services - implementing changes: A thoughtful approach to the practice of management. London: Routledge.
  • Hughes, O. (2003). Public management and administration: An introduction (3rd ed.). Basingstoke: Palgrave MacMillan.
  • Berkun, S. (2005). The art of project management. Sebastopol, CA: O'Reilly.
  • Archer, D. (2009). Collaborative leadership: How to suceed in an interconnected world. Oxford: Butterworth-Heinemann.
  • Lewis, S. (2010). Work, families and organisations in transition: European perspectives. Bristol: The Policy Press.
  • Schabracq, M. (2007). Changing organisational behaviour: A change agent's guidebook. Chichester, UK: Wiley.

Journal References

  • Australian Journal of Social Issues
  • Journal of Organisational Change
  • The Journal of Contemporary Human Services
  • Leadership
  • Leadership Quarterly
  • Policy and politics
  • Public Administration Review

^ Mandatory reference

Disability Standards for Education (Commonwealth 2005)

For the purposes of considering a request for Reasonable Adjustments under the Disability Standards for Education (Commonwealth 2005), inherent requirements for this subject are articulated in the Unit Description, Learning Outcomes and Assessment Requirements of this entry. The University is dedicated to provide support to those with special requirements. Further details on the support for students with disabilities or medical conditions can be found at the Access and Inclusion website.

Academic Misconduct

Edith Cowan University has firm rules governing academic misconduct and there are substantial penalties that can be applied to students who are found in breach of these rules. Academic misconduct includes, but is not limited to:

  • plagiarism;
  • unauthorised collaboration;
  • cheating in examinations;
  • theft of other students' work;

Additionally, any material submitted for assessment purposes must be work that has not been submitted previously, by any person, for any other unit at ECU or elsewhere.

The ECU rules and policies governing all academic activities, including misconduct, can be accessed through the ECU website.

CSV3115|1|1

School: Arts and Humanities

This unit information may be updated and amended immediately prior to semester. To ensure you have the correct outline, please check it again at the beginning of semester.

  • Unit Title

    Leadership and Management in Community Services

  • Unit Code

    CSV3115

  • Year

    2016

  • Enrolment Period

    2

  • Version

    1

  • Credit Points

    15

  • Full Year Unit

     N

  • Mode of Delivery

Description

This unit is designed to introduce students to administrative, management, self-management and leadership skills appropriate for those working in community-based and public service organisations. Students will gain an understanding of issues relating to leading and managing people. The unit considers the principles of quality assurance, organisational change and change management with particular reference to the role of graduates as agents of change. Leadership theories and characteristics are examined with an emphasis on developing graduates as leaders in the community.

Equivalent Rule

Unit was previously coded CBS2111, CBS4111, CSV2115, CSV4115

Learning Outcomes

On completion of this unit students should be able to:

  1. Critically analyse the influence of microeconomic reform and managerialist policies on the operation of community and public service organisations.
  2. Describe current policies and practices for ensuring quality assurance and accountability in community and public service organisations.
  3. Describe current theories of leadership and personnel management, staff support, supervision and training.
  4. Identify and analyse the key principles in the implementation of change in service systems and communities.
  5. Identify the nature of various organisational forms, processes of decision making, patterns of power and management, access to information within organisations and the organisation of work within those organisations.
  6. Relate theoretical perspectives, in particular an ecological framework, to crucial issues in leadership development and change.

Unit Content

  1. Impact of microeconomic reform on community and public service organisations.
  2. Managing change.
  3. Organisational structures and how these relate to decision making, problem solving, information flow and work organisation.
  4. People: industrial relations, recruitment and orientation, managing individual performance.
  5. Quality assurance and accountability across community and public service organisations.
  6. Role and function of management and issues relating to management within community and public service organisations.
  7. Theories and characteristics of leadership and personnel management.

Additional Learning Experience Information

Lectures, workshops, discussion groups, and fieldwork.

Assessment

GS1 GRADING SCHEMA 1 Used for standard coursework units

Students please note: The marks and grades received by students on assessments may be subject to further moderation. All marks and grades are to be considered provisional until endorsed by the relevant Board of Examiners.

ON CAMPUS
TypeDescriptionValue
PortfolioContemporary theories of Leadership and Personnel Management50%
ProjectFunding Submission50%
ONLINE
TypeDescriptionValue
PortfolioContemporary theories of Leadership and Personnel Management50%
ProjectFunding Submission50%

Text References

  • ^ Hudson, M. 2009. Managing without profit. Sydney: University of New South Wales Press.
  • ^ McDonald, C., Craik, C., Hawkins, L., & Williams, J. (2011). Professional practice in human service organisations. Crows Nest: Allen & Unwin.
  • Hughes, O. (2003). Public management and administration: An introduction (3rd ed.). Basingstoke: Palgrave MacMillan.
  • Schabracq, M. (2007). Changing organisational behaviour: A change agent's guidebook. Chichester, UK: Wiley.
  • Lewis, S. (2010). Work, families and organisations in transition: European perspectives. Bristol: The Policy Press.
  • Doherty, T. L., & Horne, T. (2002). Managing public services - implementing changes: A thoughtful approach to the practice of management. London: Routledge.
  • Dalglish, C. (2007). Leadership in the Australian context: Case studies in leadership. Prahran: Tilde University Press.
  • Clarke, J., Gewirtz, S., & Mclaughlin, E. (Eds.). (2000). New managerialism, new welfare? Thousand Oaks, CA: Sage.
  • Berkun, S. (2005). The art of project management. Sebastopol, CA: O'Reilly.
  • Archer, D. (2009). Collaborative leadership: How to suceed in an interconnected world. Oxford: Butterworth-Heinemann.

Journal References

  • Public Administration Review
  • Leadership
  • The Journal of Contemporary Human Services
  • Journal of Organisational Change
  • Policy and politics
  • Leadership Quarterly
  • Australian Journal of Social Issues

^ Mandatory reference

Disability Standards for Education (Commonwealth 2005)

For the purposes of considering a request for Reasonable Adjustments under the Disability Standards for Education (Commonwealth 2005), inherent requirements for this subject are articulated in the Unit Description, Learning Outcomes and Assessment Requirements of this entry. The University is dedicated to provide support to those with special requirements. Further details on the support for students with disabilities or medical conditions can be found at the Access and Inclusion website.

Academic Misconduct

Edith Cowan University has firm rules governing academic misconduct and there are substantial penalties that can be applied to students who are found in breach of these rules. Academic misconduct includes, but is not limited to:

  • plagiarism;
  • unauthorised collaboration;
  • cheating in examinations;
  • theft of other students' work;

Additionally, any material submitted for assessment purposes must be work that has not been submitted previously, by any person, for any other unit at ECU or elsewhere.

The ECU rules and policies governing all academic activities, including misconduct, can be accessed through the ECU website.

CSV3115|1|2