MGMT2008 – ORGANIZATIONAL BEHAVIOUR
Introduction
to the Course
Welcome to Organizational Behaviour – MGMT2008.
Organizational theory has been defined as the study of
the structure, function and performance of
organizations, and the behaviour of groups and
individuals within them.
This course builds on the foundation laid by MGMT101 –
Principles of Management. Its major purpose is to
expose students to different patterns of organizational
analysis; develop their understanding of the nature and
dynamics of behaviour within organizations, and how that
behaviour is managed for effective performance.
Course Overview
The course is taught from a managerial perspective, and
as such, emphasis is placed on the use that managers
might make of the various theories advanced. The first
unit introduces the subject. Beginning in typical
fashion with a discussion of the terms ‘organization’
and ‘organizational behaviour’. It continues with a
historical and analytical survey of the classical,
behavioural and integrative perspectives of OB. These
generic topics serve as the theoretical background
against which topics covered later in the course are
taught.
While
the generic perspectives provide background, the three
overarching factors which influence organizational
behaviour (individual behaviour, group behaviour and
structure) constitute the main, but not the entire body
of the course. Certain organizational processes such as
communication and leadership, and the special topic of
change management cannot be placed exclusively under any
of those headings. Hence the course is divided into
five broad areas: individual behaviour, group behaviour,
organizational processes, structure and change.
In the second and third units, the behaviour of
individuals in organizations is covered. The germane
issues are perception, attribution, motivation, learning
and diversity. You will first be introduced to core
concepts. You will then be led to examine the impact of
these phenomena on the behaviour of people, and as a
consequence, on the functioning of organizations.
Finally, you will be challenged to consider established
ways of managing these issues in the workplace, and to
develop methods of your own.
The fourth unit of the course deals with the second of
the three overarching factors, the behaviour of groups
in organizations. This subject assumes special
significance because of the contemporary emphasis on
teamwork. As in the case of the previous unit, this
section will begin with a discussion of the fundamental
concepts and end with a discussion of the strategies
which might be used by managers. Specifically, the
issues to be covered are theories of team and group
development, group dynamics, the differences between
groups and teams, methods for developing effective
teams, inter group conflict and conflict resolution.
In
units five to eight, you will study the critical
organizational processes of communication, leadership,
power, decision making and conflict. Many theories and
perspectives have been advanced over the years in each
of these areas. The most significant of these will be
explored in depth, and the pedagogic approach used will
be consistent with the rest of the course.
The impact of structure (the third overarching factor)
on behaviour in organizations is dealt within the ninth
unit. The emphasis will be on the various structural
options available to managers and the considerations,
which should govern their choices. At the same time, it
will be made clear that structure and culture are
closely linked, and that both affect performance
profoundly.
While the topics covered in the earlier units have grown
gradually with the field, change management has had a
meteoric rise to prominence in the past decade. Many
writers on this issue emphasise the strength and
persistence of the many agents of change in the
environment of contemporary organizations, as well as
the need for commitment, decisiveness and speed in
change management. Unit ten will be devoted to this
issue, as well as to such contemporary techniques as
Total Quality Management, Business Process Reengineering
and the Learning Organization. The discussion of change
will turn the attention of students to a discussion of
the future, bringing the course to a close on this
open-ended note.
Course Objectives
The general objective of the course is to provide you
with concepts and tools which would assist you in
designing and building effective organizations, and as
well, in resolving organizational problems as they
arise. It is expected that at the end of the course,
you should be able to:
·
explain
the meaning of the terms organization and
organizational behaviour;
·
explain
the development of the field of organizational behaviour;
·
discuss
the similarities and differences between OB’s three
major perspectives;
·
demonstrate knowledge of the factors which influence the
behaviour of individuals in organizations.
·
explain,
critique and apply strategies for improving group or
team performance;
·
critique
theories related to communication, leadership, decision
making, power and conflict in organizations;
·
demonstrate knowledge of issues to be considered when
building effective organizational structures;
·
define
the term organizational culture and to explain
the relationship between culture and organizational
performance;
·
explain,
critique and apply strategies used for building desired
organizational structures and cultures;
·
explain,
critique and apply methods used to manage organizational
change and transformation;
·
demonstrate knowledge of contemporary innovations in the
structuring of organizations.
Course Content
The ten units of the course are:
Unit 1 - Introduction to Organizational Behaviour
Unit 2 - Individuals
in Organizations: Factors of Impact
Unit 3 - Motivation
Theories and Managing Diversity
Unit 4 - Development
of Groups/Teams
Unit 5 -
Communication
Unit 6 - Leadership
and Power
Unit 7 - Decision
Making
Unit 8 - Conflicts
and Politics in Organizations
Unit 9 -
Organizational Structures
Unit 10 - Organizational Change
All the best!
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