HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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HCM 433 - MANAGEMENT AND ORGANISATIONAL BEHAVIOUR TABLE OF CONTENT 1.0. Introduction - - - - - - - 3 2.0. Course Content - - - - - - 3 3.0. Course Aims - - - - - - - 3 4.0. Objectives - - - - - - - 4 5.0. Course Materials - - - - - - 4 6.0. Study Units - - - - - - - 4 7.0. The Modules - - - - - - - 5 8.0. Assignment - - - - - - - 5 9.0. Assessment - - - - - - - 5 10.0. Summary - - - - - - - 5 2.0. INTRODUCTION Understanding organizational behaviour is a key skill for all staff so they can compete successfully in an ever changing marketplace where the whole organization is able to respond quickly and together. For this to occur managers and supervisors need to understand how and why individuals behave as they do and deliver a truly excellent organization. HCM 433– Management and Organization Behaviour is a semester course work of two credit hours. It is available to all undergraduate students taking business related programme in the school of Management Sciences. The course consists of 15 units which cover the concept and theory of organization behaviour. The course guide tells you what HCM 433 is all about, the materials you will be using and how to make use of them. Other information includes the self assessment and tutor-marked questions. 2.0. COURSE CONTENT 8
The course content consists of management stuff and principles and practices in organization as well as the concepts, scope and contributors to the study of organization behaviour and human relations. 3.0. COURSE AIMS The aim of this course is to expose you to the basic management stuff and the concept and practices of organization behaviour. This aim will be achieved by asking a cursory look at: . The conceptual issues in Management · The principles and practices in organizations · The concept and nature of people and organizations. 4.0. OBJECTIVES After going through this course, you should be able to: . The conceptual stuff of Management · Explain the Perspectives of organization behaviour · Discuss the behaviour influencing forces in an organisation like perception, personality motivation etc. · Explain the principles and practices in organization. 5.0. COURSE MATERIALS · Course Guide · Study Units · Text Books · Assignment Guide 6.0. STUDY UNITS UNIT 1: Management Perspectives UNIT 2: The Stuff of Organisational Behaviour UNIT 3: Principles and Practices in Organisations UNIT 4: Roles and Role Expectation UNIT 5: Management of Changes UNIT 6: Power and Control UNIT 7: The Concept of Status and Occupational Prestige UNIT 8: Perception UNIT 9: Personality Concept 9
Page 1 and 2: NATIONAL OPEN UNIVERSITY OF NIGERIA
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Page 5: UNIT 15: Organisational Structure E
Page 10: UNIT 10: Work Groups UNIT 11: Commu
Page 13 and 14: Course Editor: Programme Leader: Na
Page 15 and 16: · Discuss the behaviour influencin
Page 17 and 18: MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
Page 19 and 20: (iii) The reference to management a
Page 21 and 22: Departmental heads, Supervisors, Fo
Page 23 and 24: in coordinating efforts occur becau
Page 25 and 26: For purpose of this book, administr
Page 27 and 28: UNIT 2 THE STUFF OF ORGANISATIONAL
Page 29 and 30: suggested by the economic security
Page 31 and 32: of organisational behaviour and a n
Page 33 and 34: *We see organizations as societies
Page 35 and 36: Mullins, L. J. (2000). Management a
Page 37 and 38: The common features of a formal Org
Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
Page 43 and 44: 3. Explain clearly the different ty
Page 45 and 46: expectations that supervisor, thoug
Page 47 and 48: Many types of barriers which can oc
Page 49 and 50: who unable to leave. Such workers c
Page 51 and 52: without receiving benefits in retur
Page 53 and 54: It is however important to note (re
Page 55 and 56: processes that are not a response t
Page 57 and 58: UNIT 5: Content MANAGEMENT OF CHANG
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Technological Change: Everyone is k
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Sometimes changes are introduced wi
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iii. Even where change is socially
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3.8 MANAGING RESISTANCE TO CHANGE A
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Mullins, L. J. (2000). Management a
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It is the resource that enables a l
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influences other because they feel
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This basis of power is based on the
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7.0 REFERENCES French, W. L. and Be
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iv. Personal Achievement: here, the
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The relationship between status, oc
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UNIT 8: Content PERCEPTION 1.0. Int
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interpretation of the world around
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3. Past Experience: The selective n
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outstanding performance is attribut
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greatly influenced by their own cha
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elate to the social stimulus value
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Similarly individual are born into
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a) The Id is the unit that contains
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5. Genital stage (13 years and abov
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5.0 CONCLUSION We have in this sect
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At the end of studying this unit, y
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Besides, there are also other class
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a Socialization of New Employees: S
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(rewards greater than cost) of an o
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2. Eye Contact and Location of Memb
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UNIT 11: COMMUNICATION IN ORGANIZAT
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(i) Some individual or group as an
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(v) Communication is also the neces
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task of communication. In other wor
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tone of voice, the choice of langua
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UNIT 12: MOTIVATION 1.0. Introducti
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in the face of difficulties and pro
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3.2 THEORIES OF MOTIVATION There ar
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According to Maslow, needs are hier
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Safety Social Relatedness Esteem Se
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The first group of factors (the dis
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The question is however often asked
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A effects. In this unit our attenti
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Probability that effort will lead t
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satisfy their emotions and desires.
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The implication of attribution theo
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i. more workers are able to do vari
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influences that motivate people so
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Thirdly, it is almost certainly tru
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“Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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