BUS301

By the end of the course, students are expected to:

Familiarize with the complexity of the issues surrounding today’s organizations in their internal environment.

Examine the contribution of behavioral science to the management process from a theoretical and functional perspective.

Be able to understand the role business and the market challenges within the organizational functions towards competitive advantage.

Be able to understand how to deal with people in business enterprises and organizational relations.

Students will be assessed and graded based on:

Assignments Midterm exams Course Works and Presentations Final exams Class attendance and Participation (All the information can be found on the

course outline)

Managers: Individuals who achieve goals through other people. They work in organizations, consciously coordinated social units, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or set of goals.

Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Organizing: Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Technical skillsThe ability to apply specialized knowledge or expertise.

Human skillsThe ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual SkillsThe mental ability to analyze and diagnose complex situations.

The “average” manager, based on the study of F. Luthans, spent 32% of his or her time in traditional management activities, 29% communicating, 20% in human resource management activities and 19% networking.

The successful manager however, spent 48% on networking and the effective manager spent 44% on communication.

Organizational behavior (OB)

A field of study that investigates the impact that individuals, groups, and structure have

on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

Human relations movement refers to the researchers of organizational development who study the behavior of people in groups, in particular workplace groups.

It originated in the 1930s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of human resource management.

What are the major challenges and opportunities that managers have in applying OB concepts?

Globalization Managing Workforce Diversity Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work-Life Conflicts Creating a Positive Work Environment

ETHICAL DILEMMA – LYING IN BUSINESS