| Theories and Practices of Organizational Behaviour |
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MGT B346
Theories and Practices of Organizational Behaviour
| Introduction |  |
Welcome to MGT B346 Theories and Practices of Organizational Behaviour. You are beginning a course about organizations and the people who work within them. This course draws on the disciplines of anthropology, sociology, psychology and politics to understand how and why people work. For you this means learning to manage individuals and groups in the workplace in the most effective way.
Students taking MGT B346 are expected to have a basic understanding of general management principles and theories. You will find that MGT B346 Theories and Practices of Organizational Behaviour extends and builds upon your knowledge in MGT B240.You are also expected to be familiar with the case study method which is regularly used in both MGT B240 and MGT B346, and which provides excellent opportunities for applying text materials to organizational reality. It is envisaged that the broad use of case studies in the course materials can help you explore an issue or a number of issues in the context of an organization, and help increase your managerial knowledge, improve your problem-solving skills, develop ability to find alternatives, and enhance understanding and ability to analyse complex, unstructured situations.
This course presents you with a bridge between theory and practice in management and organizational techniques. It aims to assist managers and would-be managers to understand the organizations in which they work, and to equip them with the skills and techniques to maximize their own and their own groups' performance and results.
| What this course helps you do | |
Course aims
MGT B346 Theories and Practices of Organizational Behaviour aims to introduceyou to a broad range of concepts and theories that help explain organizational behaviour at the individual, group, and organizational levels. It provides a bridge between theory and practice in organizational behaviour. It aims to enhanceyour ability to apply the core principles and theories of organizational behaviour in analysing human behaviours and organizations, and to equip you with skills to develop your ability to effectively work with others in organizations. An improved understanding of organizational behaviour will enable you to better predict and influence organizational events.
The course adopts a traditional approach to the study of organizational behaviour. Both international and locally specific aspects are examined. Where possible, Hong Kong and Chinese experiences are highlighted.
Course learning outcomes
After completing this course you should be able to
Review theories and concepts relevant to the management of workplace behaviour at individual, group and organizational levels.
Apply these theories and concepts when analysing, explaining and attempting to modify workplace behaviour.
Analyse contemporary issues and challenges in the field of organizational behaviour and assess their importance in managing human behaviour.
Examine organizational issues and problems systematically.
Critically evaluate the influence of workplace behaviour on performance and effectiveness.
Illustrate the skills needed for improving group effectiveness.
In order to attain the above learning outcomes, you should work through the course according to the instructions of the Course Guide and the assigned tutors. You are required to work through all the contents of the study units, the supplementary readings, complete the self- tests, the revision questions, the activities and the assignments. You will also be provided with study assistance by attending tutorials.
| Course description | |
MGT B346 Organizational Behaviour provides a bridge between theory and practice in management and organizational techniques. It studies organizations from the level of the individual (known as the micro level) to the organizational and societal level (known as the macro level). The course aims to assist managers and would-be managers to understand the organizations in which they work, and to equip them with the skills and techniques to maximize both their own and their work groups' performance and results.
There are five study units in this course:
Unit 1 Theories and practices of organizational behaviour
Unit 2 The individual
Unit 3 Motivating employees: concepts and applications
Unit 4 The group
Unit 5 The organizational system
| Working through this course | |
Course materials
The course materials consist of the following:
five study units
one set textbook
an Assignment File containing two assignments
supplementary readings
Presentation Schedule
Study units
Although we have recommended the amount of time you should spend on each study unit, you may prefer to study material in a slightly different way. There is provision to detour from the pattern of the course, but you must complete the self-tests, activities, assignments and examination successfully. The course is structured so that each unit builds upon previous knowledge.
Each unit includes at least seven different ways to help you study organizational behaviour. These are:
Reading the study unit.
Reading the textbook.
Testing your comprehension and analytical skills by working through the self-test questions which appear throughout the units.
Undertaking the activities that appear throughout the units. These activities will ask you to think, observe, or undertake some activity designed to help you apply your knowledge to your own experience or case studies.
Completing the practice exercises in each unit.
Preparing and writing problem-solving assignments.
Asking you questions about your own experience. Your answers help you link your experience to the course material and to Hong Kong's culture.
You must read each unit carefully.. Each unit tells you which chapter(s) to read from your textbook and introduces you to additional material. You should take note of when to complete your assignments. If you do not read the study unit carefully, you may miss important information. Your study notes are designed to guide you through major concepts. It is also helpful to read as widely as possible. Try to read the textbook, articles in newspapers and journals, other books on the topic, and related cases. The more you read, the better your appreciation and understanding of the subject will be.
You may note that we adopt a broad use of case studies in each unit. Apart from those in the self-texts and activities, at the end of each unit there is one practice case study exercise which covers all areas you have studied in that unit. It is important to complete all the practice exercises. This will expose you to the types of questions you will be required to answer in assignments and in your final exam and also introduce you to some problems encountered in business and organizations. The questions reflect the demands of the learning outcomes; they are designed to help you understand and apply those principles covered in the unit. Although we provide answer key to the practice exercises as with the self-tests, you should try to do them on your own and think about them for a few days before you refer to the answer key.
Set textbook
There is a compulsory textbook for MGT B346 Theories and Practices of Organizational Behaviour:
Robbins, S P and Judge, T A (2015) Organizational Behaviour, 16th edn, New Jersey, Pearson
E-Library E-Reserve readings
You may be instructed to read articles in the E-Library E-Reserve. To read these items, go to the OUHK E-Library and click on 'E-Reserve'. Log in, click 'Accept/Agree' on the Copyright Restrictions page, fill in the 'Course Code' box, and click 'Search'.
Course assessment
The study units, self-tests, activities, practice exercises and four face-to-face tutorials will help you master the topics over a period of around 20 weeks.
The formal assessment for this course consists of two assignments and the final examination.
Assignments
Assignment questions for the units of this course are contained in the section of the course materials entitled Assignment File. It gives you details about your assignments -- how many marks each question is worth, approximately how much you should write, and when you should submit the assignment (the 'cut-off date'). It is important that you read the University's rules and regulations about assignments in the assignment section of your Student Handbook. Note that your assignments should reach your tutor on or before the cut-off date. No extension can be given for the last assignment.
Students are required to complete both of these assignments, the first counting for 15% of the final grade and the second one counting for another 25%.
How to submit assignments
You must use word processing software (such as Microsoft Word) to prepare the assignments, and submit the assignments via the Online Learning Environment (OLE). All assignments must be uploaded to the OLE by the due date.
Failure to upload an assignment in the required format to the OLE may result in the score of the assignment being adjusted to zero.
Course marking scheme
Assessment type
Marks
Assignment 1
15%
Assignment 2
25%
Final examination
60%
Total
100%
The self-tests, activities and practice exercises are not part of your formal assessment, but it is important to complete all of them. If you do the practice exercises, you should have few problems in completing your assignments.
You will see from the Assignment File the dates to hand in your assignments. The marks for the assignments will be recorded, and counted towards your final mark for the credit for this course.
You can write the assignment using the materials from your study units and textbooks. But it is preferable in all degree level education to demonstrate that you have read and researched more widely than the required minimum. Using other references will give you a different viewpoint and a deeper understanding of the subject. But do remember that copying from any sources without acknowledgement is plagiarism and is not acceptable. You must make reference when you refer to or quote from others' work. The minimum information needed is: author's name, date of publication, title, edition, publisher and place of publication.
The nature of the assignments varies, but they normally consist of either case studies and questions relating to the cases, short essays or short answer questions. It is useful to illustrate any theoretical points with examples from your own experience. This allows you to demonstrate your understanding of the application of theory to real life situations.
A unique assignment in MGT B346 is the second assignment structured as a film analysis. You are asked to use theories learned in the course to critically analyse a film of your choice on a specified topic. You are also asked to draw insights for daily management from the film you have analysed. This assignment on film analysis is quite demanding and requires good analytical skills and knowledge of relevant OB topics. However, it is an effective method of testing your ability to apply OB theories.
Assignment extension policy
The assignment policy of the University as stated in the Student Handbook should be observed. Students are required to submit assignments for a course in accordance with the dates communicated by the course coordinator. Except for the assignment question with the online discussion component, students may apply for a submission extension on the grounds of illness, accident, disability, bereavement or other compassionate circumstances (with good justifications and documented proof).
Applications for extensions of up to seven days should be submitted to the tutor. The tutor shall consider valid and unexpected emergencies on an individual basis. Normally, documented proof of the extenuating circumstances is not required for extensions of up to seven days. The tutor shall decide and advise the student of the revised date for submission.
For extensions of over seven days, students should note the following:
If students require an extension of more than seven days on the grounds of illness, accident, disability, bereavement or other compassionate circumstances, they are required to complete an 'Application Form for Assignment Extension over seven days' and submit it to the Course Coordinator.
Supporting documents must be submitted along with the application for extension of over seven days to justify the claim.
Applications for extension should normally be lodged before or on the due date.
Applications are considered by:
the Course Coordinator for extensions of 8 to 21 days; and
the Dean for extensions of over 21 days.
After an assignment is submitted via the OLE, it is your responsibility to check that the assignment has been successfully submitted. Extension applications due to any problem with uploading will not be accepted. The University cannot accept any responsibility for assignments that are not received by your tutor due to any problem with submission via the OLE. As a precaution, you are advised to keep a copy of each assignment you submit.
According to the University's policy, no extension of the due date will be allowed for the final assignment. This policy will be strictly enforced. Any late submission of the final assignment will result in the score of the assignment being adjusted to zero.
Final examination and grading
The final examination for MGT B346 will be of three hours' duration and will count for 60% of the final grade. Use the time between finishing the last unit and the exam to review the whole course. Review your practice exercises and assignments and your tutor's comments on them before sitting for the exam. You will be advised of exam arrangements after you send in your exam registration card. The final exam covers information from all parts of the course and has the same format as the specimen examination paper. To earn a passing grade for the course you must attain a passing grade (i.e., at least score 40) on both continuous assessment and the final examination.
Presentation Schedule
The Presentation Schedule is available on the OLE. It gives the dates for completing assignments, and attending tutorials and seminar.
Course overview
Unit
Weeks
Assessment activity
1
Theories and practices of organizational behaviour
3
2
The individual
3
3
Motivating employees: concepts and applications
3
Assignment 1
4
The group
3
5
The organizational system
3
Assignment 2
Total
15
2
| Use of case studies | |
Case studies are a useful and increasingly popular form of learning and assessment in the OUHK's School of Business and Administration. In this section we will look at why case studies are used and then suggest some learning strategies that you can use to approach case studies. We will also briefly discuss some problems that you may encounter as you learn from case studies.
What is a case study approach to learning?
One main purpose of a case study is to explore an issue or a number of issues in relation to an organization. The intention is to get you to carefully diagnose an organization; to focus on key problems, and to suggest how these might be resolved. Often the case is a real-life account of an organization which you are required to analyse in order to focus on a problem. Usually, the information that is provided is incomplete and you are often expected to observe developments in the organization over a period of time. The case study approach is an excellent opportunity to actively apply material that you have read and conceptual knowledge to the reality of an organization.
At the OUHK, case studies may be used as part of assignments, exams, study units, or day-school exercises. You normally are given some information about a company (this could be both text and graphical information, such as figures and tables). You are then asked to think about some problems related to the company and to use concepts and apply theories that you have learned in your course to propose possible solutions for the company.
Let's have a look at two kinds of case study questions that you might be asked to work through in your courses. The first example is quite structured, while the second is much more open-ended.
Two examples of case study questions
Read the case study entitled 'ABC Consultants' and consider the following issues:
Using your understanding of the resource-based model, what measures could be taken to improve ABC's returns?
Drawing on your broad understanding of the consultancy industry, assess ABC's relative competitiveness and its profit potential.
To what extent do internal factors account for ABC's financial weaknesses?
Based on your assessment of ABC's financial weaknesses, formulate a new strategic intent and develop a mission statement for ABC.
Read the case study entitled 'XYZ Industries'.
- Identify the key problems that are currently faced by XYZ's management.
- Propose viable solutions to these problems.
Why case studies?
As you can see from the above examples, a case study approach to learning requires a great deal of thinking and often will not easily yield a quick 'wrong' or 'right' answer. However, case studies are also good preparation for dealing with real-life business problems. Cases may be short and relatively simple, or longer and complex. The purpose is the same for both types: to give you an opportunity to develop your skills in analysing the strengths and weaknesses of the organization under examination, to consider the processes at work within the organization, and to make decisions about future actions.
Case studies are not meant to replace textbooks, but rather to ask you to draw connections between theories and practice and to apply abstract ideas, concepts, and principles to specific concrete situations. Consequently, case analysis develops a number of skills that are crucial in business. In particular, they help you to:
analyse complex, unstructured, sometimes ambiguous situations;
identify critical issues and problems;
question your own and others' assumptions;
improve your problem-solving skills;
develop your ability to find alternatives and make informed decisions;
make decisions with incomplete information and think strategically;
self-educate yourself and draw on a broad range of resources and knowledge; and
- present and justify recommendations in writing.
You may find that there are many possible 'right' answers to the questions in a case study. This illustrates that there is often no single best way to responsibly manage and solve real-life business problems.
Some guidelines for analysing case studies
The following strategies should help you to successfully analyse case studies:
1 Read the case and become familiar with the facts
First, skim read the case to obtain a general understanding of the main point(s). Highlight or underline the pertinent points as you read.
Read the case again, and this time note down critical facts (such as names, time sequences, and where events occurred). Try to understand how events have influenced decisions. Identify the important individuals or stakeholders, and try to assess the importance of supporting information in the case. How reliable is this supporting information? Are there any gaps in the information that is given?
Make a note of any questions that you have as you read the case.
2 Assess the context of the case
Try to understand the environment of the organization and the wider context of the case.
Ask yourself questions about:
The state of the organization: What is the state of this organization: good, bad or in-between? Usually this involves thinking about interpersonal relationships, and assessing production or financial problems.
Key players and systems: How do systems and people operate in this organization? Why do they operate like this? Are the systems undergoing change? How successful are the changes? Is there someone who could sabotage any future strategy? Is there someone who can ensure the success of a future strategy?
Significant trends: How does this industry operate? What are the main or unique characteristics of the industry? What were they five or ten years ago, and what are they likely to be in the future? What impact are trends likely to have on the organization under investigation? How does this organization's performance compare with that of competitors?
- Constraints: Clearly identify all constraints in the case. A constraint may be viewed as anything (usually beyond the control of the organization) that may prevent an otherwise feasible course of action from becoming a success. What is outside the control of individuals in the case study? For example, it is unlikely that any company or individual in Hong Kong could prevent a foreign government from imposing tariff barriers on imports.
A SWOT analysis is a good way to get a better understanding of the organization and the context or environment in which it is operating.A SWOT analysis considers the Strengths and Weaknesses of the organization, and the Opportunities and Threats which the organization faces in the external environment.
3 Recognize the case's symptoms
Read the case again and as you read, try listing all the symptoms of the case. The symptoms of a case are not the problems, but they may help you to identify the problems. Symptoms are all the things that are undesirable or that are not as expected. For example, falling sales could be a symptom of several problems such as poor market segmentation, poor product quality, or problems in a supply chain. At this stage of your analysis, you should just try to observe all the symptoms, and avoid prematurely identifying problems or suggesting solutions. Like a doctor who consults a patient, you first need to observe and note all the symptoms before you can give a definite diagnosis of the problem. Think about how the symptoms may be interrelated. Relationship diagrams, like the one below, may help you to see the relationships between symptoms.
4 Diagnose the case's problems
After you have a good sense of the symptoms, you're ready to determine key issues that need to be analysed more closely. You are now diagnosing the situation, like a doctor diagnosing a patient's symptoms. Ask yourself 'what seems to be the trouble in this organization?' and make a list of what you now perceive to be the key problem(s). You will probably need to go back to the details of the case and as you do this, you may add to or refine your list of potential problems.
If there are several problems, you need to order and prioritize them. You might want to number problems according to how you perceive their importance, or make a matrix, like the one below, which shows relationships between various criteria and each problem.
Criteria Problem #1 Problem #2 Problem #3 Importance: what will happen if the problem is not addressed? Urgency: how quickly must this problem be solved? Centrality: To what extent does this problem cause others? Solvability: Can this problem actually be solved? Also try to establish if there are relationships or themes in common among the various problems. Perhaps different problems in your list are actually variations of a broader central problem.
Ask yourself what assumptions you have made about the case. Are these assumptions reasonable, and are they supported by the facts? Would other people objectively suggest the same problems, based on the facts that you have? Are you suggesting problems that are not supported by the facts of the case?
After you have considered and put into order the possible problems and questioned your assumptions relating to these problems, you should write a statement of the problems as you perceive them. Avoid suggesting solutions at this stage.
Once you have a problem statement, you need to find evidence in the case to support your problem diagnosis. Also, try to identify ideas, concepts and theories from your textbook and course units which help to explain what is happening in the case.
5 Formulate criteria for a 'good' solution and identify possible constraints to solutions
Before you propose a solution, you need to consider the characteristics of a 'good' solution. Obviously, your solution should bring benefits such as improved productivity, reduced costs or greater profits. However, it also needs to be viable and to accommodate the constraints that you have already identified, i.e. Is the solution legal? Is there a budget for this solution? Does it conflict with the organization's culture?
Try to brainstorm alternative solutions. Aim to generate a broad and creative range of options and then try to rate each according to various criteria.
The following matrix demonstrates how this can be done.
Cost Ease of implementation Impact on organization culture Impact on profits Option 1 *** * * ** Option 2 * *** *** ** Option 3 ** * * *** Also refer to ideas, concepts and theories from your course materials as you consider and assess each possible solution.
It's often wise to propose a solution that allows for plausible alternatives if it should fail. Managers use the term satisfice when they are considering acceptable alternative solutions, that is, the solution is able to satisfy the situation while also making some realistic sacrifices to existing constraints. Therefore, it is a satisficing rather than a maximizing solution.
Finally, don't forget to consider the possibility of taking no action. What will actually happen if no action is taken? Are any (or all) of the solutions less viable than taking no action at all?
6 Recommend a viable solution
After you have assessed the merits and pitfalls of each alternative solution, select the best solution for the situation.
Remember that the solution needs to be viable. Can the recommended solution be introduced? Are there the resources and the willingness to implement it? Be realistic about what may work. Explain why it is the best solution within the constraints of the existing context and explain how it can be applied to the organization. Suggest a time-frame for the solution's implementation.
Outline possible strategies for implementing your solution, either partially or completely. As many feasible courses of action as possible should be considered before you choose the one that seems the most likely to succeed. The more ideas you have, the greater your chance will be of finding a solution that will work well. The complexity of most organizational problems means that it is highly unlikely that one idea alone will correct the situation. Usually a combination of actions is required, and these need to be funded differently, timed carefully and staffed as necessary.
7 Present your solution as a written recommendation
Review your final solutions and then prepare a set of written recommendations. These should clearly outline your proposed solution in relation to the problems that you have identified. Your recommendations should also include details of why these solutions are the most appropriate given the circumstances and constraints of the case. Finally, you need to clearly state how and when your proposals will be implemented.
Your tutor and your course Assignment File can provide some guidelines on how to present your recommendations.
Some mistakes to avoid as you analyse cases
When you first tackle case studies, you should be careful to guard against the following mistakes:
One of the most common mistakes made in case analysis is repeating or simply summarizing the facts of the case. Your tutor is already very familiar with the case details, so you do not have to restate them. You are required to use and analyse the facts, not repeat them. Your analysis should contain only enough case material to support your arguments. Therefore, be analytical!
You may often be tempted to just deal with symptoms and ignore the causes of the problem. It is very important to analyse the background of the case (and the climate in which the events of the case unfold).
Avoid discussing problems in isolation and do not overlook their interrelatedness. If you try to think in terms of 'systems' rather than in terms of individual problems, you are more likely to avoid this pitfall.
Students often fail to state the assumptions underlying their analysis. If any important assumptions have been made, have you questioned them and are they reasonable and appropriate? Avoid selectively using and interpreting case material in order to justify a preconceived solution.
Practical limitations and constraints may sometimes be overlooked. For example, a recommendation that a whole team be fired is probably unrealistic.
A very common mistake is poor integration of the facts in the case with the concepts, principles, and theories in the textbook. Such integration is vital. Ask yourself if relevant theories from your course have been fully and constructively applied.
- Finally, recommendations are too often not spelled out in detail or are unrealistic. A timetable for implementing them is also often not given.
Analysing cases poses many challenges, and this is one reason the case study method is so rewarding. It is a very active form of learning. It offers you a risk-free opportunity to gain managerial and organizational experience and should greatly increase your confidence to make informed decisions in the real world.
Good luck and we hope you enjoy working through the cases that you encounter!
| How to get the most from this course | |
The five units of MGT B346 build on each other to work from the individual level up to the level of the organization and society. If you have completed the course MGT B240 Principles and Practices of Management, you will find some of the concepts in the first two units familiar. If you have not completed MGT B240 you may need to spend a little more time familiarizing yourself with some of the ideas, but this should not create any problems for you.
Perhaps you are not working in an organization, but at home or in a self-employed capacity. These skills will still be useful to you. People at home need to manage money and other people. The family is a small organization. If you are self-employed and you are the only worker, you can apply these skills in your dealings with other organizations. When your business grows, you will use more of them. In the meantime, they can be applied to other organizations affecting your business.
There are a number of self-tests and activities in each unit. They are designed to allow you to check your progress as you work through each topic. Usually the questions include essay questions, and also questions on case studies. It is important that you think very hard about these questions. They ask you to apply the material you have just read to your personal experience or the case studies. Normally there are no absolute answers to these questions. It is your opinion that is important.
The first unit introduces you to some of the reasons why studying organizations is important. The second unit focuses on individuals in the workplace and examines the determinants of individual performance. This includes reasons why people work and what makes them satisfied or dissatisfied. The third unit studies what motivation is and how to manage it. Stress can be either beneficial or detrimental to performance. The fourth unit studies groups in the workplace and how to manage them. The role of leaders and manager, and how effective decision can be made are also examined. The fifth unit examines the coordination process within an organization, in the structural and cultural perspectives. This unit includes information on organizational power, politics, as a question both for the organization, and for you as a manager.
There are 15 hours of face-to-face sessions designed to assist you. To gain full advantage from tutorials you need to be up to date with your study. Tutorials are not lectures, but are designed to allow group discussion and input. You get the most from a tutorial session if you contribute your ideas and opinions. Tutorials do not assist learners when they make no input. Your tutor will lead discussions, and needs your help to make sessions successful.
The Course Timetable provides an overview of the course. It suggests the amount of time you should use to complete the units and helps you to plan your study schedule. It can be adjusted to fit your personal needs more closely.
The time needed to complete the study units, work through the practice exercises and assignments, and complete the other work involved in this course depends on your analytical ability and background in management studies. You need to plan your own study schedule carefully. The estimated time you need to spend on this course is about 10 hours per week. This estimate includes time for reading the study units and studying the textbooks, completing self-tests and practice exercises, completing your assignments, undertaking the suggested reviews, attending tutorials and preparing for your final exam.
You must complete and hand in your written assignments on time. Therefore, you need to plan and distribute your study time accordingly.
Tutors and face-to-face sessions
Tutors
At the start of the course, students will be informed of their respective tutors. An OUHK tutor not only gives tutorials but also is available for telephone tutoring, email and support via the course discussion board. Your tutor will also give extensive feedback on assignments.
Your tutor marks and comments on your assignments, keeps close watch on your progress and on any difficulties you encounter, and provides you with assistance. Assignments should be submitted in accordance with the Course Timetable. They will be marked by your tutor and returned to you as soon as possible.
It is a good idea to keep a copy of all the assignments you send to your tutor for marking. The copies will prove useful, should you wish to make reference to them during telephone conversations, or if they are lost in the mail.
Do not hesitate to contact your tutor by telephone if you need help. Here are typical circumstances in which help is necessary. Contact your tutor if:
- you do not understand any part of the study units or the assigned readings
- you have any difficulty with self-tests, activities or practice exercises
- you have a question or problem with assignments, with your tutor's comments, or grading on an assignment.
Tutors have complete authority on two points. First, they are responsible for the grade you receive on assignments. If you disagree with a mark, discuss it with your tutor. Second, they alone decide if you may or may not rewrite an assignment.
Lectures and tutorials
To assist you in this course, regular tutorials are organized with your assigned tutor. There will be 10 hours of mass lectures and 10 hours of group tutorial sessions. They are not compulsory, but students are strongly urged to attend. Very interesting activities are designed for the tutorials. They also give you an opportunity to sort out any problems. You will be notified of their dates, times, and location, together with the name and phone number of your tutor, as soon as you are allocated a tutorial group. We strongly recommend that you attend these sessions. They provide considerable assistance in your study of this course and improve your chances of gaining high marks. They also let you meet other learners studying through the OUHK.
Tutors are required to start tutorial sessions on time. If a tutor fails to turn up 30 minutes after the scheduled starting time, students may assume that the session cancelled and they should report the case to the Course Coordinator so that a make-up session can be arranged.
Online support
Online support is available for MGT B346 students. This course is supported by the OUHK's OLE though it is not mandatory that the students use this online support system. Students can find the course material and the latest course information from the OLE. Through the OLE, students can also communicate with the tutor and the Course Coordinator, as well as with fellow students.
| Summary | |
MGT B346 Theories and Practices of Organizational Behaviour is an interesting subject which you can apply to your work or personal life almost from the beginning of the course. It is designed to help you understand organizations, and make you a more effective manager. It requires both conceptual skills and common sense. You must analyse and apply concepts to understand the material. Hopefully, you will find it fun, interesting, and useful throughout your career. Good luck, and enjoy the course!
| A note about the developer of this course | |
Dr Bobbie Chan is an assistant professor at the School of Business and Administration of the Open University of Hong Kong. She has extensive teaching experience at both undergraduate and postgraduate levels in organizational behavior and management, strategy, creative management, as well as human resource management. Her main research areas include cross-cultural management, group processes and leadership, and pedagogical issues in distance education.
| About the School of Business and Administration | |
Click here and view the Lee Shau Kee School of Business and Administration.
