FACULTY OF BUSINESS

1. / Course / Organisational Behaviour
2. / Course Code / PMS 2123
3. / Academic staff / Norhasbi Binti Abdul Samad
Lecturer
Block 1, 1st Floor FOB.
H/P No : 012-3791950
Blog: pms2123norhasbi.wordpress.com
4. / Rationale for the inclusion /
  1. To introduce students with basic concepts of organisational behaviour.
  2. Major course for all degree programme.

5. / Semester and Year / Semester : / 3 / Year : / 2
6. / Total Student Learning Time (SLT) / Face to Face / Independent Learning / Total Guided and Independent Learning
Lecture
( L ) / Tutorial
( T ) / Group Work/ Discussions (G) / Practical / Others
( P/ O )
28 / 14 / 40 / 38 / 120
7. / Classification / Major
8. / Credit Value / 03
9. / Prerequisite / Nil
10. / Course Learning Outcome (CLO) / Upon completion of this course;
  • students will be able to understand the basic concepts and the organization values.
  • most of the theories thought can be applicable and adopted in their actual organizational life.
  • students can justify the situation of Malaysian organization system.

11. / Transferable Skills / Understanding the basic concepts and the organizational values as well as to apply the principles in the current situation.
12. / Teaching-learning and assessment strategy /
  1. Mid-term test
  2. Courseworks
  • Assignment(s)
  • Quizzes(4)
  1. Final Examination
Total / 20 %
20 %
20 %
40 %
100 %
13. / Synopsis / The purpose of this course is to provide students with a knowledge base which will enable them to better understand, work with, and manage other people in organisational settings. This knowledge base will comprise insights into the many facets of human behaviour in organisations, including: personality and individual behaviour, group dynamics, interpersonal behaviour with emphasis on communication, power and politics, leadership and organisational theory, design and change.
14. / Mode of Delivery / Lecture, tutorial and discussion.
15. / Content outline of the course and the SLT per topic / Course Materials / Face to Face / Independent learning / Total Guided and Independent Learning
L / T / G / P/O
  1. INTRODUCTION TO THE FIELD OF ORGANISATIONAL BEHAVIOUR
  • The field of Organisational behaviour
  • Perspectives of organisational effectiveness
  • Contemporary challenges for organizations
  • Anchors of organisational behaviour
/ 2 / 1 / 2 / 2 / 7
  1. INDIVIDUAL BEHAVIOUR, PERSONALITY AND VALUES
  • The MARS model of individual behaviour and performance
  • Types of individual behaviour
  • Personality in organisations
  • Values in the workplace
  • Values across cultures
  • Ethical values and behaviour
/ 2 / 1 / 3 / 2 / 8
  1. PERCEIVING OURSELVES AND OTHERS IN ORGANISATIONS
  • Self-concept: How we perceive ourselves
  • Perceiving the world around us
  • Specific perceptual processes and problems
  • Improving perceptions
  • Global mindset: Developing perceptions across borders
/ 2 / 1 / 3 / 3 / 9
  1. WORKPLACE EMOTIONS, ATTITUDES AND STRESS
  • Emotions in the workplace
  • Emotional labour: Managing emotions at work
  • Emotional intelligence
  • Job satisfaction
  • Organisational commitment
  • Work-related stress and its management
/ 2 / 1 / 3 / 3 / 9
  1. FOUNDATIONS OF EMPLOYEE MOTIVATION
  • Employee engagement
  • Employee drivers and needs
  • Maslow’s needs hierarchy theory
  • Expectancy theory of motivation
  • Organisational behavior modification and social cognitive theory
  • Goal setting and feedback
  • Organisational justice
/ 2 / 1 / 3 / 3 / 9
  1. APPLIED PERFORMANCE PRACTICES
  • The meaning of money in the workplace
  • Financial reward practices
  • Job design practices
  • Empowerment practices
  • Self-leadership practices
/ 2 / 1 / 2 / 2 / 7
  1. DECISION MAKING AND CREATIVITY
  • Rational choice paradigm of decision making
  • Identifying problems and opportunities
  • Emotions and making choices
  • Implementing decisions and evaluating decision outcomes
  • Creativity
  • Employee involvement in decision making
/ 2 / 1 / 3 / 3 / 9
  1. TEAM DYNAMICS
  • Team and informal groups
  • Advantages and disadvantages of teams
  • A model of team effectiveness
  • Organisational and team environment
  • Team design elements
  • Team processes
  • Self-directed teams
  • Multicultural teams
  • Virtual teams
  • Team decision making
/ 2 / 1 / 3 / 3 / 9
  1. COMMUNICATING IN TEAMS AND ORGANISATIONS
  • The importance of communication
  • A model of communication
  • Communication channels
  • Choosing the best communication channel
  • Communication barriers (noise)
  • Cross-cultural differences in communication
  • Gender differences in communication
  • Improving interpersonal communication
  • Improving workplace communication
  • Communicating through the grapevine
/ 2 / 1 / 3 / 3 / 9
  1. POWER AND INFLUENCE IN THE WORKPLACE
  • The meaning of power
  • Sources of power in organizations
  • Contingencies of power
  • Influencing others
  • Power and influence through social networks
  • Influence tactics and organisational politics
/ 2 / 1 / 3 / 2 / 8
  1. CONFLICT AND NEGOTIATION IN THE WORKPLACE
  • Is conflict good or bad?
  • Conflict process model
  • Where conflicts start
  • Sources of conflict in organisations
  • Individual differences in conflict resolution
  • Resolving conflict through negotiation
  • Culture and conflict
  • Gender and conflict
  • Resolving conflict through third-party intervention
  • Organisational approaches to conflict management
/ 2 / 1 / 3 / 3 / 9
  1. LEADERSHIP IN ORGANISATIONAL SETTINGS
  • What is leadership?
  • Competency perspective of leadership
  • Contingency perspective of leadership
  • Transformational perspective of leadership
  • Implicit leadership perspective
  • Ethical leadership
  • Cross-cultural and gender issues in leadership
/ 2 / 1 / 3 / 3 / 9
  1. ORGANISATIONAL CULTURE
  • Elements of organisational culture
  • Content of organisational culture
  • Deciphering organisational culture through artefacts
  • Is organisational culture important?
  • Merging organisational culture
  • Organisational socialization
/ 2 / 1 / 3 / 3 / 9
  1. ORGANISATIONAL CHANGE
  • Lewin’s force field analysis model
  • Understanding resistance to change
  • Unfreezing, changing and refreezing
  • Leadership, coalitions and pilot projects
  • Four approaches to organisational change
  • Cross-cultural and ethical issues in organisational change
/ 2 / 1 / 3 / 3 / 9
TOTAL / 28 / 14 / 40 / 38 / 120
16. / Main references /
  1. McShane et al. (2013), Organisational Behaviour – Emerging Knowledge. Global insights. 4th Ed. McGraw Hill.

Additional references /
  1. Nelson et.al. (2012), ORGB , Asia-Pasific Ed. Cengage Learning
  2. Kreitner & Kinicki, (2010) Organizational Behavior, 9th Edition, McGraw Hill.

Assessment break-down:

Coursework (60%):

Details / Date / Time / Venue / Chapter
Mid-term test (20%)
(Common/Standardised) / 6 July 2013 (Saturday)
Week 4 / 9:00 am –
10:30 am / PCH / 2 – 7
Quiz 1 (5%) / 1
Quiz 2 (5%) / 8
Quiz 3 (5%) / 9
Quiz 4 (5%) / 10
Assignment (20%) / TBD

Final Examination: Chapter 8 – 14 (40% @ 2hours):

  1. Section A: 25 MCQ x 1 mark =25 marks
  2. Section B: 3 out of 4 essay questions x 25 marks = 75 marks

Note:

If at any time we fall behind schedule, replacement classes will be arranged.

RULES AND REGULATIONS:

  • NO handphones during class.
  • DON’T come late to class.
  • Be appropriately dressed.
  • Assignment should be handed in on time or you will be rewarded ZERO mark.
  • Assignment must be written accordance to the given format.
  • Plagiarism is stricly prohibited.
  • No post test etc. Unless supported with a concrete reasons (MC, approval letter).
  • Any attempt to cheat on exercises, assignments, quizzes and exams is not tolerable.
  • Make sure you come to class so that you don’t miss any of the lessons.
  • REMEMBER, if you do not fulfill 80% of the attendance, you WILL BE BARRED from taking the final exam.