School of Business

MBA Program
Course Name: Management and Organizational Behavior
Course Code
BUS520
& Section No:
Semester: SPRING 2020 [Section 5]

INSTRUCTOR & DEPARTMENT INFORMATION

1. Instructor Name: Dr. Muhammad Shahin Miah
PhD (New Zealand), CPA (Australia)
Assistant Professor & Associate Director
Master of International Trade and Business
Department of International Business
University of Dhaka
&
Ex-Lecturer of Business
Auckland University of Technology (AUT); Auckland, New Zealand
2. Instructor Office Adjunct faculty office (NAC 985)
3. Office Hours: 6pm-7pm (other time); Please confirm your appointment by email.
4. Email Address: mshahin@du.ac.bd
5. Department: Management, School of Business

COURSE & SECTION INFORMATION

Class Time &
7-10 pm Section 4 (Tuesday) NAC 508
Location
Course
Prerequisite(s)
Course Credit
3.0
Hours
Course This course integrates the study of management principles and practices with
Description the study of human behavior within organizations. This amalgamation will
enable students to use their understanding of “how organizations function’ in
developing applied behavioral skills necessary for managerial skills. Topics
include perception and decision-making, conflict and negotiation, motivation
and leadership theories, control, planning, organizational culture, structure and
change, communication and interpersonal relationships.
Course Objectives 1. To develop a theoretical background in general aspects of management
and organizational behavior.
2. To inform students about managerial roles and their essential skills.
3. To postulate contemporary issues of organizational structure and
managerial control and to explain contingent outcome of managerial
success influenced by organizational culture and personality.
4. To enhance skills in perceiving different organizational relations,
improving decision making ability, and resolving organizational
conflicts and politics.
 5. To explain the complexity of motivation and to provide its theoretical
paradigm.
6. To prepare students to understand organizational culture, develop
leadership traits, and practice organizational ethics.
7. To demonstrate examples in delivering formal presentation about
management and OB topics of relevance.
Student Learning Upon completion of this course, students will be able to:
Outcomes
 Understand the theoretical underpinnings of organizational relations and
organizational management.
 Recognize the various forms of skills and roles of managers.
 Analyze perception process in the organizational life and develop
appropriate decision-making skill as a manager.
 Conceive appropriate traits of personality to demonstrate performance
of a good manager.
 Recognize positive and negative aspects of conflict and select
appropriate conflict resolution strategies in the organizational life.
 Understand different motivational processes and apply motivational
concepts in the organizational relations and job redesign.
 Diagnose the impact that different attitudes and values have on
organizational behavior.
 Address and use a systematic and comprehensive approach to solve
organizational problems as the leader keeping organizational ethics.

Text Book(s)

Author Title Edition & Year

Stephen P. Robbins, Timothy A. Judge Organizational Behavior 17th edition (2017)
Newstro, J.W. & Davis, K. I Organizational Behavior: Human 11th Edition
behavior at work
ASSESSMENT STRATEGY AND GRADING SCHEME
Different modes of assessment Percentage
Class Attendance and Participation 5
Exam Midterm(s) 40%
Case Study, Term Paper & Presentation 15%
Quizzes, Assignments 15%
Final Exam 25%
CLASSROOM RULES OF CONDUCT

1. You may use your laptops in the class for class related work. Do not use your laptop for non-class
related work or in any manner that will be distracting to other students or the instructor.

2. Use of cell phones in class is not permitted.

3. Students are advised to frequently refer to the student code of conduct of North South
Universityon the following link:http://www.northsouth.edu/student-code-of-conduct.html

4. Academic Integrity Policy:

School of Business does not tolerate academic dishonesty by its students. At minimum, students
must not be involved in cheating, copyright infringement, submitting the same work in multiple
courses, significant collaboration with other individuals outside of sanctioned group activities, and
fabrications.

Students are advised that violations of the Student Code of Conduct will be treated seriously,
withspecial attention given to repeated offences.

Please Refer to NSU Student Code of Conduct, Sections: “Violations of Code” and “Disciplinary
Sanctions”.

LATE ASSIGNMENT POLICY

Promptness is a highly valued attribute in the workplace. Employees are expected to plan ahead to meet
deadlines. Managers reprimand or terminate employees who are repeatedly late in submitting
assignments. In this course, submitting assignments late will be penalized. For each day late, 10 percent
will be deducted from the value of the assignment.
GROUP PROJECTS POLICY

Each group (between 2-5 students) will submit a final report consisting of 3000 words (electronic copy).
Each team will also present the project for 20 to 25 minutes. More details about the structure,
components, time and criteria for assessment of the project will be announced during the semester.

EXAMS AND MAKE UP POLICY

In order to complete the course, students must submit all the required assignments and sit for the exams.
Make-up exams are not given unless there is a major circumstance preventing the student from sitting in
the exam (official material evidence is required). The timing of the make-up is to be fixed with the
instructor of the course if granted.

Cell phones are prohibited in exam sessions.

ATTENDANCE POLICY

Students are required and expected to attend all classes and participate in class discussions. North South
University mandates to fail students who are absent 25% or more from their classes, even if such
absences are excusable.

Please Refer to NSU Student Handbook, Section: “Study Principles and Policies”
COMMUNICATION POLICY

All communication should take place using the instructor’s email.

APPROPRIATE USE POLICY

All members of the North South University community must use electronic communications in a
responsible manner. The University may restrict the use of its computers and network systems for
electronic communications subject to violations of university policies/codes or local laws or national
laws. Also, the university reserves the right to limit access to its networks through university-owned or
other computers, and to remove or limit access to material posted on university-owned computers.

STUDENTS COMPLAINTS POLICY

Students at North South University have the right to pursue complaints related to faculty, staff, and other
students.  The nature of the complaints may be either academic or non-academic.  For more information
about the policy and processes related to this policy, you may refer to the students’ handbook. 

COURSE CONTENTS

SL. Topic Reading

1 The dynamics of What is organizational behaviour (OB), Robbins and Judge
people and fundamental concepts of OB, disciplines (Chapter 1)
organisation contributing to the OB field; challenges and Newstrom and
opportunities for OB; Developing an OB Davis
model
2 Diversity in What is workforce diversity, its significance, Robbins and Judge
organization level of diversity, discrimination and its (Chapter 2)
forms; Biographical characteristics, what is Newstrom and
ability? And its types; How to implement Davis
diversity management strategies?
Implementation for managers
3 Foundation of Main components of attitudes; OB and Robbins and Judge
Individual Behaviour: attitude, and its impact on workplace; major (Chapter 3)
Attitude and Job job attitudes; changing employee attitude, Newstrom and
Satisfaction measuring job satisfaction; causes of job Davis
satisfaction; impact of satisfied and
dissatisfied employees on the work place;
4 Foundation of Basic moods and its impact on work; the Robbins and Judge
Individual Behaviour: functions of emotions, sources of emotions (Chapter 4)
Emotions, Moods, and and moods; factors influencing mood, Newstrom and
Personality emotional labour; emotional intelligence; OB Davis
applications of emotions and moods, what is
personality; the Myers-Briggs type indicator;
the Big Five personality model; other
personality traits relevant Chapter 5)to OB
5 Perception and Perception in organisation; Basic perceptualRobbins and Judge
Individual Decision process, making judgement about others, (Chapter 6)
Making decision making in an organisation; Newstrom and
Davis
6 Foundations of Group Defining and classifying groups; importance Robbins and Judge
Behaviour of forming group, five-stage group (Chapter 9)
development model; group properties, group
decision making
7 Understanding Work Significance of team, differences between Robbins and Judge
Teams groups and teams; types of teams, creating (Chapter 10)
 effective teams, turning individuals into team
player
8 Power and Politics What is power, contrasting leadership and Robbins and Judge
power; bases of power, dependence, the key (Chapter 13)
to power, sources of dependence, power
tactics organisational politics; causes and
consequences of political behaviour,
responses to organisational politics,
impression management techniques
9 Conflict and Defining conflict, differentiate among the Robbins and Judge
Negotiation traditional, interactionist and managed (Chapter 14)
conflict views of conflict; conflict process;
Define negotiation, contrast distributive and
integrative negotiation process, Negotiation
process, characteristics of effective
negotiation, barriers to effective negotiation;
negotiation strategies
10 Organisational Defining organisational culture way of Robbins and Judge
Culture, Change, and learning culture, Spirituality and (Chapter 16 and
Stress Management organisational culture, forces of Chapter 17)
organisational change, resistance and
overcoming resistance to change, approaches
to managing change, work stress and its
management
Final Examination

Note: The instructor reserves the right to make changes to the syllabus if necessary.

Good luck!