Beruflich Dokumente
Kultur Dokumente
ORGANISATION
Assessment
15 Spring Term, TB2 Monday 11:00 13:00 Jub G38 Monday 14:00 16:00 Monday 16:00 18:00 Wednesday 9:00 11:00 Dr Joana Vassilopoulou (j.vassilopoulou@sussex.ac.uk), J106 Dr Joana Vassilopoulou (j.vassilopoulou@sussex.ac.uk), J106 Dr Benjamin Everly (b.everly@sussex.ac.uk), J215 Heather Kent (h.kent@sussex.ac.uk), J104a Dawn Howard (d.howard@sussex.ac.uk), J142 GPR: 10 mins (40%) UEX: 2 Hours (60%)
Table of Contents
Introduction ............................................................................................................................ 3 Learning Outcomes ................................................................................................................ 3 Reading and Resources ......................................................................................................... 3 Assessment .............................................................................................................................. 4 Module Delivery: a Users Guide .......................................................................................... 4 LECTURES ............................................................................................................................. 4 SEMINARS ............................................................................................................................. 4 Programme - Seminars ......................................................................................................... 5 Programme - Lectures ........................................................................................................... 6 INTRODUCTION: SETTING THE SCENE .............................................................................. 6 Introduction ...................................................................................................................... 6 THEME 1: INDIVIDUAL LEVEL ............................................................................................ 6 Personality and Intelligence ............................................................................................ 6 Attitudes I: Perception ..................................................................................................... 7 Attitudes II: Work Motivation, Job Satisfaction And Commitment ............................... 7 THEME 2: GROUP LEVEL ..................................................................................................... 8 Group Dynamics And Team Work ................................................................................... 8 Leadership ......................................................................................................................... 9 Power, Politics And Conflict ............................................................................................. 9 THEME 3: ORGANISATIONAL LEVEL................................................................................ 10 Organisational Design and Structure ............................................................................ 10 Organisational Control, Culture and Climate ............................................................... 10 THEME 4: HUMAN RESOURCE MANAGEMENT ............................................................... 11 Introduction to Human Resource Management and Recruitment and Selection ..... 11 Retention: Rewards, Performance Management and Training and Development ... 12 Engagement: Employee Relations and Exam revisions ............................................... 12 SEMINAR INFORMATION ..................................................................................................... 13 SEMINAR 1: INTRODUCTION TO THE COURSE ............................................................... 13 SEMINAR 2: INDIVIDUAL LEVEL....................................................................................... 13 SEMINAR 3: GROUP LEVEL ................................................................................................ 14 SEMINAR 4: PRESENTATION ASSESSMENT .................................................................... 14 SEMINAR 5: ORGANISATIONAL LEVEL ............................................................................ 14 SEMINAR 6: HUMAN RESOURCE MANAGEMENT ........................................................... 14
The book chapters refer to specific edition, however any available edition of the book would be useful. As the new edition is slightly different from the old one, please work around the chapter numbers given for each lecture in the book you are referring.
Introduction
The way in which organisations manage and involve their people to allow for the most effective utilisation of human resources has a direct relevance to organisations. To enlist workers full potential and to produce behaviour and attitudes necessary for organisational performance requires three aspects of managerial control to change; organisational and job design, organisational culture and human resource policies and practices. Therefore, for an organisation to run effectively and fulfil organisational goals, utlise the capabilities of workforce, and produce maximum results, they not only have to change their organisational design, provide appropriate incentives, design an attractive job environment, enlarging job tasks and job autonomy and team structures; management inspiring workers through norms, beliefs and behaviour or management at workplace, but they also need to recruit, develop and reward workers in ways which create a sustainable commitment to organisational goals and to ensure high performance. Focussing on the issues of human behaviour at individual, group and organisational level and effective management of human at work place, this course explores the causes and effects of such human interaction and management in an organisation and organisational performance.
Learning Outcomes
By the end of this module students should be able to: 1. Critically discuss concepts and theories related to the analysis of human interactions at individual, group and organisational level. 2. Apply organisational behavioural concepts and theories to and specific aspects of human resource management concepts to analyse issues at work place. 3. Work in a team, at a group level, to develop capabilities to analyse the dynamics of team roles, leadership and effective team operation.
Assessment
There are two forms of assessment for this course:
1. A 10 minute group presentation, contributing to 40% to the overall marks. It involves an analysis of different topics of organisational behaviour. Week 7 and 8 in TB2 2. A 2 hour unseen examination, contributing to 60% to the overall marks. It involves a mixture of Multiple Choice Questions, Short answers and Long answers. AB2
SEMINARS
Seminars will run for roughly two hours (two sets of 50 minutes sessions) and will take place fortnightly, so there will be six seminars in total including the presentation assessment. Seminars will include different activities, such as analysing case studies, roleplaying games, debates and class discussions. These different activities will help you to deepen and clarify the topics and understand the issues in a real life scenario in a business and management environment. All the students should come prepared for the seminar, do the task asked beforehand and participate in the seminar. Seminar materials will be uploaded in to the Study Direct site one day prior to the class.
Programme - Seminars
Week
1
Date
20 Jan 2014
Lecture Topics
Introduction: Module Introduction Introduction to OB
Lectured By
J. Vassilopoulou
Seminar Topic
Seminar 1: Introduction
2 3 4
Individual Level: Personality and Intelligence Individual Level: Attitudes I - Perception Individual Level: Attitudes: Motivation, Job Satisfaction and Commitment
5 6 7 8 9 10 11 12
17 Feb 2014 24 Feb 2014 03 Mar 2014 10 Mar 2014 17 Mar 2014 24 Mar 2014 31 Mar 2014 07 Apr 2014
Group Level: Groups and Teams Group Level: Leadership Group Level: Power, Politics and Conflict Organisational Level: Organisational Design and Structure Organisational Level: Organisational Control, Culture and Climate Human Resource Management: Introduction and Recruitment Human Resource Management: Retention Human Resource Management: Engagement Exam Revisions
Programme - Lectures
INTRODUCTION: SETTING THE SCENE
WEEK 1: 20 January 2014
Introduction
Setting the scene of the module, this first week will involve an introduction to the course and the curriculum, methods of delivery of lectures and seminars, reading and learning requirements and assessment details and core textbook and associated resources will be explained. The second part of the lecture will focus why psychology is important in relation to studying individuals in organisations; how different psychological concepts of the individual relate to the workplace; what are the important concepts in the study of individuals at work, and what issues are of current concern in understanding individuals in organisations. The session will also explain the various ways in which behaviour is influenced in organisations, and challenges and opportunities for organisational behaviour.
LECTURE READING
Chapter 1 in Arnold et al. (2010). Work psychology (5th ed.) Harlow, UK: Financial Times/Prentice Hall. Chapter 1 in Ashleigh & Mansi (2012). The psychology of people in organisations. Harlow, UK: Financial Times/Prentice Hall. Chapter 1 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 1 and 2 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall
Chapter 6 in Buchanan, D. and Huczynski, A. (2010) Organisational Behaviour: An Introductory Text. Seventh Edition, Financial Times, Prentice Hall. pp Chapter 4 in Mullins, L.J. (2010) Management and Organisational Behaviour. Ninth Edition, Financial Times, Prentice Hall
Research Papers:
De Fruyt, F. and Mervielde, I. (1999) Riasec types and big five traits as predictors of employment status and nature of employment. Personnel Psychology, 52: 701-727.
Fox, S. & Spector, P.E. (2000). Relations of emotional intelligence, practical intelligence, general intelligence, and trait affectivity with interview outcomes: Its not all just G. Journal of Organizational Behavior, 21, 203-220.
Judge, T.A., Higgins, C.A., Thorensen, C.J. and Barrick, M.R. (1992). The big five personality traits, general mental ability, and career success across the life span. Personnel Psychology, 52: 621652. Lauver, K.J. and Kristof-Brown, A. (2001) Distinguishing between Employees Perceptions of PersonJob and PersonOrganization Fit. Journal of Vocational Behaviour 59: 454 470.
Attitudes I: Perception
This lecture will examine the process and principles of perception. The focus is on what is person perception; why dont we all perceive things in the same way; what is stereotyping and how do we overcome it; how do we decide what causes people to behave the way they do; and what is attribution theory and why is it dangerous.
Research Paper: Livingston, R.W., & Pearce, N.A. (2009). The teddy bear effect: Does having a baby face benefit black chief executive officers? Psychological Science, 20, 1229-1236. WEEK 4: 10 February 2014
Research Paper:
Kohn, A. (1993) Why Incentive Plans Cannot Work, Harvard Business Review, Sep-Oct. Lathan, G.P. and Pinder, C.G. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56:485516. Hackman, J.R. and Oldham, G.R. (1976) Motivation through the Design of Work: Test of a Theory. Organizational Behaviour and Human Performance, 16: 250-279. Rousseau, D.M. (1977) Technological Differences in Job Characteristics, Employee Satisfaction, and Motivation: A Synthesis of Job Design Research and Socio-technical Systems Theory. Organizational Behaviour and Human Performance 19: 18-42. ODriscoll, M.P. and Randall, D.M. (1999) Perceived Organisational Support, Satisfaction with Rewards, and Employee Job Involvement and Organisational Commitment. Applied Psychology, 48 (2): 197 -209
Research Paper:
Chapman, K.J., Meuter, M., Toy, D., and Wright, L. (2006) Cant We Pick our Own Groups? The Influence of Group Selection Method on Group Dynamics and Outcomes. Journal of Management Education, 30: 557-569.
Park, W-W. (2000). A comprehensive empirical investigation of the relationships among variables of the groupthink model. Journal of Organizational Behavior, 21, 873-887.
Stevens, M.J. and Campion, M.A. (1994) The Knowledge, Skill and Ability Requirement For Teamwork: Implications for Human Resource Management. Journal of Management, 20 (2): 503530.
Leadership
Managing group of people requires effective leadership skills. This lectures deals with leadership, nature of leadership and leadership theories. While explaining leadership theories it will discuss the main universal theories, perspectives between leadership behavioural style and context, contingency theory and transformation and transactional leadership styles.
Research Paper:
Goleman, D. (2000) Leadership that gets results, Harvard Business Review, March-April 2000 Sosik, J.J. and Godshalk, V.M. (2000) Leadership styles, mentoring functions received and jobrelated stress: A conceptual model and preliminary study. Journal of Organizational Behaviour, 21:365 390.
Yukl, G. (1999) An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10 (2): 285-305. WEEK 7: 3 March 2014
Research Paper:
Sivanathan, N., Pillutla, M.M., and Keith, J. (2008) Power Gained, Power Lost. Organisational Behaviour and Human Decision Processes, 105: 135-146. Tjosvold, D. (1998) Cooperative and Competitive Goal Approach to Conflict: Accomplishment and Challenges. Applied Psychology, 47 (3): 285-313. Haq, I, U. (2011) The Impact of Interpersonal Conflict on Job Outcomes: mediating Role of Perception of Organisational Politics. Procedia - Social and Behavioral Sciences, 25: 287 310.
Research Paper: Lansley, P., Sadler, P., and Webb, T. (1974) Organisation structure, management style and company performance. Omega, 2 (4): 467-485. WEEK 9: 17 March 2014
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Research Paper:
Desmond, J. (2004). An Evaluation of Organisational Control Strategies for Relationship Marketing. Journal of Marketing Management, 20, 209-236. Hartog, D. N., & Verburg, R.M. (2004). High Performance Work Systems, Organisational Culture and Firm Effectiveness. Human Resource Management Journal, 14, 55 78. Schaad, A., & Moffett, J.D. (2002). A framework for organisational Control principles. Proceedings of the 18th Annual Computer Security Applications Conference, 229-238. Wallace, J., Hunt, J., & Richards, C. (1999). The relationship between organisational culture, organisational climate and managerial values. The International Journal of Public Sector Management, 12, 548-564.
Research Paper: Bartram, Dave (2000) Internet recruitment and selection: Kissing frogs to find princes. International Journal of Selection and Assessment, 8 (4): 261 - 274
Bartram, D., Lindley, P.A., Marshall, L., and Foster, J. (1995) The recruitment and selection of young people by small businesses. Journal of Occupational and Organizational Psychology, 68 (4): 339358.
Shen, J., and Edwards, V. (2004): Recruitment and selection in Chinese MNEs, The International Journal of Human Resource Management, 15 (4-5): 814-835
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Research Paper: Aguinis, H. and Kraiger, K. (2009) Benefits of training and development for individuals and teams, organisations and society. Annual Review of Psychology, 60: 451-474 Bretz, R.D., Milkovich, G.T., and Read, W. (1992) The current state of performance appraisal research and practice: Concerns, directions and implications. Journal of Management, 18: 321- 348 Liu, Y. (2010) Reward strategy in Chinese IT industry. International Journal of Business and Management, 5 (2): 119 127 OBrien, L. and Jones, C. (1995) Do rewards really create loyalty? Harvard Business Review May-June: 75 82 Slaski, M. and Cartwright, S. (2003) Emotional intelligence training and its implications for stress, health and performance. Stress and Health, 19: 233 - 239 WEEK 12: 7 April 2014
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Research Paper:
Macey, W.H. and Schneider, B. (2008) The meaning of employee engagement. Industrial and Organisational Psychology, 1: 3 -30 Saks, A.M. (2006),"Antecedents and consequences of employee engagement", Journal of Managerial Psychology, 21 (7): 600 - 619
SEMINAR INFORMATION
Seminars are interactive and a discussion class; and depends upon your contribution for all of us to learn, therefore very important to participate in the activities. Each seminar involves two parts: case study analysis and activity. Case study analysis will deal with analysing problems at each level, advising and reflecting upon each others feedback. There will be different activities for you to participate with your team members and discuss. All the case studies is available in the Study Direct. In the first seminar, a short description will be given about the course and assessment. Each seminar is linked to the themes so it is important that you go through the lectures before the seminar. YOU MUST BRING THE SEMINAR SHEET AND CASE STUDIES FOR PARTICIPATION.
New Quota System (Case study analysis in the Study Direct) Answer following questions: 1. What factors seem to be influencing team performance here? 2. Identify the team norms and goals. Are they compatible with organisational objectives? 3. How does the team function to meet individual needs? 4. If you were Dave, what team concepts would you apply? Why?
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2. Virgin mobile has subsidiaries in India, Australia, Canada, South Africa, the United States and France. Do you think these HR practices would work in these countries? Why or why not? 3. Imagine you are working for Virgin Mobile UK. How do you think these HR policies and practices would affect your behaviour at work?
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