...ECM62EKM: Organisational Behaviour and HRM |Module size |15 Credits, Level M | |Total student study hours |150 | |Pre-requisites and co-requisites |None | |Excluded Combinations |None | Aims and Summary This module provides a thorough grounding in the theories of organisations, the processes of organisational designing, and the practice of human resource management. The first part of the module concentrates on the concepts of organisational structure and behaviour. The second part reviews the changing nature of the employment relationship and critically evaluates the contribution of HRM to organisational effectiveness and efficiency. Intended Module Learning Outcomes On successful completion of this module, the student will be able to: Demonstrate an understanding of theoretical concepts of organisation structure and behaviour, and the practice of organising. Critically discuss the relationship of HRM to the traditional practice of personnel management and industrial relations. Assess key areas of HR practice, such as strategic planning, resourcing, development...
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...MANAGEMENT 1) 2) 3) 4) 5) 6) 7) 8) 9) Empirical Approach Human Behaviour Approach Social System Approach Decision Theory Approach Mathematical Approach Socio-Technical Systems Approach Systems Approach Contingency Approach Operational Approach REASONS & PROBLEMS 1) Semantic problems in management literature. 2) Contributions from different disciplines. 3) Misunderstanding of principles. EMPIRICAL APPROACH • • • – – – – Study of managerial experiences and cases(mgt) Contributors: Earnest Dale, Mooney & Reiley, urwick. Features Study of Managerial Experiences Managerial experience passed from participationer to students for continuity in knowledge management. Study of Successful & failure cases help practicising managers. Theoretical research combined with practical experiences. • – Uses Learning through experience of others • – – Limitations No Contribution for the development of management as a discipline Situations of past not the same as present. HUMAN BEHAVIOUR APPROACH • – – Organisation as people a) Interpersonal Behaviour Approach - Individual Psychology b) Group Behaviour Approach - Organisation Behaviour • – – – – Features Draws heavily from psychology & sociology. Understand human relations. Emphasis on greater productivity through motivation & good human relations Motivation, leadership, participative management & group dynamics are core of this approach. HUMAN BEHAVIOUR APPROACH Contd.. • Uses – Demonstrates how management...
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...Name: Course code: Course Instructor: Objectives: Batch – 2012-14 Human Resource Management and Organisational Behaviour Individual and Group Behaviour in Orgnisations PGDC 102 Prof. B K Mohanty, Asst. Prof. Amaresh C Nayak This course is designed to help the students to understand why employees behave the way they do and also there by predict how they are going to behave in the future. It is the study of how people think, feel and act in the organisational setting. Prediction and understanding of the behavior of employees as an Individual and in Groups. K. Aswathappa, Organisational Behaviour Stephen P. Robbins, Organizational Behavior. Trimester Credits : 1st :3 Learning Outcome: Text Book: Text Books are only indicative and not subjective and also not a limiting exercise. Being the Post Graduate Students you are required to refer to the online and offline journals. Besides you should also refer to other publications (Journals and Magazines) and books on the subject. Evaluation: Case Studies Current Issues Quiz / Surprise Test Mid Term Class Attendance End Term : : : : : : 15 Points 10 Points 10 Points 10 Points. 05 Points. 50 Points. Case Studies: This would involve the Groups of students taking up a case assigned to them for analysis and Presentation in the class. Besides, students need to produce the Individual analysis in writing of two cases for their evaluation as instructed by the course instructor. Current Issues: This would involve the Groups of students...
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...Examina tion | Total Marks | Duration of Theory Paper | No of Credits | 1 | Perspective Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 2 | Business Communicati on and Management Information Systems | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 3 | Organisation al Behaviour | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 4 | Financial Accounting | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 5 | Operations Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 6 | Marketing Management | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 7 | Managerial Economics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | 8 | Business Statistics | 30 | 2 | 40 IA | 60 IA | 100 | 3 | 2.5 | | | | Total No of Credits | | | 20 | UA: - University Assessment; IA: - Internal Assessment MMS SEMESTER – I (All Specialisations) Perspective Management (15 Sessions of 3 Hours Each) Sem I S. No. | Particulars | Sessions | 1 | * Management : Science, Theory and Practice - The Evolution of Management * Thought and the Patterns of Management Analysis - Management and Society : * Social Responsibility and Ethics - Global and Comparative Management - The * Basis of Global Management – Functions of Management-The Nature and Purpose * of Planning - Objectives - Strategies, Policies and Planning Premises - Decision Making...
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...to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle and top managers), organisational culture, and a variety of external influences including environmental, technological and social. The scope for change management within an organisation to fail is huge; however the scope for effectiveness is as wide if approached holistically...
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...CHAPTER 12 Measuring Training Effectiveness A large number of organisations are setting up their own training facilities. They are also inviting outside faculty to conduct in-company courses for executives at all levels. This trend will continue because new orientation in managerial and technical areas is necessary for effectively responding to the changing environment of business. Training is expensive if it does not serve the purpose for which it is given. The training should be able to improve the capabilities of individuals and, collectively that of the organisation. If the programme of training does not contribute to the building of organisational capabilities, and, reflect, over a period of time, in improved performance, the loss to the organisation is far greater than the money spent on training. The organisation could lose its competitive edge and its market position. Hence training has to serve identified purposes for the organisation based on a systematic analysis of its own capabilities and the demands upon it that the future scenario may make. The organisation has to identify what skills, attitudes, behaviour, knowledge, conceptual and operating capabilities are needed and which of these can be developed through training and which of these require reorientation in policy and management practices. In our experience very few organisations spend enough time to analyse the situation with care before launching on training programmes. We have seen that even some...
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...Learning outcomes and pass attainment level:Examine the effect of individual and group influences on the behaviour of the consumerAnalyse the use of marketing techniques designed to persuade the consumer and modify their behaviourStructure and clarity of expressionAt this level it is important to produce well-organised, structured, accurate and properly presented work. Developing such skills will assist you with your work at levels five and six. The fundamental features of the required tasks are expected as the norm at this level, including due attention to the type and style of each of the chosen assignment tasks and the work should remain clearly organised and focused.Content and understandingAssessment at this level is mainly based on assimilation of knowledge and key theoretical concepts. The use of the correct vocabulary and terminology is expected at this level. Students should aim to demonstrate they have a sound foundation of knowledge of a number of consumer behaviour concepts. Analysis/EvaluationStudents are encouraged to start developing their skills of analysis and evaluation and should be able to demonstrate some ability to appraise and evaluate via the tasks required in the portfolio using theory, frameworks and concepts gained during the term.Reading/Research and ReferencingReading is the basis of any assignment and should be varied but always relevant to the tasks required. Students are expected to refer to the standard essential texts when necessary and to...
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...Nature of Organisational Behaviour The scope for the examination of behaviour in organisations is very wide. There are a multiplicity of interrelated factors which influence the behaviour and performance of people as members of a work organisation. It is important to recognise the role of management as an integrating activity and as the cornerstone of organisational effectiveness. People and organisations need each other. The manager needs to understand the main influences on behaviour in work organisations and the nature of the people–organisation relationship. The learning objectives of this chapter are to: G G G G G G G explain the meaning and nature of organisational behaviour and provide an introduction to a behavioural approach to management; detail main interrelated influences on behaviour in work organisations and explain the nature of behavioural science; explain contrasting perspectives of organisations and different orientations to work; explain the importance of management as an integrating activity; assess the importance and nature of the new psychological contract; recognise the need for an international approach and the importance of culture to the study of organisational behaviour; appreciate the complex nature of the behaviour of people in work organisations. Chapter 2 provides an introduction to the study area, a perspective on the nature of organisational behaviour and the importance of the role of management in work organisations. This chapter highlights...
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...EXPLOITS UNIVERSITY FACULTY OF COMMERCE Human ResourcesManagement Student Name; Mischeck Stanley Mtonga PROGRAM ;BHRM year 3: 2nd SEMESTER MODULE: Organisation Behaviour ASSIGNMENT QUESTION; Organisation Behaviour is a multidisciplinary in nature meaning that it uses principles,models,theories and methods from other disciplines, identify these disciplines and discuss how they cotribute to organisational behaviour… LECTURER: Maneka Moyo DATE OF SUBMISSION: 15th februar 2014 Introduction; An organization is a collection of people who work together to achieve a wide variety of goals, both goals of the organization and goals of the various individuals in the organization. Organizations exist to provide services and goods that people want. These goods and services are the products of the behaviors of workers. Organizational behavior usually known as ‘OB’ is the study of the many factors that have an impact on how individuals and groups respond to and act in organizations and how organizations manage their environments. Organization is somewhat defined as “Organisations comprise two or more people engaged in a systematic and coordinated effort, persistently over a period of time, in pursuit of goals which convert resources into goods and/or services which are needed by consumers” such definition implies the organization exists with the presence of people consists of diverse cultures, character, perception, intelligence and...
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...| M218 | 2791 | p.he1@herts.ac.uk | tba | Neil Brooks | M218 | 2791 | | tba | Jonathan Cahill | M218 | 2791 | | tba | Maria Thomas | M249 | | m.thomas@herts.ac.uk | tba | Sarah Jayne Hill | M218 | 2791 | | | 2. Module aims This initial marketing module, which assumes no prior knowledge of marketing, aims to introduce students to some of the key ideas of marketing and is suitable for both marketing and non-marketing students. It examines the environment within which organisations operate and the role of marketing within the organisation in order for students to be fully able to understand the context within which marketing personnel work, and the different activities which are carried out under the umbrella term of ‘marketing’. Concepts central to an understanding of marketing are considered: 4 P’s (product, price, promotion and place), segmentation, targeting and positioning, services marketing and buyer behaviour. * Develop a basic understanding of the key concepts of marketing; & * Understand business functions and the engagement with micro and macro environments. 3. Format of delivery One hour lecture and one hour tutorial each week. 4. The StudyNet site for this module will be employed to post relevant and important information. Please check it regularly for lecture slides, tutorial and test materials, general news items, etc. 5. (a) Weekly programme:...
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...1. Introduction This paper focusses on proactive behaviour in organisations and how this can be stimulated by implementing certain human resource practices. Scientific research on these subjects has been done and can be of added value in practise. The first chapter elaborates on the concept of proactive behaviour. 2. What is proactive behaviour? A review of the literature shows that several conceptualizations have been used to define proactive behaviour. Yet, based on Crant (2000), I regard proactive behaviour as a set of characteristics of an individual that includes acting in advance of a future situation, rather than just reacting. It means taking control and making things happen instead of adjusting to a situation or waiting for something to happen. Based on the literature I believe that proactive behaviour occurs on an individual level and people showing this kind of behaviour are able to trigger changes in an organisation. The general concept of proactivity that consists of four different constructs of proactive behaviours (proactive personality, persons initiative, role breath self-efficacy and taking charge) seem to support my believe. Crant (2000) describes that each construct considers the way in which an employee approaches and defines his or her work, focusing on efforts to improve things in the workplace. Yet, there is insufficient research to draw any conclusions about the relative usefulness of the four constructs. It is important to note that a differentiation...
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...NEGOTIATING SKILLS CASE STUDY TOPIC: MANAGING INDUSTRIAL UNREST: A CARIBBEAN CONUNDRUM By David A. Matthery Table of Contents Executive Summary 3 Identification and examination of angle being used 4 Case Analysis (Application of negotiating skills concepts) 5 Conclusion 10 Bibliography 12 Executive Summary The organisation structure determines the manner and extent to which roles, power and responsibilities are delegated, controlled and coordinated, and how information flows between levels of management. "Cultural Implications" is the connection that culture has on organisation. Implications are essentially consequences from a particular event at a cultural level.. Culture influences the structures as well as the behaviour of the different stakeholders. The understanding of the cultural context from which an employee or customer originates is imperative to the overall success of any business. This has created an extensive increase in demand for training and understanding, particularly within the area of decision making. Mesopotamia Brewery ltd initially seeks to facilitate training within the context of “Industrialisation by Invitation” i.e. the contractual agreement with the expatriate brewers to facilitate the transfer of knowledge...
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...School/Portfolio: | The Business School | Course Code/ID: | BUMGT5921 | Course Title: | Organizations: Behaviour, Structure, Processes | Teaching Location: | Melbourne Institute of Technology | Program(s): | Master of Business Administration | Coordinator: | Dr Syed Uddin | Level: | Introductory | Semester: | 2/2013 | Prerequisite(s): | Nil | Corequisite(s): | Nil | Exclusion(s): | Nil | Credit Points/Progress Units: | 15 | ASCED Code: | 080307 | Adopted Reference Style APA 1 COURSE ORGANISATION: 1.1 Student Responsibility It is the responsibility of every student to be aware of the requirements for this course, and understand the specific details included in this document. For full details of programs and school procedures, please refer to the University of Ballarat handbook (http://www.ballarat.edu.au/future-students/handbook ) and The Business School Programs Handbooks available at http://www.ballarat.edu.au/business/handbooks Students should be aware of the content of the handbooks, particularly: * * Special Consideration process and forms * Assignment Coversheet * Submission of tasks and assignments * Grading codes * Appeal process * Unsatisfactory progress - Early Intervention * Appeal process * Unsatisfactory progress - Early Intervention * Grading codes 1.2 Staff The most appropriate contact is your teacher. If necessary they will contact the Course Coordinator at...
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... APPROACHES TO ORGANISATION AND MANAGEMENT Organisational behaviour is a discursive subject and much has been written about it. The study of organisations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. The study of organisations, their structure and management is important for the manager. Identification of major trends in management and organisational behaviour, and the work of leading writers, provide a perspective on concepts and ideas discussed in more detail in other chapters. Learning outcomes After completing this chapter you should be able to: ■ identify major trends in the development of organisational behaviour and management thinking; contrast main features of different approaches to organisation and management; evaluate the relevance of these different approaches to the present-day management of organisations; explain the relationships between management theory and practice; assess the value of the study of different approaches to organisation and management; recognise the relationship between the development of theory, behaviour in organisations and management practice; establish a basis for consideration of aspects of organisational behaviour discussed in subsequent chapters. ■ ■ ■ ■ ■ ■ Critical reflection ‘It is often claimed that what leading writers say is an important part of the study of management and organisational behaviour. Others say that...
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...13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research Securing individual behaviour change Managing Change in the NHS 2.5 How can we make change happen? Organisational development (OD) Organisational learning and the Learning Organisation Action research Project management 60 60 63 66 68 Part 3 Reflections on evidence 3.1 3.2 3.3 3.4 Assistance with using available evidence Developing an evidence base Developing...
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