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D3.1.1 Background: SEM 2010: Organisational Behaviour and Leadership Pre-Requisite: HRM 1010

This document provides an overview of the SEM 2010 organizational behaviour and leadership course. The course aims to introduce students to organizational factors and management processes that influence employee behaviour and performance. Key topics that will be covered include individual behaviour, groups and teams, motivation theories, managing stress, power and authority, decision making, conflict and negotiation, organizational culture, managing change, and leadership. Assessment will consist of continuous assessment including tests and assignments worth 40% and a final exam worth 60%.

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59 views3 pages

D3.1.1 Background: SEM 2010: Organisational Behaviour and Leadership Pre-Requisite: HRM 1010

This document provides an overview of the SEM 2010 organizational behaviour and leadership course. The course aims to introduce students to organizational factors and management processes that influence employee behaviour and performance. Key topics that will be covered include individual behaviour, groups and teams, motivation theories, managing stress, power and authority, decision making, conflict and negotiation, organizational culture, managing change, and leadership. Assessment will consist of continuous assessment including tests and assignments worth 40% and a final exam worth 60%.

Uploaded by

josh mukwenda
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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SEM 2010: Organisational Behaviour and Leadership

Pre-Requisite: HRM 1010


D3.1.1 Background
Studying the ways that individuals and groups interact is often critical for explaining
challenges within an organization. Due to fear of change, employees may be reluctant
to embrace a new piece of technology, thereby interfering with an organization's
advancement efforts.
D3.1.2 Rationale
The importance of organizational behaviour rests in understanding how individuals,
groups, and organizational structures interact and affect one another. Studying the
ways that individuals and groups interact is often critical for explaining challenges
within an organization. Due to fear of change, employees may be reluctant to embrace
a new piece of technology, thereby interfering with an organization's advancement
efforts. The importance of organizational behaviour in such a situation is highlighted
by an effort to understand and effectively manage fear of change across the
organization.

D3.1.3 Aim
The course aims at introducing students to organizational factors and management
processes which influence the behaviour and performance of people at work.
D3.1.4 Objectives
By the end of the course, students should be able to:
i. demonstrate understanding of the theories and practices relating to
organizational behaviour;
ii. demonstrate problem diagnosis and solving skills by applying the learned
material to given situations;
iii. analyze the bases of power and authority in organizations
iv. define organizational culture and analyse its impact on performance
v. interpret leadership theories and identify major leadership issues in
organizations

D3.1.5 Content

1. Overview of Organizational Behaviour


1.1 Definitions and Concepts
1.2 Importance
1.3 Contrast between Management and OB
1.4 Historical Roots of OB
2. Individual Behaviour
2.1 Personality
2.2 Perceptions
2.3 Attitudes
2.4 Learning
3. Groups and Teams in Organizations
3.1 Characteristics
3.2 Types of Groups
3.3 Stages in Group Development
3.4 Organisational Teams
4. Motivation Theories
4.1 Content Theories
4.2 Process Theories
5. Managing Workplace Stress
5.1 Causes of stress
5.2 Consequences of stress
5.3 Managing stress
6. Power, Authority and Politics
6.1 Sources of power
6.2 Guidelines for using power
6.3 Types of authority
7. Decision Making
7.1 Nature and types of decisions
7.2 Decision making process
7.3 Tools for decision making
7.4 Rational decision making
7.5 Bounded rationality

8. Conflict and Negotiation


8.1 type of conflict
8.2 causes of conflict
8.3 management of conflict
8.4 approaches to negotiation
9. Organizational Culture
9.1 Elements of culture
9.2 Type of organizational culture
9.3 Influences on the development of culture
9.4 Significance of culture
10. Managing Organizational Change and Learning
10.1 Nature of organizational change
10.2 Forces of change
10.3 Resistance to change
10.4 Managing organizational change
10.5 Organizational development
11. Leadership
11.1 The Nature and Type of Leadership
11.2 Fundamentals of Leadership
11.3 Emerging Perspectives of Leadership

12. Organizational Design


12.1 Mechanistic and Organic
12.2 Delegation
12.3 Departmentalization
12.4 Centralization and Decentralization
12.5 Job design and satisfaction
12.6 Design and TQM
D3.1.5 Method of Delivery

Full-time, distance, evening, weekends and e-learning

D3.1.6 ASSESSMENT
Continuous Assessment 40%
Two tests of equal weight 20%
Two assignments of equal weight 20%

Final Examination 60%

D3.1.7 Prescribed books


Mullins, L.J (2007). Management and Organisational Behaviour (8th Edition). Prentice
Hall: London.

Johns, G., and Saks, A. M. (2014). Organizational Behaviour: Understanding and


Managing Life at Work (9th Edition), Toronto: Prentice Hall

Gibson, L, Ivancevich, J.M, Donnelly, J.H, Konopaske, R (2012), Organisations:


Behaviour, Structure, Processes, 14th Edition, McGraw-Hill, Seoul

Moorhead, G., and Griffin, R. W. (1995). Organizational Behavior: Managing People


and Organizations (5th edition). Houghton Mifflin: Boston

Wagner, J. A. and Hollenbeck, J. R. (2010). Organizational Behavior: Securing


Competitive Advantage. Routledge: New York.

D3.1.8 Recommended books

Jex, S. and Britt, T. (2008). Organizational Psychology: A Scientist-Practitioner


Approach. (2nd Edition). Wiley: New York.

Levy, P. E. (2006). Industrial/Organizational Psychology: Understanding the


Workplace. Houghton Mifflin: Boston

Michel, W., Shoda, Y., and Smith, R. E. (2004). Introduction to personality: Toward
an integration. New York: Wiley

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