COURSE TITLE: BEHAVIOUR

MANAGEMENT

AND

ORGANISATIONAL

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: sgumbe@commerce.uz.ac.zw; 0773 411 639 Course Aim: this is an applied course that focuses on providing students with the knowledge of how managers influence organizational effectiveness in a complex environment. Therefore at the end of the course students should be able to relate theory to practice hence become effective hands on managers. 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 management practices Explain the elements that impact on organisational effectiveness and their implications on management. Course Content The course covers the following areas: Introduction Definition of MOB Elements of MOB- the individual, organisation structure, groups, the environment and the manager

Management Definition Functions Skills, Roles Evolution of Management Theories Classical theories- Bureaucratic, Scientific and Administrative Behavioral theories Modern approaches- Systems, Quantitative and Contingency Managers terrain Organisational culture Business culture and corporate social responsibilities The individual Attitudes Perceptions Learning Personality Organising Function Definition of structure Types of structures Determinants of structures Principles of structures Leading Function Definition of leadership Leadership competencies sources of leaders power Leadership theories Motivation theories Organisational Control Definition of control The control process Types of controls Importance of control Organisational Conflict and its Management Definition of conflict Sources of conflict Types of conflict Conflict management Conflict resolution

DECISION MAKING Definition Pre-conditions for decision making Types of decisions Decision making models Sources of power for leaders MANAGING ORGANISATIONAL CHANGE Definition of organisational change Drivers of change- internal and external Causes of resistance to change Managing resistance to change/managing change process Groups and group dynamics Definition of groups Groups vs. teams Group 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 Texts
Hellriegel, D., Jackson, S.E., Slocum, J.W. (2002) Management: A Competency-Based Approach. South-Western. Mullins, J. (1999) Management and Organisational Behaviour. Pitman Publishing

Further Readings
Champoux, J. E. (2003) Organizational Behaviour, Essential Tenets. Thomson SouthWestern Robbins, S.P., Coultar, M. (1996) Management. Prentice Hall International. Vecchio, R. P. (2006) Organizational Behaviour, Core Concepts. Thomson SouthWestern