Organisational Behavior

1. Clearly understand the meaning and nature of organisational behaviour and its importance and relevance to management in a dynamic and changing world.
2. Demonstrate in-depth knowledge. and understanding of people within organisations through analysis of the individual processes at work.
3. Understand the nature of groups and group processes. Key principles and practices of management should be related to effective leadership and the resolution of conflict within organisations.
4. Appreciate the nature of interpersonal processes as they impact on people and work performance. Relevant processes include motivation and the creation of job satisfaction.
5. Assess the ways in which organisational performance may be improved through organisational processes, such as communication and better use of people.

Programme Content and Learning Objectives:

After completing the programme the student should be able to:

1. Understand the development of early management thought. This would include an appreciation of the main contributions of Scientific Management and Classical Management approaches to the study of people and organisations. Particular reference should be given to the work of F W Taylor, H Fayol and M Weber and the behavioural limitations of their approaches.
2. Understand the concept of a behavioural approach to management and recognise the value of behavioural science in understanding organisational behaviour. Identify and evaluate developments in organisational behaviour and management thinking. Develop an awareness and understanding of the ways in which human behaviour is influenced in organisations.
3. Outline the importance of the individual’s contribution to the Organisation and factors affecting behaviour. Recognise the significance of attitudes, their functions, change and measurement with reference to the culture of the Organisation. Understand the process of perception, attribution and the problems that may arise. Differentiate between attitudes and opinions and understand problems arising from surveys and their assessment. Explain the principles and problems in the process of attitude change within the workplace and recognise the impact of behavioural issues on attitudes.
4. Appreciate the major difficulties in studying personality and approaches taken. Apply the key issues of personality studies to the Organisation. Understand the links between personality and motivation. Identify the nature and extent of the factors which create stress, assess its effects and appreciate the various types of adjustive reaction. Understand the role of the manager in stressful situations.
5. Define motivation and understand how people are motivated in different ways. Understand the basic theories of motivation and assess developments in thinking, in particular theories of expectancy, equity and an integrated model. Analyse problems of motivation in the work place and the links to effectiveness. Contrast the implications for the manager of different theories and evaluate their relevance to specific work situations.
6. Explain the nature and meaning of job satisfaction and its relationship to performance. Analyse the dimensions of job satisfaction and work performance together with the variables that affect them. Appreciate the sources of frustration and alienation at work and consider the role and effectiveness of performance appraisal. Understand and appraise the main approaches to improving job design and work organisation. Assess broader organisational approaches to job design including task/job characteristics, flexible working, involvement, empowerment, and quality circles. Understand the link between motivation, management style and job design.
7. Explain the meaning and nature of groups. Identify different types of groups and understand the process of group formation and development. Appreciate the factors influencing group cohesion and performance. Assess the determinants of group cohesiveness and effectiveness including social and interpersonal relationships. Distinguish between different functions and member roles in teams and teamwork. Assess the nature of team spirit and effectiveness. Recognise the importance of understanding the operation of work groups.
8. Understand the meaning and importance of leadership in work situations. Recognise the nature of leadership and the exercise of power and authority. Examine leadership as an aspect of behaviour and explore theories including trait, style and contingency. Appreciate the variables which determine effective managerial leadership. 
9. Explain the sources and causes of conflict and the effects of conflict within the Organisation. Understand the role of the manager in the management of conflict, identifying both the positive and negative effects of conflict. Assess the managerial issues in conflict, understand different models and styles of conflict resolution and appraise their relevance for the manager in handling conflict. Analyse specific conflict situations and plan a strategy for reduction and/or resolution of conflict.
10. Specify the steps in the communication process and identify individual and organisational obstacles/barriers to effective communication. Examine the formal and informal communication systems and recognise the need for effective communication in the fulfilment of management functions. Appreciate the dimensions of non-verbal communication. Understand techniques and strategies to improve communications.