Organisational Behaviour KASNEB Notes

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CS PART 1 SECTION 1

COURSE OUTLINE

GENERAL OBJECTIVE

This paper is intended to equip the candidate with the knowledge, skills and attitudes that will enable him/her to apply organisational behaviour concepts in management of an organisation.

LEARNING OUTCOMES

A candidate who passes this paper should be able to:

  • Demonstrate an understanding of organisational behaviour concepts
    • Analyse the behaviour of individuals and groups in organisations
    • Apply organisational behaviour    knowledge and skills to real life management situations
    • Analyse organisational culture and its effects on organisational behaviour
    • Analyse the effect of technology on organisational behaviour.

CONTENT

Nature of organisational behaviour

  • Meaning and concept of organisational behaviour
  • Understanding and managing human behaviour
  • Factors influencing human behaviour
  • Individual dimensions of organisational behaviour
  • Models of organisational behaviour

Nature and context of organisations

  • Meaning and concept of an organisation
  • Characteristics of organisations
  • Classification of organisations: formal and informal
  • Organisational goals
  • Organisational environments

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Foundations of organisational behaviour

  • Abraham Maslow’s – Hierarchy of needs
  • Douglas McGregor -Theory X and Theory Y
  • Fredrick Herzberg’s Two factor theory
  • Expectancy Theory
  • Equity Theory
  • Goal Theory
  • Reinforcement Theory

Organisational development, culture and change

  • Meaning and concept of organisational development
  • Organisational development process
  • Organisational development interventions
  • Organisational culture
  • Organisational change
  • Management of organisational change
  • Resistance to change
  • Overcoming resistance to change

Organisational structure and design

  • Nature and importance of organisational structure
  • Process of organisation
  • Principles of organisation
  • Components of an organisation
  • Design of organisational structure
  • Division of work and span of control
  • Delegation and empowerment
  • Centralisation and decentralisation
  • Organisation charts and manual

Organisational control and power

  • Overview of the control process
  • Forms of control
  • Types of authority
  • Classification of control systems
  • Strategies of control in organisations
  • Characteristics of an effective control system
  • Power and politics

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Work groups and teams

  • Reasons for group formation
  • Distinction between groups and teams
  • Types of groups
  • Group behaviour
  • Group decision making
  • Group values and norms
  • Characteristics of and effective workgroups
  • Group dynamics

Leadership and management

  • Meaning and importance of leadership
  • Leadership versus management
  • Theories of leadership
  • Approaches to leadership
  • Leadership styles
  • Relevant theories of motivation
  • Contemporary issues in leadership

Work design and work stress

  • Needs and expectations at work
  • Factors in work design
  • Job satisfaction
  • Work design options including job enrichment
  • Work schedule options including job sharing
  • Work stress
  • Causes of work related stress
  • Cost of work related stress
  • Impact of work related stress
  • Management of work related stress

Conflict management

  • Nature of conflicts
  • Forms of conflict
  • Causes of conflict
  • Consequences of conflict
  • Conflict management styles.

Emerging issues and trends

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