YOU ARE WELCOME

GBUS205 MANAGEMENT AND

ORGANIZATIONAL
BEHAVIOUR
(SECOND SEMESTER 2014/2015)

COURSE OVERVIEW
Aim/Objectives of Course
To provide students with the fundamental
theories and practices of management and
Organizational Behaviour.

Seeks to equip students to understand that

the role and functions of management and
human behaviors are integrating activities
for ensuring organizational effectiveness.

LEARNING OUTCOME
At the end of the semester, Students will be able to:
Identify reasons for peoples behavior at work.
Provide measures to motivate employees to improve their

performance resulting in increased productivity.

Appreciate theory and practice of management and

organizational behavior in order to become effective managers in

future.
Provide practicable steps to ensure individuals, group and whole

organization work together effectively to

achieve goals of the
3

organization.

COURSE STRUCTURE
Fundamental Concept of Management and

Organizational Behaviour.
Understanding and Managing Individual

Behaviours
Group Behaviour and Interpersonal Influence
Organizational Processes
Organizational Design, Change and Innovation

FUNDAMENTAL CONCEPT OF
MANAGEMENT AND ORGANIZATIONAL
BEHAVIOUR
Meaning of Management and Organizational

Behaviour
Significance of Management & Organizational

Behaviour
Approaches to the study of Management and

Organizational Behaviour - Theories

FUNDAMENTAL CONCEPT OF MANAGEMENT

AND ORGANIZATIONAL BEHAVIOUR
Approaches to the study of Management

and Organizational Behaviour

Evolution of management and Organizational

Behaviour
Management School of thoughts

1. Classical Approach
2. Human Relations Approach
3. Contemporary Approach (Modern)

UNDERSTANDING OF INDIVIDUAL
BEHAVIOUR
Individual differences
Individual Behaviours in the organizations.
Importance of studying individual

differences.
Factors that influence Individual Behaviours

in the Organization.
Personality
Emotions
7

UNDERSTANDING OF
INDIVIDUAL BEHAVIOUR
Attitudes
Perceptions
Motivation
Stress
Skills and Abilities

GROUP BEHAVIOUR AND

INTERPERSONAL INFLUENCE
The meaning and importance of Group
Formal and informal Groups
Team Development
Characteristics Of Effective and ineffective

Teams
Managing Conflict And Negotiation
Power And Politics
9

Empowerment And Participation

ORGANIZATIONAL
PROCESSES
Organizational procedures/practices impacts on
behaviours:

Communication meaning, Process, barriers to

communication, ways to ensure effective communication

Leadership Power and Authority, Leadership Styles,

leadership Effectiveness
Decision-making meaning, types of decisions,

behavioral influences on decision-making

10

ORGANIZATIONAL DESIGN,
CHANGE AND INNOVATION
Focuses on the framework of the
Organisation:
Organisational Structure & design
How to design an organizational structure
Organizational Culture

11

ORGANIZATIONAL DESIGN,
CHANGE AND INNOVATION
Managing Change and Innovation
Change Implementation
Innovation finding new ways of doing the
same things

12

REQUIRED TEXT BOOK

Main Text
[1] Ivancevich, J.M., Matteson, M. T. and
Konopaske, R. (2006), Organisational
Behaviour and Management, 7th Edition,
New York: McGraw-Hill

13

OTHER REFERENCES
[1] Mullins, L. J. Management and Organisational

Behaviour, 9th Edition., New Jersey, USA: Prentice

Hall
Online Text
http://www.jcch.com.ar/books/Management%20a
nd%20Organisational%20Behaviour.pdf

14

METHOD OF DELIVERY
Lectures
Group exercises & Presentation
Individual Presentation
Role Play

15

COURSE ASSESSMENT

16

Total Marks

100%

Group presentation

15%

Individual Assignment

10%

Mid Semester Exams

10%

Bonus marks for attendance

5%

End of Semester Exams

60%

OTHER COMMENTS
Class Attendance Attend lectures regularly and on

time. Bonus of 5% Marks for Attendance

Daily recording of Class Attendance
Preparation Before every Read ahead of every

lecture to help you understand the topic and to ask

questions.
Deadlines for Submission of Assignment are not

Negotiable, Except students have tangible reasons.

Mid-Semester Exam Once the date is schedule in

Class there will be no negotiations afterwards.

17

CONTACT INFORMATION
Grace Abban -Ampiah
EMAIL: gaampiah@yahoo.com

18

GBU 205: MANAGEMENT & ORGANISATIONAL

BEHAVIOR

Module 1: Introduction
Understanding Management and
Organisational Behaviour
By Grace Abban Ampiah

19

FUNDAMENTAL CONCEPTS OF
MANAGEMENT AND ORGANIZATIONAL
BEHAVIOUR

20

Learning Outcomes
At the end of this session students will be able to:
Understand the fundamental concepts of

Organisational Behaviour and Management and

its relevance.
Explain the characteristics of the field of

Management and Organisation behaviour.

.

21

Lesson Structure
Meaning of Organizations
Components of Organizations
Significance of Studying Organizational

22

Behaviour
Characteristics of Organizational Behaviour
Multidisciplinary nature of Organizational
Behaviour
What is management?
Importance of studying management
Managerial Activities
Key managerial roles and Skills
Levels of management

Meaning Of
Organizations?

They are social inventions used in

accomplishing common goals or objectives

through group efforts?
(Johns .G. and Saks . A. M. 2005)
An Organization constitute organized group

of people or individuals with a particular

purpose (goal).
23

Components Of
Organizations

All organizations constitute the following

characteristics:
They are made up of Social Inventions.
Social Inventions refers to human beings.

24

Components Of Organizations
Goals: The motive of organizations are

to accomplish a specific objective.

Individuals/Group or Team Efforts:

Organizations rely on the interaction and

co-ordination among people to
accomplish its organizational goals.

25

Examples of Organizations

26

Type of
Organization

Group

Goals

Hospital

Nurse and Doctors

Save lives

School

Teachers

Help students
acquire knowledge.

Church

Christians

Win Souls for Christ

Army

Military men

Protect peoples
lives from danger.

Why study Organizational

Behaviour?
In this era of globalisation, it is important for every
manager or aspiring managers to study
organisational Behaviour for:
Hard (Technical) Skills Development: Gain

Knowledge in the field of organisational Behaviour

to enable you achieve organisational goals.
Soft Skills Development: Helps to develop the skills

for motivating others, communicating and

adapting to people in different cultures.

27

Why study Organizational

Behaviour?
Personal development through insight into

others behaviours: This helps you to

understand others better and to relate to them
better.
Effective management of human resources to

ensure organisational effectiveness.

Change individual and group behaviours in

order to achieve organizational goals.

28

Meaning of Organisational
Behaviour
Below are some definitions of
Organisational Behaviour
The study of behaviours of people in an

organisational setting.
The field of study that focuses on

understanding individual and group behaviour

and the structure of the organisation to ensure
organisational performance and effectiveness.
(Mullins, L. J. 2008)
29

Meaning of Organizational
Behaviour
It is the multi-disciplinary field that seeks

knowledge of behaviour in organisational

settings by systematically studying individual,
group and organisational processes.
(Greenberg, J. 2005)

30

Meaning of Organizational
Behaviour
Every Manager needs the cooperation of

co-workers to help them achieve

organizational goals.

31

E.g.
If you go to the office, and you find
coworkers happy to work.
Managers are ready to listen to their
subordinates.
Co-workers are willing to work hard to
achieve their targets

In groups, discuss employees

behaviours towards their job roles at
the work place.

32

Characteristics Of the Field Of

Organisational Behaviour
It uses scientific research methods to

resolve practical management problems.

It focuses on three levels of analysis:
Individual
Group
Organisation

33

Characteristics Of the Field Of

Organisational Behaviour Contd
Organisational effectiveness: It

seeks to improve on productivity and the

quality of work.
It is multidisciplinary in nature. This

means that Organizational Behaviour

does not stand as a single subject but
focuses on other social sciences such
psychology, sociology, anthropology,
Economics and political sciences.
34

Scientific Research Methods Used in

Organisational Behaviour
Scientific research methods used in
Organisational Behaviour include:
Survey research: E.g. Questionnaires

are designed and administered to people to

measure employees perceptions about
their job roles and performance.
E.g. Performance appraisal reviews, Job

Evaluation

35

Scientific Research Methods Used in

Organisational Behaviour
Observations: is a non-empirical test used

to record events and behaviours observed

in a work setting.
E.g. Managers observe individuals and
group behaviours in the organisation from
time to time.
Interviews: is a face-to-face interactions
between manager and employees (e.g.
Recruitment and selection, Performance
Review Interviews).

36

The Three Levels Of Analysis in

Behaviour
It focuses on three levels of analysis namely:
Individual Behaviour: It studys people

and their personality and learning Styles

,emotions, attitudes and perceptions.
Group Behaviour: e.g. Intergroup and

conflict, Organizational Power and Politics

Organisation: Organisational Structure

37

and Design, organisation change,

Organizational processes, organizational
effectiveness.

Organisational Behaviour is
Multidisciplinary in nature
Organisational Behaviour does not focus on a
single discipline to ensure organisational
effectiveness but rather incorporates other disciplines
as illustrated below:

38

Multidisciplinary Nature Of
Organisational Behaviour

39

DISCIPLINE

RELEVANT ORGANISATIONAL
BEHAVIOUR TOPIC

SOCIOLOGY: focuses on the

study of social behaviours,
relations among group and the
society as well as maintenance
of order

Group dynamics,
Communication problems,
organisational change and
formal organizational structure.

PSYCHOLOGY: the study of

how individual think and
behave.

Perceptions and learning, job

satisfaction, Personality,
Attitudes, Motivation, work
stress

ANTHROPOLOGY: is the study

cultural systems (e.g. the study
of a beliefs, customs, ideas and
values)

Organisational Culture E.g.

Values, beliefs and Norms

Multidisciplinary Nature Of
Organisational Behaviour

40

DISCIPLINE

RELEVANT
ORGANISATIONAL
BEHAVIOUR TOPIC

POLITICAL SCIENCE:
concentrates on competitive
struggle for political power and
influence in the society.

Interpersonal Conflicts and

Organisational Power.

ECONOMICS: It studies how

individuals, firms and nations
make choices on allocating
scarce resources to satisfy their
unlimited wants.

Negotiation, decision making.

GROUP EXERCISE
As an aspiring Manager, why is

management so significant any

organization, specifically in our public and
private institutions.
Divide ourselves into groups of 5 and

deliberate on the above question.

Select a Leader to present your ideas to the

class.
41

Definition of Management
Management: simply means deciding

what should be done, then getting other

people to do it. (Rosemary Stewart).
The process of using organizational

resources to achieve organizational

objectives through planning, organizing,
Directing, and Controlling. (Henri Fayol)

42

Importance Of Management
Management is an essential activity at all
organizational level.
Helps to increase profits or revenue of an

organisation.
Reduced/Elimination

of
Wastage:
management helps to make full use of
resources available in the organisation with
little of no waste.

.
43

Importance Of Management
Enables one to build good relationships:

Management develops good relationships to,

ensure better life and welfare to employees.
Helps to Motivates employees: It motivates

employees to take more interest and initiative

in the work assigned and contributes for raising
productivity and profitability of the company.
E.g. raises their morale through suitable
incentives, feedback e.t.c.

44

Exercise
In your opinion, who is a manager and what

are the roles of a manager in any

organization?

45

WHO IS A MANAGER?
A Manager is a person who is responsible for

ensuring work performance of group members

in organisations.
Managers carry out functions of planning,

organizing, staffing, leading and controlling.

46

Activities associated with

Management
According to Henri Fayol all managers are

required to perform four management

functions:

47

(Planning)- How Do You Plan As a

Manager?
Planning: entails the following steps
What should be done? - It is a process that involves
defining the organizations objectives or goals (SMART
GOALS).
How is should be done?
Establishing an overall strategy for achieving those goals
Developing comprehensive hierarchy of plans to

integrate and coordinate activities. (Prioritizing goals)

48

Steps Involved In Organising &

Staffing Process
Organizing: Involves ensuring that the
necessary
human and Physical resources(Time, materials,
Capital, human resources) are available to carry
out plans and achieve organisational goals.
The steps to follow are:
Assign tasks and responsibilities associated

with individuals (Division of Labour).

Ensure that there are enough human resources
to achieve goals.
49

Commanding How to encourage others to

Perform
Commanding This persuading or convincing
others to work to help achieve organisational
goals. Assign specific duties for people at the
work
place.

50

Controlling
Management Control: is monitoring and
regulating performance to ensure that the goals
outlined are being achieved. This can be
achieved
through appropriate corrective measures:
Feedback on Progress reports.
Communicate with employees to find out

whether they are focusing on the goals

outlined for them.
51

Key Managerial Skills of

Managers
Managers need certain skills in order to perform
the duties and activities to ensure organisational
effectiveness.
These include:
Technical Skills: This refers to acquisition of
knowledge and proficiency in a certain
specialized fields. E.g. Knowledge in principles
associated
with
HR,
Management,
Accountancy.

52

Key Managerial Skills of

Managers
Interpersonal Skills:

It is the ability to work

well with others. Managers deal with individuals
within and outside the organisation. It is very
important for them to communicate. well with
others, motivating others, delegating duties).

Innovative/Creative

Skills: to think about

abstract situations. They must be able to see
the organization as whole with holistic
approach and able to see the big picture of he
organization

53

Levels Of Management & Skills

There are three levels of Management in organisation:

54

Roles Top Management Level

They are responsible for initiating long term strategic
planning of the organization. These include:
Determine Objectives, policies and plans.
Mobilize funds for implementation of policies

and plans in organisations.

55

Roles of Middle Management

Level
Middle-level managers are involve with decision-

making within their area of responsibility and

implementing policies, plans and projects initiated by
the Top level Management.
Provide recommendations to Top Level Management
and executes plans.

56

Roles Lower Management Level

Low-level managers manage the workers and take

responsibility for the day-to-day operations of the business.

They prioritize tasks needed to implement the projects

determined by middle managers, which are linked to long-term

strategic plan.
Inform workers about the decisions pertaining in the

organisation.

57

Skills Needed For The Levels Of

Management

58

Managerial Roles Of Managers

According to Minztberg managers perform
three main functions:
Interpersonal Roles Maintain relationships

within or outside the organisation.

Informational Roles: collecting and
provision of information within and outside the
company.
Decisional Roles Resolve problems and
difficulties in the organisation.
59

Interpersonal Role Of Managers

Managers maintain contact relations with people
both inside and outside the organization. These
include: employees, superiors, suppliers,
customers.
i)Figure head Role: Manager performs a role
as representative head performing a number of
routine duties of a legal or social nature
including: greeting visitors, signing legal
documents.

60

Interpersonal Role
Managers

Of

ii)Leader Role: As a leader, manager gives

direction/guides to his employees and other
subordinates to fulfil the assigned goals and
objectives as well as response for staffing,
training, goals setting, providing guidance,
review the progress of work.
iii)Liaison Role: The manager is required to link
between
team
members
and
Upper
Management for example, acknowledging
mail, attending external Board meetings.

61

Informational Role
Managers manage organisational information by :
Collecting

information: Gathering information

ensuring effective management of the organisation.

for

Receiving

information (Monitor) :Managers try to

receive information from outside though various sources
such
as
reading
magazines,
learning
current
developments, attending educative program.

Disseminating information (Disseminator): Managers

share information received with employees by holding

formal meetings, relaying information through phone calls.
62

Decisional Roles
Managers are decision makers. Decisional roles
include being:
Entrepreneur (Innovator): constantly
creates new ideas to ensure efficiency in the
organisation.
Disturbance handler: handles issues that

disrupt his team and its goals.

63

Decisional Roles
Resource allocator: responsible for

managing and allocating resources to

accomplish his organisational goals.
Negotiator: he needs to be a skilful

negotiator to resolve conflicts within the

organisation

64

CONCLUSION
The field of Management and
Organizational Behavior is essential for
all managers, aspiring managers,
employees', consumers, and anyone
who interact within the organization.
''Johns .G. and Saks A. M.

65

Questions

66

References
[1] Mullins, L. J. Management and

Organisational Behaviour, 9th Edition., New

Jersey, USA: Prentice Hall
[2]Greenberg, .J. (2004) Managing Behaviour
in Organisation, 4th Edition Ed, New Jersey,
USA, Prentice Hall
[3] Ivancevich, J.M., Matteson, M. T. and
Konopaske, R. (2006), Organisational
Behaviour and Management, 7th Edition, New
York: McGraw-Hill

67

THANK YOU
QUESTIONS

68