Module Code: MABA05M
Level:
ORGANISATIONAL BEHAVIOUR
7
Credit Value:
15
Pre-Requisites:
None
Module Description
Managers must plan for the future, but they regularly face the unexpected. Managers
have to make decisions and execute them with some degree of certainty, yet they expect
that the unexpected, and sometimes the undesirable, will probably happen. The reality of
management is that work organisations behave in a manner that is complex, changeable,
political and difficult to control. Behaviour in work organisation is ostensibly rational, but
is often guided more by emotions and affect. Effective managers seek to understand
organisational behaviour, and use this understanding to help avoid pitfalls and to deal
with those that still occur. This module will help learners to make sense of work
organisations and help them manage salient aspects of organisational life. The aim of
the module is to balance critical analysis with practical learning. This is a challenge, but
people who have to ‘manage’ team-working, performance, change, diversity and the like,
should also be able to see beyond taken-for-granted notions about these things.
Learning Outcomes
On completion of the module, students will be able to:
1. Critically analyse salient aspect of organisational behaviour
2. Evaluate the impact of salient aspect of organisational behaviour on business
effectiveness
3. Apply relevant concepts, models and theories to the management of organisational
behaviour
Indicative Content
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Power and politics in organisations. Management discourse.
Organisational structure and design.
Technology and organisations. Managing in a virtual world.
Resourcing the organisations. Managing selection and diversity.
Learning organisations.
Perspectives on ‘culture’. Managing organisational culture.
Perspectives on change and development. Managing change and organisational
development.
Perspectives on conflict and consensus. Managing conflict.
Perspectives on teamworking. Managing teams.
Perspectives on ‘performance’. Performance management.
Perspectives on ‘motivation’. Managing motivation.
Gender and management.
Learning & Teaching Strategies
The module will be delivered through lectures and seminars. Use will be made of case
studies, with students examining actual management strategies and techniques for
managing work organisations. Self-managed learning will supplement lectures and
seminars, and students will be provided with guidance in the required reading.
Assessment
A 3,500 word report
Bibliography
Highly Recommended(
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Bratton, J. et al (2010) Work and Organisational Behaviour, 2nd ed., Palgrave:
Basingstoke
Rollinson, D. (2008) Organisational Analysis & Behaviour: An Integrated
Approach, 4th ed, FT Prentice Hall: Harlow
Recommended:
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Brooks, I. (2009) Organisational Behaviour: Individuals, Groups and
Organisation, 4th ed., FT/Prentice Hall Harlow
Buchanan, D. & Huczynski, A. (2006) Organisational Behaviour: An Introductory
Text, 6th ed. FT/Prentice Hall; Harlow
Burnes. B (2009), Managing Change, 5th ed., FT Prentice Hall; Harlow
Carnall, C. (2003), Managing Change in Organisations 4th ed. FT Prentice Hall;
Harlow
Fineman, S., Gabriel, Y. & Sims, D. (2005) Organising and Organisations, Sage
Jackson, N. & Carter, P. (2007) Rethinking Organisational Behaviour (2nd ed) FT
Press
Linstead, S., Fulop, L. & Lilley, S. (2004) Management and Organisation: A
Critical Text, Palgrave: Basingstoke
Martin, J. (2005) Organisational Behaviour & Management 3rd ed., Thomson
McKenna, E. (2006) Business Psychology and Organisational Behaviour 3rd
ed.,Psychology Press
Morgan, G. (2006) Images of Organization, 4th Ed. Sage
Mullins, L. (2007), Management & Organisational Behaviour 8th ed. FT Prentice
Hall; Harlow
Robbins, S. & Judge, T. (2006) Organisational Behaviour Prentice Hall; HArlow
Background Reading
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Darwin, J., Johnson, P. & McAuley, J. (2002) Developing Strategies for Change
FT/Prentice Hall
Dick, P. & Ellis, S (2005) Introduction to Organisational Behaviour, McGraw Hill
Fineman, S. (2003) Understanding Emotion at Work, Sage
In addition:
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Quality newspapers (e.g. Financial Times, Times, Independent, Guardian,
Economist, etc.)
Appropriate academic journals (e.g. Harvard Business Review, Leadership
Quarterly, Organisational Dynamics)