MOB 601ORGANIZATIONAL BEHAVIOURPERSONALISED LEARNING GUIDE (PLG)Lecturer name and contacts: Dr L J Fredericks 012-2671719, leo.fredericks@aeu.edu.my

RATIONALETo understand the substance and relevance of Organizational Behaviour to managers

LEARNING OUTCOMES On completion of this module, students should be able to:1. Have a broad understanding of the scope of Organizational Behaviour (OB).2. Understand the main aspects of OB from the perspectives of the individual, groups and the organization itself.3. Appreciate the relevance and utility of the major aspects of OB to managers.

SYNOPSISThis module is structured to introduce the field of OB and its relevance to managers, analyse the major dimensions of OB including the behaviour of the individual in the organization, the role of groups and teams, and aspects impinging upon the behaviour of the organization involving culture, structure and change.

MAIN REFERENCE Stephen P. Robbins and T. A. Judge (2008). Essentials of Organizational Behaviour, (9th Edition), Pearson Prentice Hall, Upper Saddle River, N.J. (AeU Library HD 58.7 R664 2008)

e-book: J. R. Schermerhorn Jr., J. G. Hunt and R. N. Osborn (2002). Organizational Behaviour, (7th Edition), John Wiley and Sons, Inc. AeU Library

TOPIC 1 INTRODUCTION TO OB

Topics

Learning Outcomes

Suggested Learning Activities

a. Studying OB as a systemb. Interdisciplinary study of OBc. Role of individuals, groups and the organizationd. Why OB is important to managersa. Have a broad understanding of the field of OB.b. Recognize why a systematic approach is needed to study OB.c. Recognize what disciplines have influencedOBt.d. Identify OBs three major dimensions.e. Understand OBs importance to managers.

a. Read Chapter 1 Robbins and Judge and review Ch. 1 PPTs.b. E-book Assessment #2 A 21st Century Manager.c. Exercise: Think through what major aspects of the OB of your company affect your work and that of a group/team that you belong to. d. Video: Organizational behaviour.

TOPIC 2 FOUNDATIONS OF INDIVIDUAL BEHAVIOUR TopicsLearning OutcomesSuggested Learning Activities

a. The foundations of individual behaviour are a persons ability, attitude and learning ability.b. Ability is linked to an individuals capability in undertaking the activities or tasks involved in a job. c. Attitudes are evaluative statements about something and consist of the cognitive, affective and behavioural components. Attitudes and behaviour can change.d. Attitudes influence jobs and appear as job satisfaction, involvement and organizational commitment. All these dimensions must be considered by managers in evaluating workers.e. The learning ability of a person relates to his/her behavioural change resulting from experiencea. Recognise the three foundations of individual behaviour: ability, attitude and learning. b. Derive a basic understanding of ability, attitude and learning and their links to individual performance.c. Distinguish between job satisfaction and job attitudesa. Read Ch. 3 and review Ch. 3 PPTs.b. E-book Assessment 1 Managerial assumptions.

TOPIC 3 PERSONALITY, VALUES AND PERCEPTION

TopicsLearning OutcomesSuggested Learning Activities

a. An individuals personality is reflected in the totality of his/her actions and reactions to others and situations. Personality types/traits/characteristics can be evaluated using different tests such as the Myers-Briggs Type Indicator (MBTI) and the Big Five Model.b. Personality attributes that affect OB include self-evaluation, Machiavellianism, narcissism, self-monitoring, risk taking and Type A/Type B personalities.c. Values are ones fundamental beliefs, convictions and principles guiding behaviour. Values can be instrumental or terminal in nature and can change over time.d. Hofstedes Framework and the GLOBE Framework are widely applicable in studying cross-cultural values.e. Of practical use to managers is linking personality traits to a job.f. Perception is the process of understanding or making sense of the environment and is affected by situational and individual factors and object/target dimensions. g. Perception affects an individuals decision making which can vary from the rational decision making modela. Explain the determinants of an individuals personality.b. Understand some models of personality and how they influence work behaviour.c. Distinguish between terminal and instrumental values and their links to work behaviour.d. Explain perception and its determinants in individuals.e. Identify the links between perception and decision making.f. Relate how decisions are made in organizationsa. Review Chs. 5 and 6 and the PPTs.b. E-book Assessment 21 Your personality type; Assessment 5 Personal values

TOPIC 4 MOTIVATION

TopicsLearning OutcomesSuggested Learning Activities

a. Motivation refers to a persons intensity, direction and persistence of effort toward attaining a goal. It is a powerful mechanism for altering a persons behaviour and performance.b. Given the heterogenous nature of the workforce, different individuals will be motivated by diverse factors. Thus, there are a variety of motivation theories including Maslows needs hierarchy, Theory X and Theory Y, 2 Factor Theory, Theory of Needs, Cognitive Evaluation Theory, Goal Setting Theory, MBO, Self Efficacy Theory, Equity Theory, and Expectancy Theory.c. The application of motivation theory is linked to the Job Characteristics Model, Alternative Work Arrangements, Employee Involvement, and Rewarding Employeesa. Define the concept and process of motivation.b. Compare and contrast the various models of motivation.c. Explain how these motivational models can be applied in organizations to enhance individual or group work performancea. Review Chs. 7 and 8 and PPTs.b. E-book Assessment 7 Two-Factor profile; Assessment 8 Are you a cosmopolitan?c. Video: Motivating employees and teams.

TOPIC 5 FOUNDATIONS OF GROUP/TEAM BEHAVIOUR ::TopicsLearning OutcomesSuggested Learning Activities

a. Organizations comprise persons who work in groups or teams.b. Groups are characterised by the roles members play, their norms and values, status, size and degree of cohesion which influence their performance and effectiveness.c. Group decision making is an important process in organizations and can lead to positive/negative consequences.d. Teams are different from groups and comprise different types.e. The effectiveness of teams is dependent on the dynamics of context, composition, work design and process.f. Teams to be effective must be developed.

a. Describe the different forms that groups can take in organizations.b. Explain the diverse attributes of groups roles, norms, status, size, cohesiveness.c. Understand the process of group decision making.d. Understand different types of work teams compared to groups.e. Specify how teams can be made effective.

a. Review Chs. 9 and 10 and PPTs.b. E-book Exercise 11 Teamwork and motivation; Exercise 19 Work team dynamics, Exercise 20 Identifying group norms.c. Assessment 9 Group effectiveness.d. Video: Power of teamwork

TOPIC 6 COMMUNICATION TopicsLearning OutcomesSuggested Learning Activities

a. Communication is a process involving sender, receiver and the channel of communication. b. Communication can be directed downwards, upwards or laterally with different organizational implications.c. Communication can exist in many forms: verbal, non-verbal, oral, written, computer-aided, formal or informal.d. Communication must be managed in organization as barriers exist.e. Currently, the significant communication issues include communication between genders, politically correct communication, cross-cultural communication, cultural barriers, and cultural contexts.

a. Understand the nature of the process of communication.b. Appreciate the formal and informal methods of communication.c. Explain how communication can be made effective.d. Appreciate the current issues in organizational communication.

a. Review Ch. 11 and PPTs.b. Video: The 5 great skills of speakingc. Video: Effective communication skills and tips trainingd. Video: Effective communication skills are vital

TOPIC 7 LEADERSHIP Learning OutcomesSuggested Learning Activities

a. There are significant differences between leadership and management.b. Personal leadership forms the basis of organizational leadership.c. The concept of leadership is amplified in different clusters of theories: Trait Theories, Behavioural Theories, Contingency Theories, Inspirational Leadership Theories.d. How can leaders be identified or effective leaders be trained in organizations?

a. Compare and contrast leadership and management.b. Understand personal and organizational leadership.c. Appreciate the variety of models to explain the concept of leadership.d. Can leadership be developed?

a. Review Ch. 12 and PPTs.b. E-book Exercise 26 Interview a leader; Exercise 27 Leadership skills inventory; Exercise 28 Leadership and participation in decision-making. c. E-book Assessment 13 Leadership style; Assessment 15 Empowering others; Assessment 16 Machiavellianism; Assessment 17 Personal power profiled. Video: imagine leadership.

TOPIC 8 POWER AND POLITICS TopicsLearning objectivesSuggested Learning Activities

a. The nature of power in organizations.b. Bases of power of an individual.c. Power strategies and tactics to influence/coerce.d. Costs/benefits of organizational power and politics.

a. Understand the nature of power.b. Explain the bases of power.c. Appreciate the strategies of using power and influence.d. Identify and appreciate the nature of organizational politics and its benefits/costs.

a. Review Ch. 13 and PPTs.b. Video: How to survive office politics and conflictsc. Video: Jeffrey Pfeffer: Stanford University Business School Professor

TOPIC 9 ORGANIZATIONAL CULTURE TopicsLearning objectivesSuggested Learning Activities

a. What is organizational culture?b. Creating and maintaining organizational culture.c. Strong and weak organizational cultures.d. Changing organizational culture.

a. Understand the concept, nature and functions of organizational culture.b. List the methods by which organizational culture can be developed and maintained.c. Compare and contrast strong and weak cultures.d. Can organizational culture be changed?

a. Read Ch. 16 and review PPTs.b. E-book Assessment 11 Which culture fits you?c. Video: Organizational culture

TOPIC 10 FOUNDATIONS OF ORGANIZATIONAL STRUCTURE TopicsLearning ObjectivesSuggested Learning Activities

a. The structure of organizations.b. Different organizational structures.c. Evolving organizational structures.

a. Identify the attributes of the structure of organizations.b. Compare and contrast the various structural forms that organizations adopt and why they do so.c. Understand the rationale for the appearance of new organizational structures.

a. Review Ch. 15 and PPTs.b. E-book Assessment 10 Organization design preference

TOPIC 11 ORGANIZATIONAL CHANGE AND DEVELOPMENT TopicsLearning ObjectivesSuggested Learning Activities

a. Organizational change is an imperative as business environments are not stable. Many forces for change exist and must be considered.b. Lewins model of organizational change .c. The many barriers to change opposing the forces that facilitate change.d. Leading and managing organizational change is a complex and challenging process that must be led by change strategists and change managers and involve the whole organization.

a. Understand the concept of change and the forces that initiate change.b. Summarize Lewins basic model of organizational change.c. Explain the factors that promote and constrain change.d. Appreciate the complexity of the challenge of organizational change and development.

a. Review Ch. 18 and PPTs.b. E-book Exercise 24 Fast food technology.c. Exercise 38 Force field analysis

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