ORGANISATIONAL BEHAVIOUR

STUDY AND CAREER DEVELOPMENT   

Understanding the principles of human behaviour in organisations is part of being a fully effective manager. These principles apply to all areas of an organisation and to the direction of teams; they apply to managers and supervisors in all sectors of industry, commerce and public service.  The effects on people’s behaviour of policies, rules and decisions need to be understood by supervisors, junior, middle and senior management and directors and business owners.  Organisational performance is reduced if insufficient attention is given to the people which comprise its human resource, so the Program covers human behaviour in organisations and the factors that affect people and their work.  It provides a good understanding of organisations and is for anyone pursuing a career and professional development in a managerial role.

This Program covers the effects of policies, instructions, leadership, motivation, technological and social changes, all of which needs to be understood by managers and decision-makers so they can make the right choices and successfully manage people and enterprises. It advances professionalism and career development in all areas of management, making it very valuable for career development and advancement in any one or more of these career areas.

SUMMARY OF MAJOR TOPICS COVERED INCLUDE:

• Definitions of organisational behaviour and the benefits of its study.
• Organisations and the environment; organisational goals, aims, objectives.
• Decisions and decision-making in organisations; systems in organisations.
• People’s perceptions: how and why they interpret events and actions.
• Perceptions, stereotypes and the halo effect.
• Exploring anthropology and sociology.
• Attitudes, values, beliefs, socialization, learning and development.
• Motivation at work and motivational theories; features, requirements, processes, theories.
• Job design, frustration at work, stress, effects on performance.
• Personality, traits, qualities and team roles; role behaviour and activities.
• Selection, testing and assessment in teams.
• Communication: one-way, two-way, vertical, horizontal.
• Channels, barriers and blockages to communication; agendas, assertiveness.
• Influence at work, authority and its misuse.
• Sources of power, types of working relationship; control mechanisms, the delegation of authority.
• Leadership and management; functions, styles, factors, traits and complexities.
• Leadership models and theories.
• Teams and groups: their purposes; creation, development and behaviour of groups; high-performance teams.
• Conflict: sources and symptoms, conflict resolution and conflict management.
• Realpolitik and patronage, favoritism and bullying, trust and confidence.
• Organisational health and well-being.
• Ethics, responsibility and obligations in relationships; employees, customers and stakeholders.
• External and internal pressures, and influences of culture; cultural types and influences.
• Technology: size and scale of production, expertise, alienation, technological developments.
• Organisation structures and design, centralization and decentralization.
• Mechanistic and organic structures, bureaucracy.
• Change management: the drivers and factors of change, the processes and management of change.