GC UNIVERSITY, FAISALABAD

FACULTY OF ECONOMICS & MANAGEMENT SCIENCES

LYALLPUR BUSINESS SCHOOL (LBS)

Course Specifications

Organizational Behavior
BAM-501

Fall- 2023-24

http://www.gcuf.edu.pk/
 COURSE SPECIFICATIONS
Basic Information
Course Title: Organizational Behavior
Course Code: BAM- 501
Course credits/week: Theory: 03 Lab: Nil Total: 03
Pre-requisite(s): Principles of Management, HRM
Co-requisite(s):
Program(s) on which the course is given: BBA-5th Semester
Is the course major or minor element of the program: Major: Minor:
Department offering the program: Lyallpur Business School
Department offering the course: Management Division
Academic year/level: 3
Revision #: 1
Last revised on (date): 30.8.2023

Overall Aims of the Course

Course Description:

This course provides a comprehensive analysis of individual and group behavior in

organizations. Its purpose is to provide an understanding of how organizations can be
managed more effectively and at the same time enhance the quality of employees' work
life. Topics include motivation, rewarding behavior, stress, individual and group
behavior, conflict, power and politics, leadership, job design, organizational structure,
decision-making, communication, and organizational change and development.
Course Objectives:
 Understand individual behavior in organizations, including diversity, attitudes,
job satisfaction, emotions, moods, personality, values, perception, decision-
making, and motivational theories.
 Understand group behavior in organizations, including communication,
leadership, power and politics, conflict, and negotiations.
 Understand the organizational system, including organizational structures,
culture, human resources, and change.

Learning Outcomes:

o Apply organizational behavior theories and concepts to individual work

 experiences
o Recognize how different personalities with different experiences may
perceive and react to situations in very different ways and adapt their
approach to the situation accordingly
o Work more effectively in a team environment and develop the necessary
skills to lead their teams
o Understand the influence of organizational culture on individual and
group behaviors
o Interact with organizational managers to learn contemporary behavioral
challenges and discuss possible solutions

Class Format & Weekly Work Plan:

Our weekly class instructions and discussions will follow this format:
st nd
1 – 2 Week
Chapter 1: What Is Organizational behavior? Chapter 3: Attitudes and Job Satisfaction
(Book pages 40-45, 110-130)
What is organizational behavior? The Importance of Interpersonal Skills. Management and
Organizational Behavior. Management Roles • Management Skills• Effective versus Successful
Managerial Activities. Contrast the three components of an attitude.
Summarize the relationship between attitudes and behavior. Compare the major job attitudes.
Define job satisfaction. Summarize the main causes of job satisfaction.
Identify three outcomes of job satisfaction. Identify four employee responses to job
dissatisfaction. Doing Good as a Core Business Strategy: The Case of Goodwill Industries,
Demographic Diversity, Cultural Diversity, The Role of Ethics and National Culture

3rd – 4th Week

Chapter 4: Emotions and Moods
(Book pages 138-163)
Differentiate between emotions and moods. Identify the sources of emotions and moods.
Show the impact emotional labor has on employees. Describe affective events theory. Describe
emotional intelligence. Identify strategies for emotion regulation. Apply concepts about emotions
and moods to specific OB issues.
Assignment 01
Shaheen, S., Abrar, M., Saleem, S., Shabbir, R., & Zulfiqar, S. (2023). Linking
organizational cronyism to deviant workplace behavior: Testing the mediating role of
employee negligence in Pakistani higher education institutions. International Journal of
Leadership in Education, 26(3), 427-449.

5th – 6th Week

Chapter 5: Personality and Values
(Book pages 172-197)
What Is Personality? The Myers-Briggs Type Indicator, The Big Five Personality Model The
Importance of Values. Terminal versus Instrumental Values. Linking an Individual’s Personality
and Values to the Workplace. Person–Job Fit Person–Organization Fit. Attribution Theory.
Common Shortcuts in Judging Others. Specific Applications of Shortcuts in Organizations. The
Link Between Perception and Individual Decision-Making.
Case study: Assessing Leadership Potential at PTCL
Seminar: 1

7th – 8th Week

Chapter: 6 Perception and Individual Decision-Making, Chapter 7: Motivation Concepts
(Book pages 206-234)
Decision Making in Organizations. The Rational Model, Bounded Rationality, and Intuition
Common Biases and Errors in Decision Making. Three Ethical Decision Criteria Improving
Creativity in Decision-Making. Defining Motivation. Early Theories of Motivation. Hierarchy of
Needs Theory. Theory X and Theory Y Two-Factor Theory. McClelland’s Theory of Needs
Contemporary Theories of Motivation Self-Determination Theory. Job Engagement Goal-Setting
Theory Self-Efficacy Theory. Reinforcement Theory. Equity Theory/Organizational Justice 2
Expectancy Theory

Mid Semester Examination

10th Week – 11th Week

Chapter 10: Understanding Work Teams
(Book pages 348-370)

Analyze the continued popularity of teams in organizations. Contrast groups and teams. Contrast
the five types of team arrangements. Identify the characteristics of effective teams. Explain how
organizations can create team players. Decide when to use individuals instead of teams.

12th Week – 13th Week

Chapter 12: Leadership
(Book pages 418 -448)

What Is Leadership? Trait Theories, Behavioral Theories, and Contingency Theories. The Fiedler
Model. Leader–Member Exchange (LMX) Theory. Charismatic Leadership and Transformational
Leadership Authentic Leadership: Ethics and Trust. Leading for the Future: Mentoring
Challenges to the Leadership Construct Leadership as an Attribution Online Leadership. Finding
and Creating Effective Leaders Selecting Leaders. Training Leaders.
Assignment 02
Aliza, K., Shaheen, S., Malik, M. J., Zulfiqar, S., Batool, S. A., Ahmad-ur-Rehman, M., &
Javed, A. (2022). Linking ostracism with employee negligence behavior: A moderated
mediation model. The Service Industries Journal, 42(11-12), 872-896.
14th Week – 15th Week
Chapter 13: Power and Politics
(Book pages 458-484)

A Definition of Power. Contrasting Leadership and Power Bases of Power. Formal Power
Personal Power. Power and Perceived Justice Dependence: The Key to Power. Sexual
Harassment: Unequal Power in the Workplace
Case study: 2 Development Process at Society for Empowering Human Resource
Seminar: 2

16th Week
Chapter 16: Organizational Culture
(Book pages 562-589)

What Is Organizational Culture? Strong versus Weak Cultures. What Do Cultures Do? Creating
and Sustaining Culture How a Culture Begins. Keeping a Culture Alive. How Employees Learn
Culture. Creating an Ethical Organizational Culture Spirituality and Organizational Culture
Characteristics of a Spiritual Organization Achieving a Spiritual Organization Criticisms of
Spirituality

Final Project Presentations

The final project is about a comprehensive written report as well as a presentation

Final Semester Examination

Weekly Course Objectives:

Week Module Intended Learning Objectives
 The Importance of Interpersonal Skills What
Managers Do
What Is
Organizationa  Complementing Intuition with Systematic Study
1-2 Disciplines That Contribute to the OB Field There
l Behavior?
Are Few Absolutes in OB
Text Book Chapter 1
Attitudes and  Challenges and Opportunities for OB
Job  Coming Attractions: Developing an OB Model
 Contrast the three components of an attitude.
Satisfaction
 Summarize the relationship between attitudes
Text Book Chapter 3
and behavior.
 Compare the major job attitudes.
 Define job satisfaction.
 Summarize the main causes of job satisfaction.
 Identify three outcomes of job satisfaction.
 Identify four employee responses to job
dissatisfaction.
  Differentiate between emotions and moods.
 Identify the sources of emotions and moods.
Emotions and Moods  Show the impact emotional labor has on
Text Book Chapter 4 employees.
3  Describe affective events theory.
 Describe emotional intelligence.
 Identify strategies for emotion regulation.
 Apply concepts about emotions and moods to
specific OB issues.

 What Is Personality?
 The Myers-Briggs Type Indicator
Personality and  The Big Five Personality Model
Values  The Importance of Values
4-5 Text Book Chapter 5  Terminal versus Instrumental Values
 Linking an Individual’s Personality and
Values to the Workplace
 Person–Job Fit Person–Organization Fit
 What Is Perception?
 Factors That Influence Perception
 Common Shortcuts in Judging Others
 Specific Applications of Shortcuts in Organizations
 The Link Between Perception and Individual
Decision Making
Perception and  Decision Making in Organizations
Individual  The Rational Model, Bounded Rationality,
6 –7 and Intuition
Decision Making
Text Book Chapter 6  Common Biases and Errors in Decision Making
 Three Ethical Decision Criteria Improving
Creativity in Decision Making
 Defining Motivation
Motivation Concepts
8  Early Theories of Motivation
Text Book Chapter 7
 Hierarchy of Needs Theory
 Theory X and Theory
 Two-Factor Theory
 McClelland’s Theory of Needs Contemporary
Theories of Motivation
 Self-Determination Theory
 Job Engagement
 Goal- Setting Theory
 Self-Efficacy Theory
 Reinforcement Theory
 Equity theory
 Analyze the continued popularity of teams in
 organizations.
 Contrast groups and teams.
 Contrast the five types of team arrangements.
Understanding Work  Identify the characteristics of effective teams.
10 - 11
Teams  Explain how organizations can create team players.
Text Book Chapter 10
 Decide when to use individuals instead of teams.
 What Is Leadership
 Trait Theories, Behavioral Theories, and
Contingency Theories
 The Fiedler Model
 Leader-Member Exchange (LMX) Theory
 Charismatic Leadership and Transformational
12 - 13 Leadership Leadership Authentic Leadership:
Text Book Chapter 12  Ethics and Trust
 Leading for the Future: Mentoring Challenges to the
Leadership Construct Leadership as an Attribution
 Online Leadership
 Finding and Creating
Effective
 Training Leaders
 A Definition of Power
 Contrasting Leadership and Power Bases of Power
 Formal Power, Personal Power
14 – Power and Politics  Power and Perceived Justice Dependence: The Key
15 Text Book Chapter 13 to Power
 Sexual Harassment: Unequal Power in the
Workplace
 Politics: Power in Action
 Causes and Consequences of Political Behavior
 How Do People Respond to Organizational
Politics? Impression Management
 The Ethics of Behaving Politically
 What Is Organizational Culture?
Organizational  Strong versus Weak Cultures
Culture  What Do Cultures Do?
Text Book Chapter 16  Creating and Sustaining Culture
 How a Culture Begins
16  Keeping a Culture Alive
 How Employees Learn Culture
 Creating an Ethical Organizational Culture
 Spirituality and Organizational Culture
 Characteristics of a Spiritual Organization
 Achieving a Spiritual Organization
 Criticisms of Spirituality
 Required Learning Resources
Text Book(s):
(Title, Author, Edition,
Publisher)
Reference Book(s):
(Title, Author, Edition,
Publisher)
Judge, T. A., & Robbins, S. P. (2017). Essentials of
organizational behavior. USA: Pearson Education
Robins, S. P. (2013). Organizational behavior (14th Ed.).
Boston: IRWIN McGraw HILL
Organizational Behavior: A Skill-Building Approach 2nd
Edition ( 2022) by Christopher P. Neck, Jeffery D.
Houghton, Emma L. Murray

Facilities Required for Teaching and Learning

-White Board
-Multimedia

Pedagogies
 Oral Lecture
 Group discussions


Assignments Schedule & Quiz

No. Week Week Due QUIZ TESTS
Assigned
1 3 4 Three surprise quiz tests will be conducted
during the semester, best of two will be
2 12 13 counted for final grade. There will be no
makeup of these tests.

Examination / Weighting of Assessments & Quizzes

Quizzes + Assignments + Class Participation + 20 %
Projects
Mid-semester examination 30 %
End-semester examination 50 %

Letter Grade Percentage Marks

A 80 -100 EXCELLENT
B 65-79.99 GOOD
C 50-64.99
SATISFACTORY
D 40-49.99 PASS

Instructor Responsibilities:
In keeping with the format of this class, I see myself as your immediate supervisor. In
that sense, I plan to mentor each of you so that you learn how to make the best decisions
possible, to understand and apply key organization concepts, and to prepare you to
become productive employees upon graduation. I will do my best to help each of you
grow into the best marketer you choose to become. Thus, besides class time -- where I
will often put you on the spot -- I expect there will be many times we will communicate
outside of class, and I will do my best to help you in a timely fashion.
Student Responsibilities:
You are expected to arrive to class on time, professionally dressed, and prepared for
the day. You should be fully prepared to discuss and debate the course material assigned
for that date. You are expected to participate at all levels and offer objective praise and
criticism of your classmates’ analyses and conclusions. You must contribute to a greater
understanding of organizational behavior.
Useful Tools / Advice:
This course is time and labor-intensive. Be certain to schedule enough time in your
weekly planning to accommodate.
You need to have good access to the Web and an e-mail account.
Please always do your best work.

The examinations of mid-term and end-term question papers will be designed by

following bloom taxonomy as per table given below.
Contact Details:
Course leader Assistant Professor
Dr. Sadia Shaheen, Room No. 124, Ground Floor
Lyallpur Business School (LBS),
 Faculty of Economics & Management
Sciences,
GC University, Faisalabad, Pakistan..

Office Hours Friday 10:00 to 04:00 PM,

Phone(office) E-Mail: sadiashaheen@gcuf.edu.pk
Course Specifications Developed By: Reviewed By (Cluster Head):
Dr. Sadia Shaheen, Dr. Muhammad Waseem Bari
Hadia Awan,
Riffat Gill

Date: 30-08-2023 Date: