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COURSE OUTLINE

Course Name

Organizational Theory & Behavior


(OB)

Prepared
On

Aug,
2014

Course Code
MGT-241
Credit Hours
Course Prereq.
Principles of Management
Name
Course Prereq.
MGT-110
Revised
July,
Code
On
2015
Course Type
Core Course
Program
BBA
Semester
Course Description
Organizational Behaviour is the inter-disciplinary study that investigates the
impact that individuals, groups, and organization structures have on behaviour
within organizations, for applying such knowledge toward improving the
organizations effectiveness. As such, OB is concerned with the study of what people
do in an organization and the matters related to employee motivation, work groups,
work teams, organisational structures, organisational development and change
management. The Manager achieves organizational goals and objectives working
with individuals or groups. To perform their tasks successfully, todays Managers face
new challenges and they require more than one skill; technical skills only are not
enough; additional skills, including interpersonal skills and decision-making skills are
equally important.
Course Learning Outcomes
CLO
Description
#
1.
Understand the components of individual behaviour and group behaviours
in the organizational context
2.
Understand the relevance of the OB theories and practices, emphasized by
Western texts, in local settings
3.
Understand our own perspective of understanding and directing human
behaviour towards achievement of goals
4.
Understand the causes of job dissatisfaction and stress as well as methods
of improving job satisfaction and dealing with stress
5.
Analyse the impact of individuals and team behaviour on organizational
productivity
6.
Evaluate the impact of organizational structure, design, culture and
change
7.
Synthesize various theories of motivation and leadership and understand
their application to workplace
Teaching & Learning Methodology
1. Class Presentation and group discussions
1

2. Case Studies and their presentations


3. Supplemental Article presentations
4. Role Play
5. Practical exercises and development of soft skills
Textbook(s)
Organizational Behavior, 15th Edition, (by Stephen P. Robbins& Timothy A. Judge).
Reference Book(s) and Other Reading Material
1.
An Introduction to Organizational Behavior V 1.1 (by Talya Bauer & Berrin
Erdogan)
2.
Behavior in Organizations, 10th Edition (by Jerald Greenberg & Robert A. Baron)
3.
Organizational Behavior, 12th Edition (by Fred Luthans)
4.
New York Times (Column: Global Manager) & Economist
5
PERN & Newspaper Articles
6.
Harvard Business Review

Grading Policy
Assessment
Instruments
Quizzes:
4 quizzes; Grading from
best 3
Assignments:
1 or 2 Presentations;
Solution of 2 case studies
1 Essay
Mid Term Exam
Final Exam

Percentage
15%
20%

25%
40%

Week-wise Course Outline


Week
Contents
Suggested Activities
(case studies, role plays, movie
clips, exercises, presentations,
homework)
1
What is Organizational Behaviour
Video
Session:
Movie
on
(OB):
Management Functions

Demonstrate the importance of


interpersonal skills in the workplace.
Describe the managers functions,
roles, and skills.
Define organizational behaviour (OB).
Show the value to OB of systematic
study.
Identify the major behavioural science
disciplines that contribute to OB.
Demonstrate why there are few
absolutes in OB.
Identify the challenges and
opportunities managers have in
applying OB concepts.
Compare the three levels of analysis in
this books OB model.
Diversity in Organizations:

Contrast the two types of ability.


Define intellectual ability and
demonstrate its relevance to OB.
Identify the key biographical
characteristics and describe how they
are relevant to OB.
Define learning and outline the
principles of the three major theories
of learning.
Define shaping and show how it can be
used in OB.
Show how culture affects our
understanding of intellectual abilities,
biographical characteristics, and
learning.

Activities:
1. Best JobWorst Job
Reading:
Groysberg B. & Bell D., 2013.
Dysfunction in the Board Room
(HBR)
Earley P. C. & Mosakowski E., 2004.
Cultural Intelligence (HBR)

Group
Presentations:Dysfunction in
the Board Room / Cultural
Intelligence
Activities:
1. What is your Learning Style?
http://www.varklearn.com/english/page.asp?
p=questionnaire
2. Diversity Dilemmas
3. Case discussion:Era of the
Disposable Worker? (Page 35)
Reading:
Davenport T. H. & Patil D.J., 2012.
The Sexiest Job of the 21st Century
(HBR)
Goffee R. & Jones G., 2013.Creating
the best work place on Earth(HBR)

Attitudes & Job Satisfaction


Contrast the three components of an
attitude.
Summarize the relationship between
attitudes and behaviour.
Compare and contrast the major job
attitudes.
Define job satisfaction and show how it
can be measured.
Summarize the main causes of job
satisfaction.
Identify four employee responses to
dissatisfaction.
Show whether job satisfaction is a
relevant concept internationally.

Group Presentation:The
Sexiest Job Of the 21st Century
/ Creating the best work place
on Earth

Emotions and Moods:


Differentiate emotions from moods,
and list the basic emotions and moods.
Discuss whether emotions are rational
and what functions they serve.
Identify the sources of emotions and
moods.
Show the impact emotional labour has
on employees.
Describe Affective Events Theory and
identify its applications.
Contrast the evidence for and against
the existence of emotional intelligence.
Apply concepts about emotions and
moods to specific OB issues.
Contrast the experience,
interpretation, and expression of
emotions across cultures.

Group Presentations:The
Science Behind the Smile /
Leading by Feel

Activities:
1. Exit Interview Role-Play and
Developing an Attitude Survey
2. Case Discussion: Crafting a
Better Job (Page 91)
3. Quiz#1
Reading:
HBR Staff, 2012. The Science Behind
theSmile (HBR)
HBR Staff, 2004. Leading by Feel
(HBR)

Activities:
1. Time Management Quiz
2. Case Discussion: Is It Okay
to Cry at Work (page 124)
Reading:
Kaplan R. S., 2007. What to Ask the
Person in the Mirror (HBR)
Clark D., 2011. Reinventing Your
Personal Brand (HBR)

Personality and Values:

Define personality, describe how it is


measured, and explain the factors that
determine an individuals personality.
Describe the Myers-Briggs Type
Indicator personality framework and
assess its strengths and weaknesses.
Identify the key traits in the Big Five
personality model.
Demonstrate how the Big Five traits
predict behaviour at work.
Identify other personality traits
relevant to OB.
Define values, demonstrate their
importance, and contrast terminal and
instrumental values.
Compare generational differences in
values, and identify the dominant
values in todays workforce.
Identify Hofstedes five value
dimensions of national culture.
Perception & IndividualDecision
Making:

Group Presentations:What to
Ask the Person in the Mirror /
Reinventing Your Personal
Brand
Activities:
1. Selecting an Expatriate Using
Personality Tests
2. Case discussion: Is There a
Price for Being Too Nice? (page
157)
Reading:
Rosenzweig P., 2013. What Makes
Strategic Decisions Different (HBR)
Tichy N. M. & Bennis W. G., 2007.
Making Judgment Calls (HBR)

Group Presentations:What
Makes Strategic Decisions
Different/ Making Judgment
of Calls

Demonstrate
the
importance
interpersonal skills in the workplace.
Describe the managers functions,
roles, and skills.
Define organizational behaviour (OB).
Show the value to OB of systematic
study.
Identify the major behavioural science
disciplines that contribute to OB.
Demonstrate why there are few
absolutes in OB.
Identify
the
challenges
and
opportunities
managers
have
in
applying OB concepts.
Compare the three levels of analysis in
this books OB model.

Video Session:Biases in Decision


Making
Activities:
1. The Nine Dots Problem
2. Case discussion:
Computerized decision
making(page 194)
Reading:
Amabile T. M. & Kramer S. J., 2011.
The Power of Small Wins (HBR)
Hemp P., 2004. Presenteeism: At
work -But Out of It (HBR)

Motivation Concepts:

Describe the three elements of


motivation.
Identify four early theories of
motivation and evaluate their
applicability today.
Apply the predictions of Cognitive
Evaluation theory to intrinsic and
extrinsic rewards.
Compare and contrast goal-setting
theory and Management by Objectives.
Contrast reinforcement theory and
goal-setting theory.
Demonstrate how organizational
justice is a refinement of equity theory.
Apply the key tenets of expectancy
theory to motivating employees.
Compare contemporary theories of
motivation.
Explain to what degree motivation
theories are culture-bound.
Motivation: From Concepts to
Applications:

Group Presentations:The
Power of Small Wins /
Presenteeism: At work -But Out
of It
Video
Session:Fun
Motivate Employees

Ways

to

Activities:
1. A Reward Allocation Decision
2. Case discussion: It is not
fair(page 231)
3. Quiz # 2
Reading:
Cialdini R. B., 2001. Harnessing the
Science of Persuasion (HBR)
Garvin D. A., 2013. How Google
Sold its Engineers on Management
(HBR)

Group
Presentations:Harnessing the
Science of Persuasion / How
Describe the Job Characteristics Model Google Sold its Engineers on
and evaluate the way it motivates by Management
changing the work environment.
Compare and contrast the three main Activities:
1. Modify These Schemes to Solve
ways jobs can be redesigned.
the Problems
Identify
three
alternative
work
2. Case discussion:
arrangements and show how they
Multitasking: A Good Use of Your
might motive employees.
Time?(page 264)
Give
examples
of
employee
involvement measures and show how
Reading:
they can motivate employees.
Boanbeau E., 2002. Predicting the
Demonstrate how the different types of Unpredictable (HBR)
variable-pay programs can increase Goleman D. & Boyatzis R., 2008.
employee motivation.
Social Intelligence and the Biology
Show how flexible benefits turn of Leadership (HBR)
benefits into motivators.
Identify the motivational benefits of
intrinsic rewards.

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Foundations of Group Behavior:


Define groups and differentiate
between different types of groups.
Identify the five stages of group
development.
Show how role requirements change in
different situations.
Demonstrate how norms and status
exert influence on an individuals
behaviour.
Show how group size affects group
performance.
Contrast the benefits and
disadvantages of cohesive groups.
Contrast the strengths and weaknesses
of group decision making.
Compare the effectiveness of
interacting, brainstorming, nominal,
and electronic meeting groups.
Evaluate evidence for cultural
differences in group status and social
loafing, and the effects of diversity in
groups.
Understanding Work Teams:

Analyse the growing popularity of


teams in organizations.
Contrast groups and teams.
Compare and contrast four types of
teams.
Identify the characteristics of effective
teams.
Show how organizations can create
team players.
Decide when to use individuals instead
of teams.
Show how our understanding of teams
differs in a global context.

Group Presentations:
Predicting the Unpredictable /
Social Intelligence and the
Biology of Leadership
1. Brand Brainstorming
2. Case Discussion: Negative
Aspects of Collaboration?(page
300)
Reading:
Edmondson A. C., 2012. Teamwork
on the Fly (HBR)
Pentland A. S., 2012. The Hard
Science ofTeamwork (HBR)

Group Presentations:
Teamwork on the Fly / The Hard
Science of Teamwork
Activities:
1. Unethical Teams (page 327)
2. Case discussion: Why teams
dont work as they are supposed
to(page 328)
3. Quiz # 3
Reading:
Morgan N., 2008. How to become
an Authentic Speaker (HBR)
Davenport T., 2014. 10 Kinds of
Stories to tell with Data (HBR)

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Communication:

12

Identify the main functions of


communication.
Describe the communication process
and distinguish between formal and
informal communication.
Contrast downward, upward, and
lateral communication with examples.
Contrast oral, written, and nonverbal
communication.
Compare and contrast formal
communication networks and the
grapevine.
Analyse the advantages and
challenges of electronic
communication.
Show how channel richness underlies
the choice of communication channel.
Identify common barriers to effective
communication.
Show how to overcome the potential
problems in cross-cultural
communication.
Leadership:

Show how framing influences


leadership effectiveness.
Define charismatic leadership and
show how it influences followers.
Contrast transformational with
transactional leadership and discuss
how transformational leadership works.
Define authentic leadership and show
why ethics and trust are vital to
effective leadership.
Identify the three types of trust.
Demonstrate the importance of
mentoring, self-leadership, and virtual
leadership to our understanding of
leadership.
Identify when leadership may not be
necessary.
Explain how to find and create
effective leaders.
Assess whether charismatic and
transformational leadership
generalizes across cultures.

Group Presentations: How to


become an Authentic Speaker /
10 Kinds of Stories to tell with
Data
Activities:
1. Listening can be an Effective
Tool during Negotiations
2. Case Discussion: Using
Social Media to Your Advantage
(page 362)
Reading:
Janasz S., Graaf K. & Watkins M.,
2013. Its All About Day One (HBR)
CuddyA. J.C.,Kohut M.&NeffingerJ.,
2013.How to Balance Competence
with Warmth (HBR)

Group Presentations: Its All


About Day One / How to Balance
Competence with Warmth
Activities:
1. Ideas for Developing Yourself as
an Authentic Leader
2. Case Discussion:
Leadership Factories (page
400)
Reading:
Maccoby M., 2004. Why People
Follow the Leader: The Power of
Transference(HBR)
Ready D. A. & Truelove E., 2011. The
Power of Collective Ambition(HBR)

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Power and Politics:

Define power, and contrast leadership


and power.
Contrast the five bases of power.
Identify nine power or influence tactics
and their contingencies.
Show the connection between sexual
harassment and the abuse of power.
Distinguish between legitimate and
illegitimate political behaviour.
Identify the causes and consequences
of political behaviour.
Apply impression management
techniques.
Determine whether a political action is
ethical.
Show the influence of culture on the
uses and perceptions of politics.

Group Presentations: Why


People Follow the Leader: The
Power of Transference / The
Power of Collective Ambition
Activities:
1. Who has the Power?
2. Case Discussion: Delegate
Power, or Keep It Close? (page
438)
Reading:
Ertel D., 2004. Getting Past Yes:
Negotiating as if Implementation
Mattered (HBR)
Leary K., Pillemer J., & Wheeler M.,
2013. Negotiating with Emotions
(HBR)

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14

Conflict and Negotiation:

15

Define conflict.
Differentiate between the traditional,
human relations, and interactionist
views of conflict.
Outline the conflict process.
Define negotiation.
Contrast distributive and integrative
bargaining.
Apply the five steps in the negotiation
process.
Show how individual differences
influence negotiations.
Assess the roles and functions of thirdparty negotiations.
Describe cultural differences in
negotiations.
Foundations of Organization
Structure:

16

Identify the six elements of an


organizations structure.
Identify the characteristics of a
bureaucracy.
Describe a matrix organization.
Identify the characteristics of a virtual
organization.
Show why managers want to create
boundary less organizations.
Demonstrate how organizational
structures differ, and contrast
mechanistic and organic structural
models.
Analyse the behavioural implications of
different organizational designs.
Show how globalization affects
organizational structure.

Course Review & Critique

Group Presentations: Getting


Past Yes: Negotiating as if
Implementation Mattered /
Negotiating with Emotions
Activities:
1. A Negotiation Role-Play (page
472)
2. Salary Negotiations
3. Case Discussion: Mediation:
Master Solution to Employment
Disputes? (page 474)
Reading:
Rose S., 2007. How We're Reviving
a British Icon (HBR)
Kim W. C. & Mauborgne R., 2009.
How Strategy Shapes Structure
(HBR)
Group Presentations: How We're
Reviving a British Icon / How
Strategy Shapes Structure
Activities:
1. Recruiting Employees Who Fit
the Culture
2. Case Discussion: Siemens
Simple StructureNot (page
506)
3. Quiz#4
Reading:
Pascale R. T. & Sternin J., 2005. Your
Company's Secret Change Agents
(HBR)
Coutu D., 2004. Putting Leaders on
the Couch: A Conversation with
Manfred F.R. Kets de Vries (HBR)
Review of the final
essay/project reports
Review of the final essay/project
reports

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Instructor Notes:
1. Please plan a Guest Speaker Session on a Saturday or activity day. You may
combine after discussing with the Cluster Head and hold a seminar.
2. The course outline covers 15 chapters from the textbook Robbins & Judge 15 th
edition (PDF). University of Texas, Dallas uses same textbook and teaches all 18
chapters. Saigon Tech in Viet Nam uses 13 th edition and teaches all 19 chapters.
Therefore, teaching 15 Chapters at BUKC should be manageable. However, if
the instructor feels that student load is high; Emotions and Moods and
Communication may be given to students for group presentation of about 15
minutes instead of presentation assignments.
3. The Reference textbook An Introduction to Organizational Behavior V 1.1 (by
Talya Bauer &Berrin Erdogan) is an open source book on the subject and does
not have issues of copyrights. It can be downloaded from internet. Many
activities in the outline have been borrowed from this textbook.
4. Each lecture should take not more than 90 minutes leaving more than 60
minutes for presentations and other class activity.
5. Take four quizzes. Count the best 3 for each student. Each quiz is of 5 marks.
6. Assignments: (Please use the 2 zip files, which contain all the articles
and many activities)
Presentations: In the course outline, 28 articles are included. Each article is
relevant to the corresponding lecture. However, you may replace articles
according to your own choice also. Depending on class strength, you can ask up
to 45 students to deliver 2 presentations each in groups of 3. The presentations
start from Session No 2. The presentation by each group must not be longer
than 12 minutes. You should change group compositions after mid-term exam.
Thus, you can award 9 marks for presentations to each student (1 st 3+ 2nd 6).
Written Assignments: It is recommended that you select at least 8 case
studies (which have not been discussed in the class) as written assignments for
the class. You may distribute 4-5 case studies in the class, each student solving
one case study. Please ensure group members or friends do not get the same
case. You should repeat this exercise after the mid-term. The case study
solutions may be awarded up to 3 marks each. Each student should write an
essay of about 2500 words on a topic from OB or Organizational Development.
The essay can be awarded up to 5 marks. Thus, written assignments will be
worth 11 marks (3+3+5).

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7. Plagiarism Check: Please use Turnitin and ask students to submit their written
assignments and presentations on your Turnitin account. This will automatically
check out similarity index of each submission.

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