4/17/2019

Summer 2011

ORGANIZATIONAL BEHAVIOUR

Course Facilitator: Tehzeeb Sakina Amir ()

This course will review the concepts, theories and research in organizational behavior in order to develop a comprehensive framework for understanding and affecting the performance of people in work settings. Learning will be occurring at both the conceptual, theoretical and the applied level. Areas covered by the course include: performance measurements, organizational culture and structure, power and influence, management and leadership, groups and teams, motivation, conflict management, organizational change, and individual psychological factors which affect behavior on the job. The course draws on the organizational experience of students and encourages the practical application of the material covered. High levels of student participation are required through the use of such experiential learning activities as case studies, simulations, discussions, and the use of the class itself as a temporary organization.

Session No. 1

  • Introduction of the class & course
  • Group formation /class norms and markings
  • Introduction to Organizational Behavior
  • Defining OB & its approach
  • Historical background
  • Challenges & opportunities

Session No. 2

  • Organizational Design & Culture
  • Organizational Theory
  • Modern organizational designs
  • Culture – creating & maintaining

Session No. 3

  • Organizational Reward Systems
  • Pay – reward
  • Recognition – reward
  • Benefits

Session No. 4

  • Cognitive processes of organizational Behavior
  • Nature & importance of perception
  • Attribution & selectivity
  • Impression management

Session No. 5

  • Personality & Attitudes
  • Personality – nature & dimensions
  • Job satisfaction
  • Organizational commitment

Session No. 6

  • Motivational Needs & Processes
  • Motivation – approaches & theories
  • Practical application of the concepts

Session No. 7

  • Groups and Teams
  • Nature of groups & teams
  • Teams vs. groups

Session No. 8

  • Change & Stress Management
  • Processes & Effects of stress
  • Coping strategies
  • Change – nature & dynamics

Session No. 9

  • Decision making
  • Process & models and Creativity in decision making
  • Organizational decisions
  • Group & Individual decisions

Session No. 10

  • Power & Politics
  • Power - tactics
  • Legitimate & illegitimatepolitical behavior

Session No. 11

  • Conflict and negotiation
  • Conflict – types
  • Effects of conflict
  • Negotiation skills

Session No. 12

  • Leadership - theories
  • Leadership styles & roles
  • Contemporary issues
  • Leadership skills

The sequence of the course outline is subject to change

Note:

In the unlikely event of an unplanned absence by the instructor, the material to be covered during that class will be shifted to the next one. If a test/quiz is planned for that class, it will be given in the next class. In the case of planned absences, information on schedule change will be provided in advance.

Best of luck!

TEAM PROJECT

Students will be organized into teams for the purpose of preparing and conducting a team building or leadership development activity. The activity will be administered to the others in the class, either as groups or as individuals. There are two purposes for this assignment:

1) To demonstrate how various learning activities can be used to affect individual and/or team performance; and

2) To create a learning laboratory in which students can experience and study group dynamics.

The details of this GROUP PROJECT cumassignment are described below:

Each team will be responsible for producing the following outputs:

1. A development activity for the members of another team(s).

A development activity is some kind of learning event that is intended to help the recipient improve his or her performance or capability. The activity can be directed to another team as a whole (a "team building" activity) or to individuals ( a "management development" exercise). An important ingredient to include as part of the activity is some kind of feedback, either to the team or the individuals, on their performance in the activity to use as a basis for improving their future performance.

Each group will have about 30-45 minutes to complete the activity in class. This should include carrying out the learning event or development activity, generating and providing feedback to the participants, and offering a brief review of the entire exercise itself (that is, review the contents of the planning document). For further details, group discussions will be planned with the instructor.

2. An activity planning document.

The team should prepare a planning document to accompany the activity. This document should be about five pages. This report should contain the following:

  • The rationale for the activity, including a statement of the goal for the activity, the reasoning why the exercise was selectedand designed as such, and what kind of learning the exercise was to produce.
  • A description of the exercise (that is, how the exercise is set up, how it operates, etc.).
  • A description of the kind of feedback information created by the activity and how that feedback will be distributed by the team to the participants.

This activity will be judged in terms of three criteria:

  • How appropriate the event/activity is for the purpose of management development or team building (the goal should be identified in the planning document)!
  • How well the activity is planned and how smoothly it is carried out!
  • How innovative and creative the project is!

IMPORTANT

All team members are expected to contribute and participate equally on the project, and all members of the team will receive the same grade on the basis of activity but individual grading will be done on the basis of their participation & contribution in the activity.