BME 2505 Organisational Behaviour

Course Code BME 2505
Course Title Organisational Behaviour
Number of Credits 5
Academic Year 2

During industrialisation capital gained prominence in the society as a wealth generator, making labour a mere tool in efficiently using capital. This state did not sustain as the appalling conditions in the factories led the workers to be unified as a powerful force and also labour gained a powerful position in the economy with the development of the global education system. Today, it is called the human capital and argued to be the most important resource in the economy which is a decisive factor of workplace productivity. However, unlike other resources human resource is unique as it is a living resource and it behaves and responds. Therefore directing their behaviour towards correct path is critical.

Given the complexity of human, simple predictions/ intuition is inadequate to understand their behaviour. A systematic study is required for that purpose and Organisational Behaviour (OB) is the discipline which facilitates this.  OB is an interdisciplinary subject which has gained knowledge from various behavioural sciences thus it provides a systematic knowledge to understand the complex human behaviour. Within its scope OB tries to understand how individuals would perceive things, different attitudes, values and personalities of employees and how that would impact their work behaviour.  Apart from this, when people are working as groups the issues that may emerge such as leadership, power and politics, group dynamics are further concerns of OB. Ultimately the broader organisational processes as culture, change are areas of concern of OB as well.

Thus knowledge of OB is critical for organisational managers. At the outset productivity is heavily influenced by people’s behaviour. In a much broader sense societal well being is decided by the well being of the individuals thus better management of people would lead not only to better organisations but to contended societies as well.

  • To develop the abilities to comprehend the complexities of interpersonal relations in an organisation.

To develop skills in managing individual, group and organisational processes to lead organisations towards effectiveness.

At the end of the course, the student will be able to;

  • Understand the theoretical background of OB and its origin.
  • Understand the complex nature of human being by analyzing the factors that course diversities among the individuals.
  • Discuss the implications of human interactions, viz, employee-employee and employee-employer, within organisational context and ways of minimising negative impacts of such interactions.
  • Explain the importance of group working and means of managing group behaviour.
  • Analyse the role of a leader, the effectiveness of various leadership approaches in specific settings and managing political behaviours within the organisation.
  • Understand the importance of being sensitive to the environment and how change within organisations could be made successful.

Discuss the impact of organisational culture on individuals.

Main Topics Sub Topics No. of Hours
1.   Introduction to organisational   behaviour


1.1 Definitions of organisational behaviour

1.2  Importance of the study of organisational behavior


2.   The origin and the theoretical frameworks of organisational behaviour


2.1              The origin

2.2       Cognitive framework

2.3              Behavioristic framework

2.4              Social learning framework

2.5       Organisational behaviour and related disciplines

     3. Individual differences


3.1              Perception as a factor affecting individual behaviour

3.2              Personality as a factor affecting individual behaviour

3.3              Attitudes as a factor affecting individual behaviour

3.4              Values as a factor affecting individual behavior

3.5              Diversity in work organisations

3.6              Managing diversity

3.      Managing organisational conflicts


4.1              Definitions of conflicts

4.2              Levels and types of conflicts

4.3              Different views on conflicts

4.4              Effects of conflicts and managing them


4.   Motivation and behaviour modification


5.1              Definitions of motivation and behaviour modification

5.2              Process theories of motivation

5.3              Behaviour modification through learning

5.4              Process of behaviour modification

5.   Interpersonal and organisational



6.1              Definitions of communication

6.2              The communication process

6.3              Barriers to effective communication

6.4              Overcoming barriers


  7.  Management of job stress 7.1              Definitions of job stress

7.2              Importance of stress management

7.3              Causes of stress

7.4              Stress and organisational performance

7.5              Managing stress

8.      Managing organisational careers and individual development


8.1              Definitions of career, career planning, career development and career management

8.2              Career stages and life cycles

8.3              Individual career planning

8.4       Career planning and development aids

9.      Group behavior


9.1                 Definitions of groups

9.2                 Types of groups

9.3              Importance of groups in organisations

9.4                 Stages of group behaviour

9.5              Factors influencing the group effectiveness

10.     Leadership


10.1 Definitions of leadership

10.2              Contingency theories of leadership

10.3              Contemporary theories of  leadership

10.4              Limitations and challenges to leadership theories

11.     Organisational Culture


11.1          Definitions of organisational  culture

11.2Role of organisational culture

11.3 Types of  cultures

11.4 Creating and sustaining culture

11.5 Managing cultural change

12.     Organisational power and politics


12.1              Definitions of power and politics

12.2 Sources of power

12.3              Coping with organisational politics

13.     Managing organisational change and development


13.1          Definitions of change and development

13.2Types of change

13.3          Importance of change and development in organisations

13.4          Resistance to change and overcoming resistance

13.5          Theories on change and development

Mode of Evaluation Final examination will be conducted
  • Robbins, et al. (2008). Organisational Behaviour, Pearson. 14th
  • Luthans, F., (2011). Organisational Behaviour, McGraw-Hill.12th

Wilson  F.M.,(2010). Organisational Behaviour at work: A criticalintroduction., 2ndedition, Oxford.