Organizational Behavior

Course Guide Book for B.Com 5th Regular

Organizational Behavior is an introductory course to understand different
behaviors prevailing in the organizations. What type of the team structure
exists in the organizations and what type of the behavior one must have to
cope with different organizational problems

Kashif Ammar
Noon Business School
University of Sargodha
 Fall 2024 Organizational Behavior

UNIVERSITY OF SARGODHA
MFK Noon Business School
Course Guide Book

Organizational Behavior
Instructor: Kashif Ammar Credit Hours: 3
Program: B.Com 5th Regular Class Day/Time : Tuesday-Friday
Office contact timings : 11.00 to 12.00 Pm

1. Introduction
This course deals with human behavior in organizations. Conceptual frameworks, case
discussions, and skill-oriented activities are applied to course topics which include: motivation,
learning and development, group dynamics, leadership, communication, power and influence,
change, diversity, organizational design, and culture. Class sessions and assignments are
intended to help participants acquire skills and analytic concepts to improve organizational
relationships and effectiveness.

2. Aims and Objectives of the Course

 To gain a solid understanding of human behavior in the workplace from an individual,
group, and organizational perspective.
 To obtain frameworks and tools to effectively analyze and approach various
organizational situations.
 To integrate course materials with your own workplace experiences.
 To reflect upon your own beliefs, assumptions, and behaviors with respect to how
individuals, groups, and organizations act in order to expand your options of
approaches and increase your own effectiveness.

3. Teaching Methodology
1. Lecture for disseminating key concepts
2. Discussion on practical issues
3. Assignments and Presentations/Projects

PowerPoint slides will be provided for all topics in the syllabus. However, it should be kept in mind
that students should not be relying on the PowerPoint Slides only. The module covers both the
theoretical and empirical sides of the topic and for mastering the course, studying all the materials
mentioned in this handbook is a necessity.

4. Assessment/Evaluation
The module is assessed by the group assignments and individual class presentation of relevant topics
(20%), and a 3 hours closed-book examination (80%).

Individual Class Presentations/Projects* 20%

MFK Noon Business School
 Fall 2024 Organizational Behavior

Regular Class Presentations/Participation (7%)

Term Paper/Assignment (8%)
Class Quiz/Case Studies (5%)
Mid Term Examination (1 hour) 20%
Final Examination (2 hours) 60%
100%
5. Recommended Core Text:
Human Resource Management by Dcenzo

6. WEEKLY LECTURE PLAN

Week No. Lecture Plan
1 Introduction to the Field of
Perspectives of Organizational
Effectiveness 7
Open-Systems Perspective 7
Global Connections 1.1: Hospitals Take the
Lean Journey to Efficiency 10
Organizational Learning Perspective 10
High-Performance Work Practices Perspective 12
Stakeholder Perspective 13
Types of Individual Behavior 16
Task Performance 17
Organizational Citizenship 17
Counterproductive Work Behaviors 18
Joining and Staying with the Organization 18
Maintaining Work Attendance 18
Contemporary Challenges for Organizations 19
Globalization 20
Increasing Workforce Diversity 20
Emerging Employment Relationships 22
Anchors of Organizational Behavior
Knowledge 23
The Multidisciplinary Anchor 23
The Systematic Research Anchor 24
2 Individual Behavior and Processes
MARS Model of Individual Behavior and Performance 34
Employee Motivation 34
Ability 35
Role Perceptions 36
Situational Factors 37
Personality in Organizations 38
Personality Determinants: Nature versus Nurture 39
Five-Factor Model of Personality 39
Jungian Personality Theory and the Myers-Briggs
Type Indicator 41
Caveats about Personality Testing in Organizations 42
Self-Enhancement 44
Self-Verification 44
Self-Evaluation 44
MFK Noon Business School
 Fall 2024 Organizational Behavior

The Social Self 46

Self-Concept and Organizational Behavior 47
Values in the Workplace 47
Types of Values 48
Values and Individual Behavior 49
Value Congruence 49
Values across Cultures 50
Individualism and Collectivism 50
Power Distance 51
Uncertainty Avoidance 51
Achievement-Nurturing Orientation 52
Ethical Values and Behavior 52
Three Ethical Principles 53
 Moral Intensity, Ethical Sensitivity, and Situational
3 Perception and Learning in Organizations
The Perceptual Process 68
Perceptual Organization and Interpretation 70
Social Identity and Stereotyping 71
Stereotyping in Organizations 72
Global Connections 3.1: “Your Name Says
Everything in France” 74
Attribution Theory 75
Attribution Errors 76
Self-Fulfilling Prophecy 76
Contingencies of Self-Fulfilling Prophecy 77
Other Perceptual Errors 78
Improving Perceptions 79
Awareness of Perceptual Biases 79
Improving Self-Awareness 79
Meaningful Interaction 81
Learning in Organizations 82
Behavior Modification: Learning through
Reinforcement 82
Social Learning Theory: Learning by Observing 85
 Learning through Experience 86
4 Workplace Emotions, Attitudes, and Stress
Emotions in the Workplace 98
Types of Emotions 99
Emotions, Attitudes, and Behavior 100
Managing Emotions at Work 103
Emotional Display Norms across Cultures 103
Emotional Dissonance 104
Emotional Intelligence 105
Global Connections 4.1: GM Holden Revs Up
Emotional Intelligence 107
Improving Emotional Intelligence 107
Job Satisfaction 108
Job Satisfaction and Work Behavior 109
The Ethics of Job Satisfaction 112
Organizational Commitment 112
Consequences of Organizational

MFK Noon Business School

 Fall 2024 Organizational Behavior

Commitment 112
Building Organizational Commitment 113
Work-Related Stress and Its Management 114
General Adaptation Syndrome 114
Consequences of Distress 115
Stressors: The Causes of Stress 116
Individual Differences in Stress 118
 Managing Work-Related Stress 118
5 Foundations of Employee Motivation
Employee Engagement 132
Employee Drives and Needs 134
Individual Differences in Needs 134
Maslow’s Needs Hierarchy Theory 135
Global Connections 5.1: Shining the Spotlight
on Employee Recognition 137
What’s Wrong with Needs Hierarchy
Models? 138
Learned Needs Theory 138
Four-Drive Theory 140
Expectancy Theory of Motivation 143
Expectancy Theory in Practice 144
Goal Setting and Feedback 145
Balanced Scorecard 147
Characteristics of Effective Feedback 148
Sources of Feedback 149
Evaluating Goal Setting and Feedback 151
Organizational Justice 151
Equity Theory 152
Procedural Justice 155

6 Decision Making and Creativity

Rational Choice Paradigm of Decision
Making 198
Problems with the Rational Choice
Paradigm 200
Identifying Problems and Opportunities 200
Problems with Problem Identification 201
Identifying Problems and Opportunities More
Effectively 202
Evaluating and Choosing Alternatives 203
Problems with Goals 203
Problems with Information Processing 204
Problems with Maximization 206
Evaluating Opportunities 206
Emotions and Making Choices 207
Intuition and Making Choices 208
Making Choices More Effectively 209
Implementing Decisions
7 Team Dynamics
Teams and Informal Groups 234
Informal Groups 235

MFK Noon Business School

 Fall 2024 Organizational Behavior

Advantages and Disadvantages of Teams 236

The Challenges of Teams 237
A Model of Team Effectiveness 238
Organizational and Team Environment 239
Team Design Elements 240
Task Characteristics 240
Team Size 242
Team Composition 242
Global Connections 8.1: Royal Dutch Shell Finds
Team Players in Gourami 243
Team Processes 245
Team Development 245
Team Norms 249
Team Cohesion 250
Team Trust 251
Self-Directed Teams 253
Success Factors for Self-Directed Teams 254
Virtual Teams 255
Success Factors for Virtual Teams
8 Power and Influence in the Workplace
The Meaning of Power 300
A Model of Power in Organizations 301
Sources of Power in Organizations 301
Legitimate Power 302
Reward Power 302
Coercive Power 303
Expert Power 303
Referent Power 303
Information and Power 304
Contingencies of Power 305
Substitutability 305
Centrality 306
Discretion 306
Visibility 307
Social Networking and Power 307
Global Connections 10.1: Powered by the Social
Network 308
Consequences of Power 309
Influencing Others 309
Types of Influence Tactics 310
Consequences and Contingencies of Influence
Tactics 314
Influence Tactics and Organizational Politics 315
Conditions Supporting Organizational Politics 316
Personal Characteristics
9 Conflict and Negotiation in the Workplace
Conflict Good or Bad? 328
The Emerging View: Constructive and
Relationship Conflict 329
Connections 11.1: Constructive Confrontation
inside Intel 331

MFK Noon Business School

 Fall 2024 Organizational Behavior

Conflict Process Model 331

Structural Sources of Conflict in
Organizations 332
Incompatible Goals 333
Differentiation 333
Global Connections 11.2: Conflict Overdrive at
VW and Porsche 334
Interdependence 334
Scarce Resources 335
Ambiguous Rules 335
Communication Problems 335
Interpersonal Conflict-Handling Styles 336
Choosing the Best Conflict-Handling Style 337
Cultural and Gender Differences in Conflict-Handling
Styles 339
Structural Approaches to Conflict
Management 340
Emphasizing Superordinate Goals 340
Reducing Differentiation 340
Improving Communication and Understanding 341

----------FINAL TERM EXAMINATION----------

All relevant material, including Practicing material and Power Point Slides of Lectures, is
downloadable from www.financecottage.com

MFK Noon Business School

 Fall 2024 Organizational Behavior

ENERAL CRITERIA FOR EVALUATION

The following is meant to give a general indication of the attributes which are normally expected of written
work for it to be awarded marks in particular degree classes. This is indicative only since an answer can have
a number of attributes, strengths and weaknesses and the overall classification given to individual answers
and to a script is based on the judgment of the examiners about the inter-play of these attributes, strengths and
weaknesses.

(80 %+) Excellent, logical and well-presented answer showing clear

evidence of recent research findings on the topic, evidence of additional
readings, and showing content of original thought and ideas.

(70-79%) Very good, well-presented answer showing clear evidence of

supplementary reading and some original thought and ideas.

(60-69%) Good comprehensive answer. Clear, logical, thorough with evidence of

breadth and depth in reading. Understanding of inter-relationships between
parts of the course and of the subject.

(50-59%) Adequate to good answer. Material limited to basic reading and lectures,
Competent understanding of individual topics with only limited grasp of
links between topics.

(40-49%) Incomplete answer. Material is sparse with inaccuracies and little evidence
of even basic reading. Reliance on lecture material with only limited
indication of understanding.

(<40%) Deficient answer. Inaccuracies, omissions, errors in approach, no

evidence of understanding or work.

Attendance Policy (Zero Tolerance):

As per university policy atleast 75% attendance in the class will be mandatory for every
student to become eligible for final term exam.

MFK Noon Business School