Lectures - communication of knowledge and ideas from the lecturer to the student.
Problem Solving Exercises - student will work as part of a team and will work together to resolve various scenarios via case studies.
Class Discussion/Debate - Students will be encouraged to actively participate in the class sessions which will develop their analytical and communication skills.
E-Learning - It is envisaged that the module will be supported with on-line learning materials.
Self-Direct Independent Learning - the emphasis on independent learning will develop a strong and autonomous work and learning practices.
Module Aim:
The aim of this module is to give students an integrated overview of organizational management specifically the manner in which individual, group and organizational variables interconnect. It aims to encourage a deeper level of awareness of the organizational factors and management processes influencing behavior and performance of people at work. Furthermore, the module aims to demonstrate the practical relevance of Organisational Behaviour theories to managers.The purpose of the studyof OB is deemed to be the provision of the understanding of human behaviour in organisations .
Learning Outcomes
On successful completion of this module the learner should be able to:
LO1
Assess the OB model and implications for managers
LO2
Identify and explain key personality and motivational, and group theories
LO3
Assess key leadership theories and their relevance to creating effective teams.
LO4
Evaluate the complexity of the management of change and explain the sources of stress and resistance to change.
Pre-requisite learning
Module Recommendations
This is prior learning (or a practical skill) that is recommended before enrolment in this module.
No recommendations listed
Incompatible Modules
These are modules which have learning outcomes that are too similar to the learning outcomes of this module.
No incompatible modules listed
Co-requisite Modules
No Co-requisite modules listed
Requirements
This is prior learning (or a practical skill) that is mandatory before enrolment in this module is allowed.
No requirements listed
Module Content & Assessment
Indicative Content
Introduction to the Organisational Behavior Model (5%)
What is Organizational Behaviour?
The importance of the study of Organisational Behaviour
Management as an integrating activity
Developing a contingency model of OB: productivity, satisfaction, absenteeism, turnover.
Personality and Values in OB (15%)
How is personality determined?
The Big Five personality traits and links to OB
The MBTI personality framework
Holland’s personality-job fit theory
The importance of emotional intelligence in work performance.
Managerial applications of motivational concepts (20%)
Towards a definition of motivation
Contrast hierarchy of needs theory; Theory x and Theory Y, ERG Theory, McClelland’s needs theory of motivation
Applications of equity and expectancy theory
Goal-setting and MBO
Employee recognition programmes, skill-based plans, flexible benefits
Implications for managers of motivational theories – an integrated approach.
The dynamics of group behaviour and team effectiveness (15%)
Tuckman’s model of group formation
Gersick’s punctuated-equilibrium model
A model of group behavior
How to create effective teams.
Trait,behavioural and contingency models of leadership (20%)
The ‘great man’ theory, limitations of the early trait theories
Ohio, Michigan behavioural studies of leadership
The Blake Mouton leadership grid
Fiedler’s contingency model of leadership
The SLT theory
LMX leadership theory.
Contemporary research in leadership (5%)
Transactional v. transformational leadership
Charismatic leadership
The requirements for leaders in a changing world
Contemporary theories – a return to trait theories?
Work design and motivation (5%)
Technology in the workplace
The Job Characteristics Model
Work design options
Work-life balance.
Organisational Change and Stress Management (10%)
What is stress?
Forces for change: economic recession, technology, multi-culture environment
Individual and organizational sources of resistance to change
Managing resistance to change
Lewin’s process model of change management
Kotter’s eight step plan
DxVxF is > R; Gleicher's formula
A model of stress: potential sources, consequences and individual differences
A model of organizational stress management.
Selection tools and performance evaluation (5%)
Interview, advantages and disadvantages
Assessment Centres
Written tests
Performance evaluation, pitfalls and how to improve evaluations
Career management and interview technique.
Assessment Breakdown
%
Continuous Assessment
50.00%
End of Module Formal Examination
50.00%
Continuous Assessment
Assessment Type
Assessment Description
Outcome addressed
% of total
Assessment Date
Project
Group project
3
30.00
n/a
Short Answer Questions
Continuous assessments
1,2,4
20.00
n/a
No Project
No Practical
End of Module Formal Examination
Assessment Type
Assessment Description
Outcome addressed
% of total
Assessment Date
Formal Exam
End-of-Semester Final Examination
1,2,3,4
50.00
End-of-Semester
SETU Carlow Campus reserves the right to alter the nature and timings of assessment