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Embed code for: COURSEPROFILE-ORGANIZATIONALBEHAVIOR-SPRING2017
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Code: SS – 441 Title: ORGANIZATIONAL BEHAVIOUR Credit Hrs. : 3+0
Course contact Hours: 48
Name: ANWER JAMAL ANSARI Email: email@example.com
Office Location: <Off RIGHT PASSAGE >< OldBlock >< First Floor > Room No 15
Office Phone: 051-<5151437-8><Ext-234>
Office meeting Hrs. : <Here free time slots from the timetable should be displayed of that particular teacher.>
Organizational behaviour (OB) is an interdisciplinary field drawing from numerous disciplines including psychology, sociology, anthropology, economics, organization theory, statistics, and many others. Effective management of human resources within organizations requires an understanding of various behaviour and processes. Managers need to know why people behave as they do in relation to their jobs, their work groups and their organizations. This knowledge of individuals' perceptions, motivational attitudes and behaviour will enable managers to not only understand themselves better, but also to adopt appropriate managerial policies and leadership styles to increase their effectiveness.
The focus of instruction will move progressively through the individual, group and organizational levels of behaviour and will examine the interrelationships of behavioural phenomena among these levels. Additionally, concepts such as motivation, communication and leadership and their relevance to organizational behaviour will be examined in detail. The course is also designed to help the students understand if Western Organizational Behavioural theories and practices have any relevance to the local settings. The course will also discuss the Islamic perspective of understanding and directing human behaviour in a specific direction.
Broadly the topics covered include: Introduction to organizational behavior, Structure and control in organization, Individual and work learning, Stress, Individual differences, Motivation and job satisfaction, Group and work, Group and inter-group behavior, Leadership, Patterns of work, Conflict and consent in work, Organizational culture.
Weekly Distribution of course contents:
What is organizational behavior, Planning, Controlling, Organizing, Leading, Management skills, Contributing disciplines in OB, Major workforce Diversity categories.
Demographic Characteristics of work force, biographical characteristics, age, gender, disability, tenure, religion, ability, intellect, multiple intelligences.
ASSIGNMENT # 1
Dimensions of intellectual ability, inductive reasoning, deductive reasoning, memory, physical abilities, ability-job fit, Diversity Management Strategies.
QUIZ # 1
Values, Attitudes, Job satisfaction – importance of values, types of values, terminal values, instrumental values, Hofstede’s Framework for Assessing Cultures.
Behavior vs attitudes, Cognitive Dissonance, moderating variables, predicting behavior from attitudes, major job attitudes, job satisfaction, causes of job satisfaction, employee response to job dissatisfaction, outcomes of job satisfaction.
ASSIGNMENT # 2
Self-perception theory, attitude surveys, attitudes and workforce diversity, job satisfaction and customer satisfaction; values, loyalty and ethical behavior, ethical values and behavior of leaders, individualism, collectivism.
Emotions and moods, action tendencies, Anger, Fear, Sadness, Jealousy, Happiness, Embarrassment, Disgust, emotional terminology, basic emotions, basic moods, functions of emotions, fear, anxiety, sources of emotions.
QUIZ # 2
Other sources of emotions, Three Specific Emotions and their Personality Predispositions, social anxiety, trait social anxiousness, embarrassment, emotional labour, felt vs displayed emotion, emotional intelligence, how can managers influence moods.
Personality, measuring personality, personality determinants, personality traits, Myers-Briggs Type Indicator, The Big Five Model of Personality Dimensions. Personality types, Holland’s Personality Types.
Perception and individual decision making, why perception is important, Person Perception: Attribution Theory, Determinants of Attribution, Attribution Errors, The Link Between Perception and Decision Making, factors that influence decision making, types of decision making, biases and errors in decision making.
Organizational Constraints on Decision Making, Ethical Frameworks for Decision Making, Creativity in Decision Making, Three-Component Model of Creativity, Implications for Managers.
ASSIGNMENT # 3
Foundations of Group Behavior, Defining and classifying groups, why people join groups, The Five-Stage Model of Group Development, The Hawthorne Studies, Group Structure: - Size, composition, cohesiveness, tasks, group decision making, Symptoms Of The Groupthink Phenomenon, Group Decision-Making Techniques.
Basic Motivation Concepts, defining motivation, Hierarchy of Needs Theory, Maslow’s Hierarchy of Needs, Theory X and Theory Y (Douglas McGregor), Two-Factor Theory (Frederick Herzberg), Comparison of Satisfiers and Dissatisfiers, Contrasting Views of Satisfaction and Dissatisfaction.
ERG Theory (Clayton Alderfer), David McClelland’s Theory of Needs, Matching High Achievers and Jobs, Cognitive Evaluation Theory, Goal-Setting Theory (Edwin Locke), Reinforcement Theory, Job Design Theory, The Job Characteristics Model, Computing a Motivating Potential Score, Social Information Processing Model (SIP), Equity Theory, Expectancy Theory, Performance Dimensions, Integrating Contemporary Theories of Motivation.
QUIZ # 3
Understanding Work Teams, Team Versus Group: What’s the Difference, Comparing Work Groups and Work Teams, Types of Teams, A Team-Effectiveness Model, Creating Effective Teams, Key Roles of Teams, Effects of Group Processes, Creating Effective Teams: Diversity, Turning Individuals Into Team Players, Teams and Quality Management.
Basic Approaches to Leadership, What Is Leadership?, Trait Theories, Behavioral Theories of leadership, Ohio State Studies, University of Michigan Studies, Scandinavian Studies, Contingency Theories, Fiedler’s Model: Defining the Situation, Cognitive Resource Theory, Hersey and Blanchard’s Situational Leadership Theory, Leadership Styles and Follower Readiness, Leader–Member Exchange Theory, Path-Goal Theory, Leader-Participation Model.
Mid-Term – 25 Marks
Final Term – 50 Marks
Sessional – 25 Marks
1. Finchan, R., & Rhodes, P. (2003), Principles of Organizational Behaviour, 3rd Edition Oxford University Press.
2. Noe, R., Hollenbeck, J. Gerhart, B., & Wright, P. (2006), Human Resource Management, 5th Ed., McGraw-Hill.
3. Newstrom John W. (2007), Organizational Behaviour, (12th Ed), McGraw- Hill.
4. Luthan Fred, (2005), Organizational Behaviour, McGraw Hill Inc.
5. Robins, Stephen, (2005), Organizational Behaviour, McGraw Hill Inc.
Outcomes Assessment / Indented Learning Outcomes
To make the students understand different aspects of Organizational Behaviour particularly structure and control in organization, organizational culture, organizational change and development, work group behavior, behavior modification, leadership, organizational conflicts management.
Upon completion of this course, students should be able to:
Understand the components of individual behavior and group behaviors in the organizational context.
Understand the relevance of the OB theories and practices, emphasized by Western texts, in local settings.
Understand the Islamic perspective of understanding and directing human behaviour towards achievement of goals.
Understand the causes of job dissatisfaction and stress as well as methods of improving job satisfaction and dealing with stress.
Analyze the impact of individuals and team behaviour on organizational productivity
Evaluate the impact of organizational structure, design, culture and change
Synthesize various theories of motivation and leadership and understand their application to workplace.
NOTE:For each course profile, a history should be maintained within the system will all the information which will be maintained by the teacher during the preparation of course profile. Later on we will be required the reports on base of this history.T PRESENTATIONS