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GRACE ABBAN AMPIAH

Grace Abban Ampiah holds a Master of Science degree (MSc) in Human Resource
Management from the University of Sheffield in the United Kingdom. In her Masters degree
dissertation, she undertook research on Performance Appraisal: The Perceptions of Public
Sector Employees in Ghana. She is also an Associate Member of the Chartered Institute of
Personnel Development, in the United Kingdom. Her research and teaching interests are
Recruitment and Selection, Performance management/appraisal, Training and Development,
and Organisational Behaviour. She has a Bachelor of Arts degree (Hons) in Social Sciences
with specialisation in Economics and Geography from the University of Cape Coast (2005).
She has worked as an Assistant HR Training Consultant at HR Perspective Limited, Human
Resource Trainee at the Cape Coast Polytechnic and a Volunteer Administrator in the United
Kingdom.

Contact Information

Phone
E-mail gaampiah@yahoo.com
Room #
G I M PA

GREENHILL COLLEGE

GBU 205: MANAGEMENT AND ORGNIZATIONAL BEHAVIOR

2014/2015 ACADEMIC YEAR

SECOND SEMESTER: SEPTEMBER FEBRUARY, 2015

Instructor: Grace Abban - Ampiah

Office Location:

Office Hours:

Office Phone:

E-Mail: gaampiah@yahoo.com

COURSE OVERVIEW

This is an introductory course aimed at providing students with the advanced behavioural
science theories and application management. It also seeks to help students obtain expertise
and skills to understand the role/functions of management and human behaviours as an
integrating activity to organisational effectiveness. Topics will include:

Fundamental Concepts of Management & Organisational Behaviour

Managing Individual Behaviour

Group Behaviour and Interpersonal Influence

Organisational Processes

Organisational design, Change and Innovation


COURSE OBJECTIVES

To introduce students to the fundamental theories and practices of Organizational


Behaviour and Management.

To prepare students to gain understanding of and how to manage Organizations


structure, environment, individuals and group behaviours impacts on organizational
effectiveness.

To enable students to acquire skills needed to improve organisational relationships.

To assist students to recognise various procedures involved in ensuring improved


organizational and employee performance.

LEARNING OUTCOMES

On completing the course students should be able to:

Identify reasons for peoples behaviour at work.

Provide measures managers can use to motivate employees toward greater


productivity

Acknowledge the responsibility managers have for ensuring employee satisfaction.

Appreciate theory and practice of management and organisational behaviour to


become effective future managers.

Provide practicable steps to ensure that individuals, groups and whole organizations
work together more effectively within the increasing pace of corporate change,
downsizing, and restructuring, advanced global competition.

MEASUREMENT OF LEARNING OUTCOMES

Group Assignment and Presentation

Individual Assignment

Mid Semester Exam

End of Semester Exam


MODE OF DELIVERY

Methods that would be used include:

Lectures

Case studies/Role Play

Group Work & Presentation

Individual Presentation

Students will be encouraged to prepare adequately ahead of each lecture to enable


them understand, participate in class discussions and also ask questions on issues
relevant to the course.

REQUIRED TEXT BOOKS

Main Text

[1] Mullins, L. J. Management and Organisational Behaviour, 9th Edition., New Jersey,
USA: Prentice Hall

Online Text
http://www.jcch.com.ar/books/Management%20and%20Organisational%20Behaviour.pdf

COURSE ASSESSMENT & GRADING POLICY

Total Marks - 100%


Group Presentation - 15%
Mid-Semester Exams - 10%
End of Term Exams - 60%
Bonus Mark for Class Attendance - 5%
Individual Assignment - 10%

NB: The bonus mark of five percent will be awarded to students based on attendance.

GRADING SYSTEM

LETTER NUMERICAL % GRADE POINT INTERPRETATION


GRADING

A 75 100 4.00 Distinction

A- 70 74 3.75 Excellent
B+ 65 69 3.50 Very Good

B 60 64 3.00 Good

C+ 55 59 2.50 Average

C 50 54 2.00 Average

C 45 49 1.75 Weak Pass

D 30 44 1.50 Fail

F Below 30 1.00 Fail

X Fail

I Incomplete

Z Disqualified

CLASSIFICATION

CLASS FINAL GRADE POINT AVERAGE


(FGPA)

1st Class 3.65 4.00

2nd Class Upper 3.25 3.64

2nd Class Lower 2.60 3.24

3rd Class Lower 2.60 2.59

3rd Class 1.75 1.99

Pass Below 1.75

SCHEDULE OF SESSIONS AND TOPICS


Week TOPIC
Module 1: FUNDAMENTALS OF MANAGEMENT & ORGANISATIONAL
BEHAVIOUR

1. Fundamental Concepts of
Management & Organisational
1&2 Understanding Organizational Behaviour
Behaviour 2. Approaches to Management &
Organisation Behaviour - Theories

[1] Part 1: Chapter 1


Module 2: UNDERSTANDING AND MANAGING INDIVIDUAL BEHAVIOUR

1. Significance of studying
Individual differences
3 Individual Differences and Work Behaviour 2. Basis for understanding work
behaviour
3. Factors influencing Individual
work behaviour
Personality
Attitudes
Perception
Abilities and Skills
Motivation
[1]Part 2: Chapter 3
Perceptions, Attributions and Emotions 1. Definition of Perception
2. Components of Perception
3. The perceptual process
4. Perceptual Grouping
4 5. Perceptual errors
First Impressions
Perceptual defence
Stereotyping
Halo Effects
Prejudice
6. Attribution Theory
7. Definition of emotions
8. Types of emotions
9. Ways to examine individual
emotions
10. Ways people express their
emotions
11. Definition of Emotional
Intelligence
[1] Part 2: Chapter 4
(1) Concept of Motivation
Content approaches
5 Motivation Process approaches
(2) Motivation and psychological
contract
[1] Part 2: Chapter 5
(1) What is stress?
(2) Stress model
(3) Work stressors
(4) Stress outcomes
5 Stress Management (5) Stress moderators
(6) Stress prevention and management

[1] Part 2: Chapter 9


Module 3: GROUP BEHAVIOUR AND INTERPERSONAL INFLUENCE

(1) Definition and nature of


Groups/teams
6 Group and Teams (2) Types of groups
(3) Importance of Group formation for
effective organizational
performance
(4) Characteristics of effect Groups
(5) Stages in Group Development
(6) Factors that influence group
cohesiveness and performance

[1] Part 3: Chapter 10


(1) Conflict in Organizations
(2) A contemporary perspective on
intergroup conflict
(3) What causes intergroup conflict
(4) The causes of dysfunctional
intergroup conflict
7 Managing Conflict and Negotiation (5) Managing intergroup conflict
through Resolution
(6) Stimulating Constructive
intergroup conflict
(7) Negotiations
(8) Negotiation tactics
(9) Increasing negotiation
effectiveness

[1] Part 3: Chapter 11

(1) The concept of power


(2) Sources of power
(3) Interdepartmental power
(4) Illusion of power
(5) Political strategies and tactics
7 Power and Politics (6) Ethics
(7) power and politics
(8) Using power to manage effectively

[1] Part 3: Chapter 12


(1) The nature of empowerment and
participation
7 Empowerment and Participation (2) How participation works
(3) Programs for participation
(4) Important considerations in
participation

[1] Part 3: Chapter 12


Module 4: ORGANISATIONAL PROCESSES

(1) The importance of communication


(2) The communication process
(3) How to communicate within
organizations
(4) Information richness
(5) How technology affects
8 Communication communication
(6) Interpersonal communication
(7) Multicultural communication
(8) Barriers to effective
communication
(9) Improving Communication in
organizations
(10)Promoting ethical
communications

[1] Part 4: Chapter 13


(1) Types of decisions
(2) A Rational Decision-making
Process
(3) Alternatives to Rational Decision
8 Decision Making making
(4) Behavioural influences on decision
making
(5) Group decision making
(6) Creativity on group decision
making

[1]Part 4: Chapter 14
(1) What is leadership?
(2) Trait approaches
(3) Behavioural approaches
(4) Situational approaches
9 Leadership (5) Other perspective concepts and
issues of Leadership
(6) Multicultural leadership.
(7) Emerging approaches to leadership

[1]Part 4: Chapter 15
Module 5: ORGANISATIONAL DESIGN, CHANGE AND INNOVATION

(1) Designing an organizational


structure
(2) Division of labour,
(3) Delegation of authority,
10 Organizational Structure and Design (4) Departmental biases
(5) Span of control, Dimensions of
structure
(6) Organizational design models
(7) Multinational Structure and
Design, Virtual Organizations

[1] Part 5: Chapter 16


(1) Change at work, Resistance to
change
(2) Alternative change management
approaches
(3) Learning principles in change
management,
11 Managing Change and Innovation (4) Change agents : forms of
interventions
(5) A model for managing
organizational change
(6) Diagnosis of a problem
(7) Selection of appropriate methods
(8) Impediments and limiting
conditions
(9) Implementing change successfully
(10)Understanding Organizational
development

[1]Part 5: Chapter 17
12 Revision Week -