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Module Title: People & Organisational Behaviour

Module Director: Dr Olga Suhomlinova

Available Routes:

Core Module

Full, Accelerated and Super Accelerated (non MBA) routes

Module Overview:

This module looks at the key issues arising from contemporary research into human resource management (HR) and organisational behaviour (OB). It provides an integrated analysis of management, organisations and people and develops the conceptual, strategic and practical skills necessary for managers.

Module Aims & Objectives:

On completing this module students will:

  • Be able to critically evaluate management & organisational theory and practice
  • Be able to relate management theory to personal experience of a working environment
  • Distinguish between types of organisational structure, culture and job design
  • Appreciate the human resourcing aspects of managing and leading people
  • Be able to critically assess the management processes involved in managing in an increasingly complex environment

Key Text:

Organisational Behaviour: Improving Performance and Commitment in the Workplace (6th Edition) Colquitt, J. Lepine, J. and Wesson, M. - McGraw Hill

Means of Assessment:

This module is assessed by means of an individual assignment (40%) and examination (60%)

Unit One – Individuals & People

This unit aims to introduce you to the whole area of organisation and management. Unlike other MBA disciplines, this cannot be described as a precise area of study with a clear and absolute list of contents. Instead, just like the groups of people you lead, it is a collection of disparate areas that collectively provide us with some insight into how we address this important area of management. At no point will we be talking about ‘right answers’ to people management problems. Instead we will be looking at some of the cumulative knowledge that has been acquired over time, discussing alternative views and assessing potentials for successful application into the future.

For your ease of study, this unit is divided into seven parts, each section first identifying its learning objectives, the part of the textbook to be read, before providing you with additional knowledge and discussion if needed. Throughout the unit it is important for you to reflect what you are reading and learning back upon yourself and your own experiences.

Unit Two – Managing Organisations & People

The second unit introduces you to the area of Human Resource Management; how it came to be recognised as such an important area of organisational study and application; its link to the wider issue of strategy; its relationship with organisational structures and finally to begin our review of the key processes, concepts and practices that make up people management.

After the first section of this unit (which involves a discussion of what is commonly regarded as the historical development from what was originally known as ‘personnel management’ into today’s more commonly accepted ‘human resource management’), we will explore all relevant personnel-related issues, policies, systems and procedures.

Unit Three – Employee performance, development and relations

The aim of the third of unit is to provide you with an overview of the key issues, systems and processes involved in managing human resource performance, employee reward, development and involvement.

Some of the key concepts you will come across whilst studying this unit include:

  • Performance Plans (linking of organisational objectives with an individual employee’s responsibilities to produce a measurable list of the competencies and behaviours expected in performing a role);
  • Performance Appraisal;
  • Employee Benefits (i.e. any tangible or intangible benefit an employee enjoys by being employed by an organisation);
  • Training (employee learning directed towards defined role-based activities and employee competence in their completion - most often skill or knowledge based) and
  • Development (the process to maximise the capabilities of the organisation in line with its evolving strategy through maximising the long-term learning of employees. This learning may be skill, knowledge, philosophical or behavioural based).

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