Management and Organizational Behavior

(MGT-7301)

Lesson-1

Welcome
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LIEUTENANT GENERAL S M SHAFIUDDIN AHMED, OSP, ndu, psc

Quarter Master General, Bangladesh Army

Dhaka Cantonment 2
Lieutenant General S M Shafiuddin Ahmed was commissioned in 4
East Bengal Regiment, Bangladesh Army on 23rd Dec 1983 with 9th
Bangladesh Military Academy (BMA) Long Course. He was
commissioned in Infantry Regiment (Baby Tigers) and since then, in
his illustrious Military career he has served in all the coveted
appointments of an infantry Battalions. He has commanded an
Infantry Battalion, an Infantry Brigade and an Infantry Division in
Bangladesh Army. He has a unique experience of Commanding
Multinational Force in one of the most dangerous Peace Keeping
Operations in the world and commanding the 1st Bangladesh
Battalion (only one of its kind).
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He has a rare experience of starting his military career through active
participation in counterinsurgency operations in Chittagong Hill
Tracts. His unit Command was also in Chittagong Hill Tracts (One of
the most remote Zone). He had the opportunity of serving as the
senior operational and Administrative Staff Officer of different
formations. In his credit, he also had instructional appointments in
National Defence College, Cadet College & Bangladesh Military
Academy. Besides Commanding an Infantry Brigade, as Brigadier
General he performed the responsibility of Chief of Doctrine Div and
Director of Mil Training (DMT) of Bangladesh Army. On promotion to
the rank of Major General, he assumed the prestigious Command of
19 Infantry Division as GOC on 07 May 2012.
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 Aftersuccessful tour of duty as Division Command he took over the
responsibility of Bangladesh Institute of International Studies (BIISS),
the premium Govt Think Tank of Bangladesh as DG (the CEO). After
Completion of tour of duty in BIISS, General Shafiuddin has served in a
position at D-2 level at UNDPKO as Deputy Force Commander of
MINUSCA. After the successful TOD at UN he performed as the senior
Directing Staff of Bangladesh National Defence College (NDC). After
serving there for about (two and half) years he assumed the
prestigious command of Logistics Area. On Promotion to the rank of
Lieutenant General, he was trusted with the very prestigious command
of Army Training and Doctrine Command (ARTDOC) on 25 Aug 2019;
the only command at the rank of Lieutenant General.
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After very successful Command he took over the responsibility of
Quarter Master General (QMG) of Bangladesh Army on 30 Dec 2020.
General Shafiuddin has successfully completed various training
curricula from both home and abroad. He attended the International
Symposium Course of 2007 in National Defence University (NDU),
Beijing (China). In 2010 he very successfully completed Defence and
Strategic Studies Course in NDU, China. While at NDU China, he was
the first ever Bangladeshi to be elected as President of the student
Group and also topping the course. He was awarded for the
outstanding research Paper. He is also a NESA graduate who attended
and successfully completed NESA Executive Seminar in NESA Centre,
NDU, Washington DC (USA) in 2009.
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He is also a graduate of Defence Services Command and Staff
College, Mirpur. He completed his Masters in Defence Studies from
National University. He also completed Masters of Business
Administration (MBA) degree from Military Institute of Science and
Technology (MIST) under Dhaka University, where he secured the
first position and earned MIST Gold Medal. He also completed his
M.Phil in Development and Security Studies with a brilliant result.
General Shafiuddin is presently pursuing Doctoral Research for PhD
at BUP. In his colorful career Gen Shafiuddin has attended numerous
seminars, conferences, workshops etc on international relations,
issues related to disaster management, peacekeeping ops and
Defence and strategic Studies both at home and abroad.
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He has articles published in reputed home and abroad Journals.
General Shafiuddin served under United Nations in Mozambique as
a peace keeper of ONUMOZ in 1993-1994 for 16 month as a Major.
He had the honor of serving as Deputy Force Commander of United
Nation’s Multidimensional Integrated Stabilization Mission in
Central African Republic(MINUSCA) from 2014-2016 in the rank of
Major General. For his outstanding performance in Peace Keeping
Operation in MINUSCA, he was awarded with the SRSG’s (Head of
the Mission) Citation.

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General Shafiuddin is a well travelled person who visited Mozambique,
Swaziland, South Africa, Singapore, Malaysia, Thailand, Turkey, China,
Sri Lanka, New Zealand, Nepal, India, Kingdom of Saudi Arabia, Uganda,
Qatar, Central African Republic, Cameroon, Morocco, Rwanda,
Democratic Republic of Congo, Germany, Netherlands, Maldives,
Kuwait, United Arab Emirates, Kenya, France, Japan, India, Indonesia,
Cambodia and USA.

General Shafiuddin is a keen Golfer and happily married to Noorjahan

Ahmed. He is proud father of two daughters, Dr Rubaiya Ahmed and
Rufaida Fatima.
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COURSE OUTLINE

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Course:
Principles of Management and Organizational
Behavior (MGT-7301)

Trimester: May - Aug 2021

Batch:
MBA PROG (Professional) (SEC-A & B)

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Administrative Information:
Class session: 07 May 2021 to 23 Aug 2021.
Class timing:
Thursday 1830-2130 hrs with a break from 1955-2005 (Sec-B) and
on Friday 1500-1800 hrs with a break from 1625-1635 hrs (Sec-A).
In case of cancellation/makeup of a class Students will be notified
through the class monitors.
Ramadan Timing: Friday 1400-1600 hrs (Sec-A) and on Saturday
1400-1600 hrs (Sec-B).

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Course Description
Principles of Management and Organizational Behavior (OB)
provides students with a complete, comprehensive review of
essential Human Behavior at work concepts and techniques in a
highly readable and understandable form. Not only HR
managers but all managers-need a strong foundation in OB to
do their jobs efficiently. Because all the managers have
personnel related responsibility. This course is designed to
expose students to essential theories and concepts for
analyzing, understanding, the fundamentals of Management
and managing human behavior in work place.

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 In this course, we will investigate:
 Fundamentals of Management which include the understanding of
Managerial Job, Environment of Management, Managerial Decision
Making.
 Individual behavior in organizations, including personality, decision-
making, personal networks, ethics, Managing Human Resource and
individual Behavior.
 Motivation concepts and leadership basic approaches and Contemporary
Issues,
 Interpersonal behavior, including teamwork, conflict, leadership, and
power and influence.
 Organizational structure, design, change and innovation including
organizational culture.
 Communication in Organization and Managing Groups and Teams. 14
 Objectives of the Course:
The objectives of the course are:
 To acquaint students with Managerial job and
Environment of the Management.
 To acquaint student with an understanding of the
structure and functions of Human behavior specially other
people behavior at workplace.
 Help to learn how to create effective working relationship.
 Help student in formularizing with the basic leadership
and Management functions and process.
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 Provide a deeper understanding of the concept, theories
principles etc. of Management and Organizational behavior
including Organizational Structure and Design.

 Help Student to learn Managerial Decision Making.

 Prepare students as potential effective managers and

leaders.

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 Course organization and Requirement:
The course will be organized through lecture, class tests,
Research work on term paper, and assignments. Lectures will
be of 3 hours per week and class tests, term papers,
assignments will be scheduled by consulting with students.

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 Rules and Regulations:
Students are expected to have conducts and manners
consistent with those expected in business interactions.
Some of the DOs and Don'ts are appended below:
Students are requested not to keep mobile phone with
them while attending lectures.
All students are required to be dressed in a decent and
appropriate manner. Students must follow university dress
code in this regard.
The student ID Card must be displayed while attending the
class. You will not be allowed to attend the class without the
ID Card.
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 Cheating, plagiarism, offensive language and disruptive
behavior will be addressed according to policies for academic
misconduct.
All students are expected to maintain class discipline
strictly at any cost.

All students are requested to provide necessary

information for personal assessment.
All students are requested to red pen and A4 size white
paper in the class.
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 The Mode of Learning
 Lectures by the instructor, case studies-analysis/discussion
by students.
 Research work on term paper/ project work.
 Power point presentations of Reports/project works.

 Assignments in class room/own time.

 Mid Terms and Final exam will be conducted as per the

given schedules. Quizzes and Spot Tests may be conducted
without any prior notice.
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 Suggested Readings:
Basic Texts:
S. P. Robbins, Timothy A. Judge and Seema Sanghi:
Organizational Behavior-13th edition, Preatic Hall/ Latest
edition.
Fred Luthans: Organizational Behavior. 11th edition,
McGraw-Hill.
Ricky W Griffin: Fundamentals of Management Millennium
Edition, Houghton Miffin Company.

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 Reference Books:

 John Newstrom: Organizational Behavior, Human Behavior

at work. 12th edition.

 Joseph Reitz: Behavior in Organization.

 H. J. Arnold & D. C Fedman: Organizational Behavior.

 Anil Bhat & Arya Kumar: Management, Principles Process

and Practices. 5th impression 2010.

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 Lecture and Case Schedule:
Week Lecture Topic Remarks
Week 1 Introducing the Course. Mode of
(07/ 08 May 21) L-1: Introduction to Management. learning as
Lesson 1 & 2 L-2: Introduction to Organizational Behavior. prescribed
previously.
Week 2 L-3: Organization’s Environment. Do
(20/21 May 21) L-4: Foundation of Individual Behavior.
Lesson 3 & 4 Formation of Group for Final Assignments

Week 3 L-5: Learning. Do

(27/28 May 21) L-6: Attitudes and Job Satisfaction.
Lesson 5 & 6 Group Assignements (Topic Finalization)

Week 4 L-7: Basic Elements of Planning and Decision Making.

(03/04 Jun 21) L-8: Managing Decision Making and Problem Solving. Do
Lesson 7 & 8
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 Lecture and Case Schedule (contd...)
Week Lecture Topic Remarks
Week 5 L-9: Personality and Values.
(10/11 Jun 21) L-10: Perception.
Lesson 9 & 10 Class Test
Week 6 Mid Term Examination Do
(17/18 Jun 21) Assignment and case study

Week 7 L-11: Foundation of Group Behavior. Do

(24/25 Jun 21) L-12: Power.
Lesson 11 & 12
Week 8 L-13: Motivation concepts. Do
(01/02 Jul 21) Class Test
Lesson 13
Week 9 L-14: Leadership-Basic Approaches and Contemporary Do
(08/09 Jul 21) issues.
Lesson 14
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 Lecture and Case Schedule (contd...)
Week Lecture Topic Remarks
Week 10 L-15: Managing Interpersonal Relations Do
(15/16 Jul 21) and Communication in Organization.
Lesson 15 &16 L-16: Conflict Process.
Class Test
Week 11 L-17: Organizational Culture Do
(29/30 Jul 21) Term Paper Deposition
Lesson 17 Revision for Final Exam and Term Paper Presentation
Week 12 Term Paper Presentation Do
(05/06 Aug 21)
Week 13 Final Examination.
(17-23 Aug 21) (Date will be given by the University).

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 Distribution of Marks
1 X Mid-term Examinations : 20%
Comprehensive Trimester Final Examination : 40%
Quizzes and Spot tests/ Class Test : 12%
Term Paper, Including presentation : 5%
Assignments and Case Studies : 10%
Regular Class Presentation and participation : 5%
Attitude/Conduct/ Manner’s 3%
Class Attendance : 5%
Total : 100%

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 Concluding Note:
The course outline can be changed if it is deemed necessary
by the Teacher. The students are welcome to make any
suggestion or seek clarification.
Details of the Course Instructor:
Lieutenant General S M Shafiuddin Ahmed, OSP, ndu, psc
Quarter Master General, Army Headquarters
Dhaka Cantonment
Office Phone: +88-02-9832600
Resident Phone: +88-02-9832601
Mobile: 01769002496, 01769012600
E-mail: shafi2496@yahoo.com
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Management and Organizational Behavior
(MGT-7301)

Introduction to Management

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 Introduction to Management
 Define Management, Efficiency, Effectiveness
 Kinds of Managers.
 Level of Managers.
 Areas of Management.
 Basic Management Functions and Rolls.
 Fundamental of Managerial skills.
 The Science and Arts of Management.
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 AN INTRODUCTION TO MANAGEMENT
Management is a set of functions directed at the efficient
and effective utilization of resources in the pursuit of
organizational goals. By efficient, we mean using resources
wisely and in a cost-effective manner. By effective, we mean
making the right decisions and successfully implementing
them. In general, successful organizations are both efficient
and effective.
 

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Today’s managers face a variety of interesting and
challenging situations. The average executive works 60 hours
a week, has enormous demands placed on his or her time,
and faces increased complexities posed by globalizations,
domestic competition, government regulation, and
shareholder pressure. The task is further complicated by
rapid change, unexpected disruptions, and both minor and
major crises. The manger’s job is unpredictable and fraught
with challenges, but it is also filled with opportunities to
make a difference.

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Levels of Management: One way to differentiate among managers
is by their level in the organization. Top Managers make up the
relatively small group of executives who manage the overall
organization. Titles found in this group include president, vice-
president, and chief executive officer (CEO). An organization’s top
managers establish its goals, overall strategy, and operating
policies. They also officially represent the organization to the
external environment by meeting with government officials,
executives of other organizations, and so forth. Top managers make
decisions about such activities as acquiring other companies,
investing in research and development, entering or abandoning
various markers, and building new plants and office facilities. 
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Middle managers comprise the largest group of managers in
most organizations. Common middle-management titles include
plant manager, operations manager, and division head. Middle
managers are primarily responsible for implementing the policies
and plans developed by top management and for supervising and
coordinating the activities of lower-level managers. Plant
managers, for example, handle inventory management, quality
control, equipment failures, and minor union problems. They also
coordinate the work of supervisors within the plant.

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First-line Managers supervise and coordinate the activities of
operating employees. Common titles for first-line managers are
foreman, supervisor, and office manager. These positions are
often the first ones held by employees who enter management
from the ranks of operating personnel. In contrast to top and
middle managers, first-line managers typically spend a large
proportion of their time supervising the work of subordinates.

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Areas of Management: Regardless of their level, managers may
work in various areas within an organization. Marketing
managers work in areas related to the marketing function-
getting consumers and clients to buy the organization’s
products or services. These areas include new product
development, promotion, and distribution. Financial managers
deal primarily with an organization’s financial resources. They
are responsible for activities such as accounting, cash
management, and investments.

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Operations managers are concerned with creating and managing the
systems that create an organization’s products and services. Typical
responsibilities of operations managers include production control,
inventory control, quality control, plant layout, and site selection. Human
Resource Managers are responsible for hiring and developing employees.
They are typically involved in human resource planning, recruiting and
selecting employees, training and development, designing compensation
and benefit systems, formulating performance appraisal systems, and
discharging low-performing and problem employees. General Managers
are not associated with any particular management specialty. Probably
the best example of a general management position is that of a hospital
or clinic administrator. General managers tend to have some basic
familiarity with all functional areas of management rather than
specialized training in any one area. 36
Basic Management Functions:
Regardless of level or area, management involves the four basic
functions of planning and decision making, organizing, leading, and
controlling.
 
Planning and Decision Making: In its simplest form, planning means
setting an organization’s goals and deciding how best to achieve
them. Decision making, a part of the planning process, involves
selecting a course of action from a set of alternatives. Planning and
decision making help maintain managerial effectiveness by serving
as guides for future activities.
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Organizing: Once a manager has set goals and developed a workable plan,
the next management function is to organize people and groups to carry
out the plan. Specifically, organizing involves determining how activities
and resources are to be grouped. 
Leading: The third basic managerial function is leading. Some people
consider leading to be both the most important and the most challenging
of all managerial activities. Leading is the set of processes used to get
people to work together to advance the interests of the organization.
Controlling: The final phase of the management process is controlling, or
monitoring the organization’s progress its goals. As the organization moves
toward its goals, managers must monitor progress to insure that the
organization is performing in such a way as to arrive at its “destination” at
the appointed time. 38
 Fundamental Managerial Skills
To carry out these management functions properly, mangers rely on a
number of specific skills. The most important managerial skills include
technical, interpersonal, conceptual, diagnostic, communication, decision-
making, and time-management skills.
Technical Skills: Technical skills are the skills necessary to accomplish or
understand the specific kind of work being done in an organization. Project
engineers, physicians and accountants all have the technical skills
necessary for their respective professions. Technical skills are especially
important for first-line managers. These managers spend much of their
time training subordinates and answering questions about work-related
problems. They must know how to perform the tasks assigned to those
they supervise if they are to be effective managers.
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Interpersonal Skills: Managers spend considerable time interacting
with people both inside and outside the organization. For obvious
reasons, then, the manager also needs interpersonal skills-the ability
to understand and motivate individuals and groups. As a manager
climbs the organizational ladder, he must be able to get along with
subordinates, peers, and those at higher levels of the organization.
Because of the multitude of roles a manager must fulfill, he or she
must also be able to work with suppliers, customers, investors, and
others outside of the organization.

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Conceptual Skills: Conceptual skills depend on the manager’s ability
to think in the abstract. Managers need the mental capacity to
understand the overall workings of the organization and its
environment, to grasp how all the arts of the organization fit
together, and to view the organization in a holistic manner. This
allows them to think strategically, to see the “big picture”, and to
make broad-based decisions that serve the overall organization.

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Diagnostic Skills: Successful mangers also possess diagnostic skills, or
skills that enable a manager to visualize the most appropriate
response to a situation. A physician diagnoses a patient’s illness by
analyzing symptoms and determining their probable cause. Similarly,
a manager can diagnose and analyze a problem in the organization by
studying its symptoms and then developing a solution.

Examples: Vehicle meeting accident while bringing employee to the

office.

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Communication Skills: Communication skills refer to the manager’s
abilities both to effectively convey ideas and information to others
and to effectively receive ideas and information from others. These
skills enable a manager to convey ideas to subordinates whereby they
know what is expected of them, to coordinate work with peers and
colleagues so that they work well together, and to keep higher-level
managers informed about what is happening. In addition,
communication skills help the manager listen to what other say and
understand the real meaning behind letters, reports, and other
written communication.

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Decision-Making Skills: Successful managers also possess strong
decision making skills. Decision-making skills include the
manager’s ability to correctly recognize and define problems
and opportunities and then select and appropriate course of
action to solve problems and capitalize on opportunities.
Decision-making skills play a critical role in virtually every phase
of a manager’s work.
 

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Time-Management Skills: Finally, effective managers have
good time-management skills. Time-management skills refer
to the manager’s ability to prioritize work, to work efficiently,
and to delegate appropriately. As already noted, managers
face many different pressures and challenges. It is too easy
for a manager to get bogged down doing work that can easily
be postponed or delegated to others. When this happens,
unfortunately, more pressing and higher-priority work may
get neglected.

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 The Science and the Art to Management 

Given the myriad skills and complexity inherent in the

manger’s job, a reasonable question relates to whether
management is a science, or if it is more of an art. In fact,
effective management is a blend of both science and art.
Successful executives recognize the importance of combining
both the science and the art of management as they practice
their craft.

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The Science of Management: Many management problems
and issues can be approached in ways that are rational,
logical, objective, and systematic. Mangers can gather data,
facts, and objective information. They can use quantitative
models and decision-making techniques to arrive at “correct”
decisions. And they need to take such a systematic approach
to solving problems whenever possible, especially when they
are dealing with relatively routine and straightforward issues.
Technical, diagnostic, and time-management skills are
especially important when practicing the science of
management.
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The Art of Management: Even though they may try to be
scientific as much as possible, managers must often make
decisions and solve problems in the basis of intuition,
experience, instinct, and personal insights. Relying heavily on
conceptual, interpersonal, and communication skills, for
example, a manger may have to decide between multiple
courses of action that look equally attractive. Solving unusual
and no routine problems almost certainly requires an
element of intuition and personal insight.

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THANK YOU ALL

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