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COURSE TITLE: MANAGEMENT AND ORGANISATIONAL
BEHAVIOUR
Course code: MBA 506
Target Group: PART 1 SEMESTER 1 MBA
Lecturer: Samuel Gumbe
Contact hours: 60 Hours
STUDY TIME: 120 HOURS
Course venue: HLT 300
CONTACT DETAILS:[email protected];0773 411 639
Course Aim: this is an applied course that focuses on providing
students
with the knowledge of how managers influence organizational
effectivenessin a complex environment. Therefore at the end of the
course students
should be able to relate theory to practice hence become
effective hands onmanagers.
Course Objectives: by the end of the course students should be
able to-:
Define management and organizational behaviour Explain the
managerial functions and how they assist in attaining
organisational effectiveness
Discuss the management theories and their relevance to
managementpractices
Explain the elements that impact on organisational effectiveness
andtheir implications on management.
Course Content
The course covers the following areas:
Introduction
Definition of MOBElements of MOB- the individual, organisation
structure, groups, the
environment and the manager
mailto:[email protected]:[email protected]:[email protected]:[email protected]
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Management
DefinitionFunctionsSkills,Roles
Evolution of Management Theories
Classical theories- Bureaucratic, Scientific and
AdministrativeBehavioral theoriesModern approaches- Systems,
Quantitative and Contingency
Managers terrain
Organisational cultureBusiness culture and corporate social
responsibilities
The individual
AttitudesPerceptionsLearningPersonality
Organising Function
Definition of structureTypes of structuresDeterminants of
structuresPrinciples of structures
Leading Function
Definition of leadershipLeadership competencies sources of
leaders powerLeadership theoriesMotivation theories
Organisational Control
Definition of controlThe control processTypes of controls
Importance of control
Organisational Conflict and its ManagementDefinition of
conflictSources of conflictTypes of conflictConflict
managementConflict resolution
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DECISION MAKING
DefinitionPre-conditions for decision makingTypes of
decisionsDecision making modelsSources of power for leaders
MANAGING ORGANISATIONAL CHANGE
Definition of organisational changeDrivers of change- internal
and externalCauses of resistance to changeManaging resistance to
change/managing change process
Groups and group dynamics
Definition of groupsGroups vs. teamsGroup formation stages and
their implications to management
Assessment: three (3) individual written assignments individual
will
constitute 30% of the final mark with 70% coming from the final
exam
Core TextsHellriegel, D., Jackson, S.E., Slocum, J.W. (2002)
Management: A Competency-BasedApproach.South-Western.
Mullins, J. (1999) Management and Organisational Behaviour.
Pitman Publishing
Further ReadingsChampoux, J. E. (2003) Organizational Behaviour,
Essential Tenets. Thomson South-
WesternRobbins, S.P., Coultar, M. (1996) Management. Prentice
Hall International.
Vecchio, R. P. (2006) Organizational Behaviour, Core Concepts.
Thomson South-
Western
