Subject Description Form

Subject Code / MM3141
Subject Title / Organisational Behaviour
Credit Value / 3
Level / 3
Normal Duration / 1-semester
Pre-requisite/ Co-requisite/
Exclusion / Pre-requisite: Management and Organisation (MM2021) or equivalent
Role and Purposes / This course covers all important theories of organizational behavior. Organizational behavior theories at five levels: individual level, dyadic level, group level, organization level, and societal level will be introduced. Most of these theories have been developed from the psychological perspective. In addition to these organizational psychological theories, organizational theories developed from the sociological perspective will also be introduced. The subject will outline an overarching theoretical framework to help students understanding the associations among various theoretical perspectives regarding behaviors in organizations.
Subject Learning Outcomes / Upon completion of the subject, students will be able to:
a.  Understand all major theoretical perspectives in the field of organizational behavior and the associations among these theoretical perspectives (BBA Outcome 7);
b.  Be able to link the OB theories with practices and experiences in organizations (BBA Outcomes 7 & 11);
c.  Grasp the skills and knowledge of how to synthesize and digest new ideas, discoveries, and cutting-edge OB theories from various sources, such as popular management books, professional management magazines, and scientific journals (BBA Outcomes 8 & 7);
d.  Be capable of interpreting and analyzing issues related to organizational behavior critically and creatively (BBA Outcome 8);
e.  Identify and analyze the social responsibility and ethical behavior in organizations and businesses (BBA Outcome 5).
Subject Synopsis/ Indicative Syllabus / Individual Behaviours
Values, ethical behaviour, attitudes, and job satisfaction
Personality and emotional intelligence
Perception and individual decision making
Motivation theories
Group Behaviours
Team and team diversity
Communication
Basic and advanced leadership theories
Power and politics
Conflict and negotiation
Social comparison, jealousy, and prejudice at work
Organizational Behaviours
Work design and technology
Organizational culture
Sociology of organizations
Cross-cultural organizational psychology
Organizational Change and Development
Resistance to organizational change
Approaches to managing organizational change
Organizational development
Teaching/Learning Methodology / Lectures will avoid repeating the contents of the textbook, and will focus more on introducing and discussing the current OB issues and practices.
Tutorials will focus more on developing students’ diagnosing, problem solving, and presentation skills. Therefore, tutorial attendance and participation will account for 10% of the final mark, group projects will account for 15%, and individual papers will account for 25% as shown below.
Assessment Methods in Alignment with Intended Learning Outcomes / Specific assessment methods/tasks / % weighting / Intended subject learning outcomes to be assessed (Please tick as appropriate)
a. / b. / c. / d. / e.
Continuous Assessment / 50%
1. Tutorial attendance and Participation / 10% / ü / ü / ü
2. Group projects / 15% / ü / ü / ü / ü
3. Individual paper / 25% / ü / ü / ü / ü
Examination / 50% / ü / ü / ü / ü
Total / 100 %
*Weighting of assessment methods/tasks in continuous assessment may be different, subject to each subject lecturer.
To pass this subject, students are required to obtain Grade D or above in BOTH the Continuous Assessment and Examination components.
Explanation of the appropriateness of the assessment methods in assessing the intended learning outcomes: the various methods are designed to ensure that all students taking this subject –
§  Read the recommended material including lecture notes, textbooks, and journal articles;
§  Discuss the issues brought up in the lectures/tutorials;
§  Appreciate the different approaches that may be adopted in solving management problems;
§  Participate in presenting the group’s views on an OB case;
§  Express the views on OB issues by working on individual assignments.
Student Study Effort Expected
/ Class contact:
§  Lectures / 28 Hrs.
§  Seminars / 14 Hrs.
Other student study effort:
§  Preparation for Individual Assignment / 42 Hrs.
§  Preparation for Group Project / 42 Hrs.
Total student study effort / 126 Hrs.
Reading List and References / Recommended Textbook
McShane, S. L., & Von Glinow, M. A. (2010, 5th Ed.) Organizational behavior: Emerging knowledge and practice for the real world. McGraw-Hill Irwin.
References
Ambrose, M. L., & Cropanzano, R. (2003). A longitudinal analysis of organizational fairness: An examination of reactions to tenure and promotion decision. Journal of Applied Psychology, 88, 266-275.
Aryee, S., & Chay, Y. W. (2001). Workplace justice, citizenship behavior, and turnover intentions in a union context: Examining the mediating role of perceived union support and union instrumentality, Journal of Applied Psychology, 86, 154-160.
Barger, P. B., & Grandey, A. A. (2006). Service with a smile and encounter satisfaction: Emotional contagion and appraisal mechanisms. Academy of Management Journal, 49(6), 1229-1238.
Barnes, C. M., Hollenbeck, J. R., & Wagner, D. T. (2008). Harmful help: The costs of backing-up behavior in teams. Journal of Applied Psychology, 93, 529-539.
Chen, Z., & Lam, W., & Zhong, J. A. (2007). Leader-member exchange and member performance: A new look at individual-level negative feedback-seeking behavior and team-level empowerment climate. Journal of Applied Psychology, 92, 202-212.
Chen, Z. X., & Aryee, S. (2007). Delegation and employee work outcomes: An examination of the cultural context of mediating processes in China. Academy of Management Journal, 50, 226-238.
Colqitt, J. A., Conlon, D. E., Wesson, M. J., Porter, C. O. L. H., & Ng, K. Y. (2001). Justice at the Millennium: A meta-analytic review of 25 years of organizational justice research. Journal of Applied Psychology, 86, 3, 425-445.
Dutton, J. E., Ashford, S. J., O’Neill, R. M., & Lawrence, K. A. (2001). Moves that matter: Issue selling and organizational change. Academy of Management Journal, 44, 716-736.
Fields, D., Pang, M., & Chiu, C. (2000) “Distributive and procedural justice as predictors of employee outcomes in Hong Kong”, Journal of Organizational Behaviour, 21, 547-562.
Heilman, M. E., & Chen, J. J. (2005). Same behaviour, different consequences: Reactions to men’s and women’s altruistic citizenship behaviour. Journal of Applied Psychology, 90, 3, 431-441.
Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behavior, Journal of Occupational and Organizational Psychology, 73, 287-302.
Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44, 238-251.
Judge, T. A., Scott, B. A., & Ilies, R. (2006). Hostility, job attitudes, and workplace deviance: Test of a multilevel model. Journal of Applied Psychology, 91, 126-138.
Lam, W., Huang, X., & Snape, E. (2007). Feedback-seeking behavior and leader-member exchange: Do supervisor-attributed motives matter? Academy of Management Journal, 50, 348-363.
Pellegrini, E. K., & Scandura, T. A. (2008). Paternalistic leadership: A review and agenda for future research. Journal of Management, 34, 566-593.
Richter, A. W., West, M. A., Van Dick, R., & Dawson, J. F. (2006). Boundary spanners’ identification, intergroup contact, and effective intergroup relations. Academy of Management Journal, 49(6), 1252-1269.
Salamon, S. D., & Robinson, S. L. (2008). Trust that binds: The impact of collective felt trust on organizational performance. Journal of Applied Psychology, 93, 593-601.
Scott, W. R. (2004). Reflections on a half –century of organizational sociology. Annual Review of Sociology, 30, 1-21.
Seibert, S. E., Silver, S. R., & Randolph, W. A. (2004). Taking empowerment to the next level: A multiple-level model of empowerment, performance, and satisfaction. Academy of Management Journal, 47, 332-349.
Tepper, B. J., Henie, C. A., Lambert, L. S., Giacalone, R. A., & Duffy, M. K. (2008). Abusive supervision and subordinates’ organization deviance. Journal of Applied Psychology, 93, 721-732.
Van Kleef, G. A., & Côté, S. (2007). Expressing anger in conflict: When it helps and when it hurts. Journal of Applied Psychology, 92, 1557-1569.
Xie, J. L., Schaubroeck, J., & Lam, S. S. K. (2008). Theories of job stress and the role of traditional values: A longitudinal study in China. Journal of Applied Psychology, 93, 831-848.

(3YC, 2012/2013) MM3141 Organisational Behaviour