Course Outline
Class:
Course Name:
Semester:
Organizational Behaviour
Course Code:
Class Room No
Teacher’s Name:
Class Time:
Dr. Muhammad Zia-ur-Rehman
Consultation Time:
Monday, Tuesday, Wednesday (9-8)
Email: drziaemail@gmail.com
Tel No: 03005365378
I encourage you to come to see me if you would like to talk or need more information
at any point in the course. Students are encouraged to pop in anytime but it is best to
make an appointment by emailing me about the academic matter to be discussed. This
can establish a greater sense of connection with the course material and the learning
environment.
COURSE OBJECTIVES, OUTCOMES AND FORMAT
This course introduces the student to multidisciplinary approaches to human behavior
in organizational settings. Attention will be paid to both public and private sector
organizations. A variety of issues will be examined from the perspective of the
manager as well as those of the worker, the client and the citizen. Accordingly, the
major objectives are:




To provide an overview of the influential theoretical perspectives and research
findings in the field of organizational Behaviour;
To offer a set of conceptual frameworks, methodological approaches, and
analytical skills which are useful in increasing our understanding of human
behavior in organizations;
To provide opportunities to practice the use of these conceptual frameworks
through their application to organizational problems;
To challenge the student to think analytically and creatively about significant
issues facing ‘stakeholders now and in the future.
Upon completion of this course, the student will be able to:
1. Identify, explain and predict individual behavior within various workplace
situations; recognize and correct workplace situations that are experiencing
inadequate levels of employee performance (i.e. those behaviors that can
prevent the achievement of organizational goals).
2. Recall and apply appropriate evidence-based OB principles that accurately
explain and assist in correcting dysfunctional workplace behavior.
3. Memorize and restate, with a high degree of accuracy, specific OB research
findings as they apply to the contemporary workplace.
4. Describe legal, ethical and socially responsible management practices as they
relate to the Pakistani workplace.
5. Evaluate and develop recommendations based on evidence for the type of
assistance
required
from the HR department to effectively recruit, select and orientate new
6.
7.
8.
9.
employees so as to have a ‘better fit’; thus contributing to a more productive
workforce.
Investigate and prescribe which of the motivational theories would be most
effective in enhancing employee productivity given certain workplace
situations.
Differentiate between the various leadership models; explain the correlation
between a leader’s vision/philosophy/values and how such become formalized
vis-à-vis organizational design, structure and culture.
Describe the possible distortions of individual behavior that can occur as a
result of working in a strong group environment; especially as it relates to the
socialization process.
Understand the internal and external pressures forcing change within
organizations; articulate the metamorphosis towards more globalized
organizations and the increased need for stronger people- oriented
management.
COURSE MATERIALS
1. Huczynski, A. and Buchanan, DA. (2013) Organisational Behaviour, 8th Ed.,
Pearson.
2. Mullins, L, (2005) Management & Organisational Behaviour, 7th Ed.,
Prentice Hall.
Reference Resources
There are a number of relevant textbooks that candidates may refer to in addition to
the basic required readings. While the list below is by no means comprehensive, some
general OB texts are listed below:

Bratton, J., Sawchuk, P., Forshaw, C., Callinan, & Corbett (2010) Work And
Organisational Behaviour, 2nd Ed., Palgrave.

Fineman, S. Organisations as emotional arenas in Finemen, S. (ed) (1993)
Emotion In Organisations, Sage, pp 9-35

Hatch, MJ. & Cunliffe, AL. (2013) Organization Theory, 3rd Ed, Oxford Uni
Press.

Mcshane, SL., Olekalns, M. & Travaglione, T. (2010) Organisational Behaviour
on the Pacific Rim, 3rd ed., McGraw-Hill.

Robbins, SP., Judge, TA., Millett, B. & Boyle, M. (2011) Organisational
Behaviour 6th Ed., Pearson,

Starkey, K., Tempest, S. & Mckinlay, A. (Eds) How Organisations Learn:
Managing The Search For Knowledge. Thompson Learning

Watson, TJ. (2006), Organising & Managing Work, 2nd Ed., Pearson.

Wilson, FM. (2010) Organisational Behaviour And Work, 3rd Ed, Oxford Uni
Press
Students are required to read beyond such textbooks to enhance their learning of
organisational behaviour. Some additional specific readings will be recommended
through the course (eg, tutorial preparation will normally include guided reading).
Students are also encouraged to follow up lecture material through references cited in
class and textbook bibliographies. Topics of particular interest can be explored further
by searching the electronic and printed resources provided by the library. Some
relevant academic journals are listed below. Please note, this list is by no means
comprehensive and is offered as a launching point for additional readings.

Journal of Organizational Behavior

Organization Studies

Work, Employment and Society
METHODS OF EVALUATION
Weekly Class Participation and Contribution:
Class participation is compulsory. The participation mark acknowledges the
importance of the weekly discussion boards in the learning and teaching process and
is worth 20% of your overall grade.
Discussions, exercises or assignments will provide opportunities to clarify issues and
considerations surrounding effective organizational behavior strategies, techniques
and processes. Your participation will contribute greatly to understanding of course
theory and your ability to do well on the midterms and final. Look to the Policy
Regarding Illness (described later in this course outline), and to the remaining
guidelines, which apply to students in the Social Science program (at the end of the
outline) for direction on how to handle a variety of problems that may interfere with
your participation and performance in this course.
EXAMINATION SCHEDULE
Two exams would be conducted - Mid term and end term based on the university
criteria related to exam section. Dates would be announced respectively.
Marks Distribution
Description
Mid term Exam
Quizzes
Assignments
Project / Reports
Presentation.
Final Examination
Marks
10
5
5
including 30
Instructor’s Recommendation
10%
05 %
05 %
30 %
50 %
90
(Would be adjusted as requirement)
Course Outline
Below is a tentative schedule for this course. There may be departures from this list as
some topics take up more (or less) time than is scheduled. There will be evidence-
based written assignments given at various points throughout the semester and
students can find specific instructions for these in the class.
TOPICS TO BE COVERED
WEEKS
Week #1
INTRODUCTION
BEHAVIOUR
OTO
ORGANIZAITONAL
O.B. and Management
Social Science Research Methods
Week #2
Personality and Learning Perception, Attribution, and Diversity
Week #3
Values, Attitudes, and Work Behaviour
Week #4
Theories of Work Motivation In Practice
Social Behaviour and Organizational Processes
Week #5
Groups and Teamwork
Social Influence, Socialization and Culture
Mid Term Exam
Week #6
Week #7
It will cover all the material studied
Leadership
Week #8
Communication
Module #3 –
Social Behaviour and Organizational Processes and The
Total Organization
Week #9
Week #10
Decision Making
Week #11
Power, Politics and Ethics
Week #12
Conflict and Stress Organizational Structure
Week #13
Organizational Change, Development and Innovation
Exam 3 will cover all material from all chapters
Make Up Examinations
Students will write a make-up exam if the regularly scheduled exam is missed for
reasons that adequate documentation will confirm and when received by the instructor
(this documentation must be supplied by the Academic Counselling office). Students
are responsible for contacting their professor IN ADVANCE if they are unable to
write an exam for any reason. Exams must be written on the scheduled dates unless
you have a legitimate excuse recognized by university admission. Valid reasons
include medical or compassionate reasons, and must be substantiated by proper
documentation (e.g., a medical certificate). A student who misses a regularly
scheduled exam for any other reason, or who is unable to justify a claim, will be
assigned a zero for that exam. All necessary supporting documentation must be
submitted in a timely fashion.
Term tests and assignments:
If you are unable to write a term test, inform HOD or the student counselor (PRIOR
to the scheduled date of the test). Be prepared, if requested by the department, to
provide supporting documentation.
Final Examinations
In the case of a final examination in the course, the student must appear in the
examination to pass through the course. If you are unable to appear in final
examination, contact the department prior to the exam.
Attendance
It is expected that students will attend all classes. Students are encouraged to obtain
missed lecture notes from a fellow student (mostly class representatives).
UNIVERSITY POLICY ON CHEATING AND ACADEMIC MISCONDUCT
Cheating on exams will not be tolerated; students are referred to the university policy
on scholastic offenses. Looking at the test of another student, allowing another
student to view your exam, or obtaining information about a test in advance are all
examples of cheating. Students found cheating will receive a zero (0%) on that exam.
A number of safeguards will be employed to discourage cheating.
Students are responsible for understanding the nature of and avoiding the occurrence
of plagiarism and other academic offenses. Note that such offenses include
plagiarism, cheating on an examination, submitting false or fraudulent assignments or
credentials, impersonating a candidate, or submitting for credit in any course without
the knowledge and approval of the instructor to whom it is submitted, any academic
work for which credit has previously been obtained or is being sought in another
course in the University or elsewhere. If you are in doubt about whether what you are
doing is inappropriate, consult your instructor. A claim that "you didn't know it was
wrong" will not be accepted as an excuse.
The penalties for a student guilty of a scholastic offense include refusal of a passing
grade in the assignment, refusal of a passing grade in the course, suspension from the
University, and expulsion from the University.
Short Absences
If you miss a class due to minor illness or other problems, check your course outlines
for information regarding attendance requirements and make sure you are not missing
a test or exam. Cover any readings and arrange to borrow the missed lectures notes
from a classmate.
Extended Absences
If you are absent more than approximately two weeks or if you get too far behind to
catch up, you should consider reducing your workload by dropping one or more
courses. The Student Counselor or the respective department can help you to consider
the alternatives. At your request, they can also keep your instructors informed about
your difficulties.
Academic Concerns
If you are in academic difficulty, it is strongly recommended that you see your student
counselor