Analyse how an organisation’s culture, politics and power influence individual and team behaviour and performance.
Critically analyse how the culture, politics and power of an organization can influence individual and team behaviour and performance.
o Classifications of culture (power, role, task and person).
o The importance of cultural-difference awareness.
o Hofstede’s dimensions of culture theory and application.
o The rise of globalisation and digital technology and how they have influenced and shaped organisational culture in the 21st century.
o Principles of Network theory and Systems theory as frameworks to
o Understand organisations. Organisational psychology.
o Organisational politics and differentiation between personal, decisional
o structural and organisational change.
o Power as a property viewpoint: individual, relationships and embedded in structures.
o Bases and types of power, power controls and power sources.)
Evaluate how content and process theories of motivation and motivational techniques enable effective achievement of goals in an organisational context.
Critically evaluate how to influence the behaviour of others through the effective application of behavioural motivational theories, concepts and models.
Critically evaluate the relationship between culture, politics, power and motivation that enables teams and organisations to succeed providing justified recommendations.
o Extrinsic and intrinsic motivation.
o Motivational theorists and theories: content theories (Maslow, Herzberg and Alderfer) and process theories (Vroom, Adams, Latham and Locke).
o The implications of motivational theory on management and leadership within organisations.
o Definition of emotional intelligence and the importance of soft skills for managers and teams.
o Task vs relationship leadership and psychodynamic approach to behaviour.)
Explain what makes an effective team as opposed to an ineffective team.
Analyse relevant team and group development theories to support the development of dynamic cooperation.
o Including functional, problem-solving, project teams.
o The impact of technology on organisational teams: the role of virtual team development and networking.
o Definitions of the terms group and team, and the differences.
o Tuckman’s Team Development model and the impact of development stages on individual development.
o Belbin’s typology for managing effective teams and considering roles and skills required for effective teams.
o Soft and hard communication, co-operation and competition.
o Benefits and risks of teams. Conflict resolution.)
Apply concepts and philosophies of organisational behaviour within an organisational context and a given business situation.
Explore and evaluate how concepts and philosophies of OB inform and influence behaviour in both a positive and negative way.
Critically analyse and evaluate the relevance of team development theories in context of organisational behaviour concepts and philosophies that influence behaviour in the work place.
o Path-goal theory leadership styles that improve team performance and productivity
o Contemporary barriers to effective behaviour, situational resistance, social capital theory and contingency theory.)
ARCHER, D. and CAMERON, A. (2013) Collaborative Leadership; Building Relationships, Handling Conflict and Sharing Control. 2nd Ed. London: Routledge.
BY, R.T. and BURNES, B. (2013) Organizational Change, Leadership and Ethics: Leading Organisations Towards Sustainability. London: Routledge.
HUCZYNSKI, A. and BUCHANAN, D. (2013) Organisational Behaviour. 8th Ed. Harlow: Pearson.
LEVI, D. (2014) Group Dynamics for Teams. 4th Ed. London: SAGE.
ROLLINSON, D. (2008) Organisational Behaviour and Analysis: An Integrated Approach. 4th Ed. London: Pearson.
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