BBA 8th Old Bravo (Ex PPP) Organizational Behaviour (BMGT6207)

Introduction:

This course deals with human behavior in organizations. Conceptual frameworks, case discussions, and skill-oriented activities are applied to course topics which include: motivation, learning and development, group dynamics, leadership, communication, power and influence, change, diversity, organizational design, and culture. Class sessions and assignments are intended to help participants acquire skills and analytic concepts to improve organizational relationships and effectiveness.

Course Pre-Requisite:

None

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Learning Outcomes:

To gain a solid understanding of human behavior in the workplace from an individual, group, and organizational perspective.
To obtain frameworks and tools to effectively analyze and approach various organizational situations.
To integrate course materials with your own workplace experiences.
To reflect upon your own beliefs, assumptions, and behaviors with respect to how individuals, groups, and organizations act in order to expand your options of approaches and increase your own effectiveness.

Text Book:

Human Resource Management by Mc Shane

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Teaching Methodology:

Lecture for disseminating key concepts
Discussion on practical issues
Assignments and Presentations/Projects

PowerPoint slides will be provided for all topics in the syllabus. However, it should be kept in mind that students should not be relying on the PowerPoint Slides only. The module covers both the theoretical and empirical sides of the topic and for mastering the course, studying all the materials mentioned in this handbook is a necessity.

System of Evaluation:

The module is assessed by the group assignments and individual class presentation of relevant topics (20%), and a 3 hours closed-book examination (80%).

Individual Class Presentations/Projects* Regular Class Presentations/Participation (7%) Term Paper/Assignment (8%) Class Quiz/Case Studies (5%)	20%
Mid Term Examination (1 hour)	30%
Final Examination (2 hours)	50%
	100%

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Lesson Plan:

Week No.	Lecture Plan
1	Introduction to the Field of Perspectives of Organizational Effectiveness 7 Open-Systems Perspective 7 Global Connections 1.1: Hospitals Take the Lean Journey to Efficiency 10 Organizational Learning Perspective 10 High-Performance Work Practices Perspective 12 Stakeholder Perspective 13 Types of Individual Behavior 16 Task Performance 17 Organizational Citizenship 17 Counterproductive Work Behaviors 18 Joining and Staying with the Organization 18 Maintaining Work Attendance 18 Contemporary Challenges for Organizations 19 Globalization 20 Increasing Workforce Diversity 20 Emerging Employment Relationships 22 Anchors of Organizational Behavior Knowledge 23 The Multidisciplinary Anchor 23 The Systematic Research Anchor 24
2	Individual Behavior and Processes MARS Model of Individual Behavior and Performance 34 Employee Motivation 34 Ability 35 Role Perceptions 36 Situational Factors 37 Personality in Organizations 38 Personality Determinants: Nature versus Nurture 39 Five-Factor Model of Personality 39 Jungian Personality Theory and the Myers-Briggs Type Indicator 41 Caveats about Personality Testing in Organizations 42 Self-Enhancement 44 Self-Verification 44 Self-Evaluation 44 The Social Self 46 Self-Concept and Organizational Behavior 47 Values in the Workplace 47 Types of Values 48 Values and Individual Behavior 49 Value Congruence 49 Values across Cultures 50 Individualism and Collectivism 50 Power Distance 51 Uncertainty Avoidance 51 Achievement-Nurturing Orientation 52 Ethical Values and Behavior 52 Three Ethical Principles 53 Moral Intensity, Ethical Sensitivity, and Situational
3	Perception and Learning in Organizations The Perceptual Process 68 Perceptual Organization and Interpretation 70 Social Identity and Stereotyping 71 Stereotyping in Organizations 72 Global Connections 3.1: “Your Name Says Everything in France” 74 Attribution Theory 75 Attribution Errors 76 Self-Fulfilling Prophecy 76 Contingencies of Self-Fulfilling Prophecy 77 Other Perceptual Errors 78 Improving Perceptions 79 Awareness of Perceptual Biases 79 Improving Self-Awareness 79 Meaningful Interaction 81 Learning in Organizations 82 Behavior Modification: Learning through Reinforcement 82 Social Learning Theory: Learning by Observing 85 Learning through Experience 86
4	Workplace Emotions, Attitudes, and Stress Emotions in the Workplace 98 Types of Emotions 99 Emotions, Attitudes, and Behavior 100 Managing Emotions at Work 103 Emotional Display Norms across Cultures 103 Emotional Dissonance 104 Emotional Intelligence 105 Global Connections 4.1: GM Holden Revs Up Emotional Intelligence 107 Improving Emotional Intelligence 107 Job Satisfaction 108 Job Satisfaction and Work Behavior 109 The Ethics of Job Satisfaction 112 Organizational Commitment 112 Consequences of Organizational Commitment 112 Building Organizational Commitment 113 Work-Related Stress and Its Management 114 General Adaptation Syndrome 114 Consequences of Distress 115 Stressors: The Causes of Stress 116 Individual Differences in Stress 118 Managing Work-Related Stress 118
5	Foundations of Employee Motivation Employee Engagement 132 Employee Drives and Needs 134 Individual Differences in Needs 134 Maslow’s Needs Hierarchy Theory 135 Global Connections 5.1: Shining the Spotlight on Employee Recognition 137 What’s Wrong with Needs Hierarchy Models? 138 Learned Needs Theory 138 Four-Drive Theory 140 Expectancy Theory of Motivation 143 Expectancy Theory in Practice 144 Goal Setting and Feedback 145 Balanced Scorecard 147 Characteristics of Effective Feedback 148 Sources of Feedback 149 Evaluating Goal Setting and Feedback 151 Organizational Justice 151 Equity Theory 152 Procedural Justice 155
6	Decision Making and Creativity Rational Choice Paradigm of Decision Making 198 Problems with the Rational Choice Paradigm 200 Identifying Problems and Opportunities 200 Problems with Problem Identification 201 Identifying Problems and Opportunities More Effectively 202 Evaluating and Choosing Alternatives 203 Problems with Goals 203 Problems with Information Processing 204 Problems with Maximization 206 Evaluating Opportunities 206 Emotions and Making Choices 207 Intuition and Making Choices 208 Making Choices More Effectively 209 Implementing Decisions
7	Team Dynamics Teams and Informal Groups 234 Informal Groups 235 Advantages and Disadvantages of Teams 236 The Challenges of Teams 237 A Model of Team Effectiveness 238 Organizational and Team Environment 239 Team Design Elements 240 Task Characteristics 240 Team Size 242 Team Composition 242 Global Connections 8.1: Royal Dutch Shell Finds Team Players in Gourami 243 Team Processes 245 Team Development 245 Team Norms 249 Team Cohesion 250 Team Trust 251 Self-Directed Teams 253 Success Factors for Self-Directed Teams 254 Virtual Teams 255 Success Factors for Virtual Teams