Module Details

Module Code: MGMT H3321
Module Title: Organisational Behaviour
Title: Organisational Behaviour
Module Level:: 7
Credits:: 10
Module Coordinator: Martin Meagher
Module Author:: Anne O'Connor
Domains:  
Module Description: 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 will be able to:
# Learning Outcome Description
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.
Dependencies
Module Recommendations

This is prior learning (or a practical skill) that is recommended before enrolment in this module.
No recommendations listed
Co-requisite Modules
No Co-requisite modules listed
Additional Requisite Information
No Co Requisites listed
 
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.
Module Content & Assessment
Assessment Breakdown%
Continuous Assessment50.00%
End of Module Formal Examination50.00%

Assessments

Full Time

Continuous Assessment
Assessment Type Project % of Total Mark 30
Timing n/a Learning Outcomes 3
Non-marked No
Assessment Description
Group project
Assessment Type Short Answer Questions % of Total Mark 20
Timing n/a Learning Outcomes 1,2,4
Non-marked No
Assessment Description
Continuous assessments
No Project
No Practical
End of Module Formal Examination
Assessment Type Formal Exam % of Total Mark 50
Timing End-of-Semester Learning Outcomes 1,2,3,4
Non-marked No
Assessment Description
End-of-Semester Final Examination

SETU Carlow Campus reserves the right to alter the nature and timings of assessment

 

Module Workload

Workload: Full Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 3.00 3
Independent Learning Non Contact No Description Every Week 4.00 4
Total Weekly Contact Hours 3.00
Workload: Part Time
Workload Type Workload Category Contact Type Workload Description Frequency Average Weekly Learner Workload Hours
Lecture Contact No Description Every Week 1.50 1.5
Independent Learning Time Non Contact No Description Every Week 4.50 4.5
Total Weekly Contact Hours 1.50
 
Module Resources
Recommended Book Resources
  • Robbins, S., Judge, T.,. (2012), Organizational Behaviour, 15th. Prentice Hall.
  • Jackson N., and Carter, P.. (2007), Rethinking Organisation Behaviour: A Poststrucuralist Framework, Publisher.
Supplementary Book Resources
  • Moorehead, G., Griffin, R.. (2004), Organizational Behaviour, 7th edition. Houghton Mifflin.
  • Morley, M., Moore, S., Heraty, N., et al. (2004), Principles of Organisational Behaviour, An Irish Text, Gill &Macmillian.
  • Mullins, L.. (2010), Management and Organisational Behaviour, Prentice Hall.
  • Handy, C. (1993), Understanding Organisations, Penguin.
  • Warr, P. (2002), Psychology at Work, Penguin.
Recommended Article/Paper Resources
  • The Academy of Management Review.
  • Journal of Organisational Behaviour.
  • Human Relations.
  • Organisation Science.
  • Journal of Management Inquiry.
  • Journal of Vocational Behaviour.
This module does not have any other resources
Discussion Note: