Organizational Behaviour Course Content

1. What is Organizational Behavior? - the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself. 2. The three broad areas of discipline of OB - the behavior of people in organization perception cognition learning personality motivation leadership power communication decision-making - the organizational structure task identification division of labour departmentalization co-ordination control mechanisms policies, processes and procedures size centralization (or decentralization) of decision-making - the behavior of organization downsizing team-based structure re-engineering environmental protection adaptation to changing conditions global competition increasing pace of technological change changing social structure

3. What is the goal of OB? to explain, predict, and control behavior.

4. Research methods in OB - Case study (subjective but provides loads of information) - Experiment (the most scientific method) - Field experiment (experimental method applied to live situation) - Meta-analysis (quantitative review of studies that is widely used today)

5. Data Collection - surveys, interviews, and direct observation of behavior.

6. Why study OB? - Development of soft (interpersonal) skills - Personal growth via insight into others - Enhancement of individual and organizational effectiveness - Sharpening and refining common sense (common sense is often wrong) 7. The elements of OB - management philosophy, values, vision, mission and goals - the above drives the organizational culture determining the type of leadership, communication and group dynamics (what to do and how to do it) - the workers perceive the above as the quality of work life which directs their degree of motivation - the final outcomes are performance, individual satisfaction, personal growth and development 8. A Brief History of OB - Classical approach to management (scientific management and administrative management) - Hawthorne studies (workers respond to attention) - Human relations movement (treat workers well to boost productivity)

The contingency approach (examine individual and situational differences before taking action) Positive organizational behavior (focus on measurable strengths of workers to improve performance)

9. The three levels of study in OB individual Individual differences Learning, perception and attribution Attitudes, values and ethics Creativity Motivation groups (and interpersonal relations) Communication Group dynamics (study of groups, formation, development, strengths/weaknesses of group decision-making) Teams (the different types of teams, different leadership roles and unique challenges of each type) Leadership Power, politics and influence Conflict, stress and well-being organizational system and the global environment Structure and design Culture Change and knowledge management Cultural diversity

10. Individual Differences - productivity - quality - empowerment - leadership style - need for contact - commitment - self-esteem

11. Demographic Diversity - sex/gender - generation/age-based - ethnic/racial/cultural 12. Conflict, Negotiation and Resolution 13. Attitude - The three components: Cognitive - the knowledge or intellectual belief Affective - the emotion connected with that object. Behavioral - how a person acts

14. Job Satisfaction - Benefits, pay, job security rank high. - Fun on the job leads to satisfaction. - High job satisfaction correlates with organizational performance. - High organizational performance can lead to high job satisfaction.

15. Ethics the moral choices a person makes, and what he or she should - the vehicle that converts values into action.

16. Motivation - a psychological drive that directs a person toward an objective arousal to initiate behavior toward a goal direction to properly focus that behavior persistence to ultimately attain the goal Need (or Content) Theories Maslows Need Hierarchy Hezbergs Two-Factor Theory Alderfers ERG Theory McClellands Manifest Needs

Process Theories Learning Theory Goal Setting Theory Equity Theory Expectancy Theory

17. Culture and Change

18. Resistance to Change

19. How managers overcome resistance to change

20. Different approaches to Organizational Change

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