MGT5313 International Organizational Behaviour

How MGT5313 is assessed

The published course outline and the separate published assessment details list these four components with identical weights, and they total 100%. Two points go with the table. Inside the forty per cent group project there is a further published split, which is background of the company five, review of concepts ten, analysis and discussion seventy, recommendations ten and conclusion five; those are shares of the presentation rather than of the course, so they are not added here. And the two documents differ on when the case discussions run: the assessment details say Week 4 to Week 10, while the teaching schedule places the first pair in Week 5 and the last pair in Week 10. Confirm the current dates, the submission settings and any condition on passing with the course site.

Current MGT5313 dates

Dates are as published in the case discussion schedule circulated for the Monday section of this offering. Confirm exact deadlines and submission settings in the live LMS.

What MGT5313 covers

Ten chapters follow the published teaching schedule from the foundations of organizational behaviour through culture, attitudes, diversity, leadership and teams to motivation, change and power.

The three intended learning outcomes are to demonstrate knowledge of the key concepts, to apply theoretical frameworks to evaluate cross cultural differences and their implications, and to conduct research on an organizational behaviour topic in a cross cultural setting and propose recommendations.

Every assessed component is a performance rather than a piece of recall, so the guide is built around the moves rather than around the summaries.

Foundations of Organizational Behaviour

The opening chapter fixes the vocabulary the other nine borrow.

Organizational behaviour is defined as the study of three things at once, human behaviour in organizational settings, the interface between that behaviour and the organization, and the organization itself, and almost every question in this course turns on which of the three a problem belongs to.

The chapter separates productivity from performance and both from commitment, sets organizational citizenship against dysfunctional behaviour, and works through the systems, situational and interactionalist readings that the field kept.

Organizational Culture and Its Components

Culture is defined as a system of shared meaning that distinguishes one organization from others, and the second half of that definition does the work: a description that would fit any firm in the sector has not described a culture.

The chapter builds the seven primary characteristics, the components from values and norms through artefacts, rites, stories and symbols, the difference between strong and weak cultures and between a dominant culture and its subcultures, and two published typologies that share two cells and part company on the other two.

Managing Attitudes, Values and Emotions

Attitudes are built from cognition, affect and intention, and form in that order.

The chapter separates job satisfaction, organizational commitment and employee engagement, which point at three different objects and are routinely reported as one number, then works through cognitive dissonance and the three exits from it.

Emotional labour arrives with its own vocabulary: display rules, the two kinds of acting they force, and the strain left over, and the chapter closes on the six cultural dimensions with the published index values for several economies.

Personality and Diversity in the Workplace

Week four pairs a personality inventory exercise with diversity as an organizational property, and the four layer model supplies the join: personality sits at the centre, surrounded by internal, external and organizational dimensions.

The chapter reads a published workforce audit closely, and the reason is that the audit concludes something its own collected data cannot reach, which makes it the best available training in the difference between an evidenced finding and a reasonable belief.

Organizational Leadership Styles

Four opposed style pairs from the course material give a manager four independent readings rather than one label.

Three construct sets then arrive within a fortnight, authentic leadership with its four components, empathy graded from understanding through feeling to acting, and trust read as character plus competence.

The chapter also ranks the week's readings by what each one's method can actually support, which is the discipline the rest of the course depends on.

Leading Culturally Diverse Teams

Three design decisions taken in order: where the work happens, which decisions are made synchronously, and which of a team's norms are the organization's values rather than one site's habits.

A published account of a hybrid working design supplies the worked example, and two mechanisms explain most of the difficulty, the sorting of people into groups and the accepted distance between employees and superiors.

Silence is treated as the most over interpreted evidence in the course.

Motivation Within Organizations

This chapter is a reading procedure rather than a tour of theories, because the examinable weakness in this area is misreading survey means rather than ignorance.

Four checks are applied to the week's own reading: find the sample size, find the scale anchors, look for the dispersion and the test, and check the recommendation against what was measured.

An incentive inventory is then sorted by what each incentive reaches, since only one of the three tiers changes the work itself.

Motivating People Around the World

A published survey of one hundred and forty employees ranks fourteen motivators, and the chapter reads the flatness of the top group before the order of it.

The transfer question that the course attaches to every case finally has data on both sides, and the answer separates the ranking, which does not travel, from the instrument, which does. The chapter also works through what the survey's second table can and cannot support.

Organizational Change and Change Management

A culture is produced by four interacting factors and they do not move at the same speed.

People and ethics change over years; structure and property rights change with a decision.

The chapter reads four published corporate change accounts as four lever choices, sets an adaptation case against a firm designed around its model from the start, and argues for reversing the usual sequence so that the values statement comes last.

Power, Influence and Politics

The final taught chapter gives the vocabulary for what every earlier chapter was quietly describing.

Property rights are graded from shareholders to frontline employees, structure teaches people what behaviour is rewarded before anyone tells them, and politicised behaviour is treated as a routing problem: a disagreement always goes somewhere, and the senior person in the room sets the relative price of the two routes.

How to use this guide

Read the front matter first, then work one chapter at a time, and choose the organization for your group project while you are still in the first chapter.

Each chapter ends in practice items with full answers; write your own answer before reading them, because recognising a good answer and producing one in a fifteen minute discussion slot are different abilities and only the second is assessed.

The practice chapter plans a complete group project end to end on an organization invented for the purpose, and the closing chapter is a final pass for quiz day and presentation day.

Evidence and assessment control

Assessment labels and weights follow the published course outline and assessment details for this offering, which agree with each other and total one hundred per cent.

Teaching explanations, worked examples and practice items are independently authored and are not University assessment material; any marks shown on them are an AskSia study allocation.

No hurdle, pass mark or late penalty is stated anywhere in the course materials, which is an absence of a published rule rather than a published absence of one, so confirm those on the course site along with the current dates and submission settings.

Worked example · free

Turn a complaint into a problem statement a recommendation can answer

Key terms

Organizational Culture

The shared meanings its members hold, which set one organization apart from the next, and a pattern made of values and norms, of beliefs, attitudes and assumptions, governing conduct and the way work actually gets done.

Dominant Culture

The values most members hold in common, which give the organization its own recognisable personality. It coexists with subcultures rather than replacing them.

Subculture

A set of values and norms that grows up in one department or site around the problems that group keeps meeting. Most large organizations carry several.

Property Rights

The rights an organization gives its members to receive and use its resources, graded from shareholders through top and middle managers to frontline employees. Different rights systems produce different cultures because they shape what people expect from their own actions.

Organizational Citizenship

Behaviour that adds to the organization on balance while falling outside what the job strictly requires, such as covering for a colleague or helping a new starter.

Dysfunctional Behaviour

Behaviour that detracts from rather than contributes to organizational performance. The published list runs from absenteeism, turnover and theft through harassment and bullying to politicised behaviour such as spreading rumours, and rudeness.

Cognitive Dissonance

The anxiety a person experiences when their behaviour contradicts their attitudes, or when they hold two contradictory attitudes at once. It is reduced by changing the attitude, changing the behaviour, or finding information that reprices the two.

Emotional Dissonance

The strain produced when what a worker feels and what they are required to show come apart. It is the cost side of a display rule.

Display Rules

The organization's standing rules about which feelings may be shown at work, a policy requiring staff to serve with a smile being the standard example. They are met either by surface acting or by deep acting.

Power Distance

How far a population accepts that power inside its institutions is unequally held, read as the felt distance between staff and the people above them. High scores go with acceptance of hierarchical structures.

Uncertainty Avoidance

How threatening a population finds ambiguity and unstructured situations, and how hard it works to steer clear of them. Weak avoidance is associated in the course material with greater tolerance for deviant thinking.

MGT5313 FAQ

Questions students ask in each MGT5313 chapter

Why does the definition of organizational behaviour name three things rather than one?

Because the field studies individual behaviour, the meeting point between that behaviour and the organization, and the organization as an entity, and interventions at one of those levels often cannot repair a problem sitting at another. A reward redesign cannot fix a structural defect, and a restructure cannot fix a selection problem. Naming the level first is what makes a recommendation implementable by someone. Chapter 01 · Foundations of Organizational Behaviour

Can a company have more than one culture at the same time?

Yes, and most large ones do. The dominant culture carries the values most members hold in common, while a subculture grows up wherever one department or site meets its own recurring problems. Finding that head office and the regions describe the firm differently is therefore a normal structural fact rather than evidence of failure, and the useful question is whether the subcultures work against the dominant one or merely alongside it. Chapter 02 · Organizational Culture and Its Components

Why separate job satisfaction from organizational commitment if both are about being happy at work?

Because they point at different objects and can move in opposite directions. Satisfaction concerns the work itself, commitment concerns identification with and attachment to the organization, and after a merger or a change of ownership it is common to see high satisfaction sitting beside falling commitment. Treating them as one number hides exactly the pattern a retention decision needs to see. Chapter 03 · Managing Attitudes, Values and Emotions

Why does the chapter spend so long criticising one reading?

Because appraising evidence is one of the three published learning outcomes for this course, which asks you to conduct research and propose recommendations, and because this particular reading fails in an unusually teachable way. It is a published, peer reviewed article whose conclusion reaches past the data it collected, and noticing that is a transferable skill worth more than any fact the paper contains. Chapter 04 · Personality and Diversity in the Workplace

Which leadership theory does this course want me to use?

It does not pick one, and that is deliberate. Three construct sets arrive in the same fortnight and each notices something different about the same person, so the marked skill is naming which one you are applying and keeping to it. A presentation that uses authentic leadership for the analysis and empathy for the recommendation, without saying so, reads as a change of subject rather than as a synthesis. Chapter 05 · Organizational Leadership Styles

My distributed team never disagrees in meetings. Is that a good sign?

It is not evidence either way, and treating it as agreement is the commonest error in this part of the course. Silence is consistent with assent, with disagreement that costs too much to voice, with not having followed, and with a norm against contradicting a superior in public. The diagnostic move is to open a channel where dissent is cheaper, typically individual written input before the meeting, and see whether the picture changes. Chapter 06 · Leading Culturally Diverse Teams

Do I need to know Maslow, Herzberg or expectancy theory for this course?

Neither of the two motivation readings uses them, and the concepts examined in this week come from the lecture material and from the instruments the studies actually applied, which separate intrinsic from extrinsic motivation. If you bring a named theory from outside, say where you got it and use it as your own frame rather than attributing it to the reading, since that is the honest version and the rubric rewards declared integration. Chapter 07 · Motivation Within Organizations

Can I say that job stability is the top motivator in that country?

Not from this study. Four items sit within about two percentage points of each other at the top of a fourteen item ranking in a sample of one hundred and forty, which is inside what sampling variation alone would move. The supported statement is that a leading group of six motivators exists, mixing financial and relational items, and that penalties sit far below everything else as the only item the authors report as not raising motivation. Chapter 08 · Motivating People Around the World

Why do culture change programmes so often fail?

Because they aim at the two factors that move slowest. A culture is produced by the people, the ethics, the structure and the property rights system, and a values launch with training addresses the first two, which are the outcome of years of selection and example. The two factors a named person could change this quarter, structure and what the organization rewards, are usually left exactly as they were, so behaviour is still being priced the old way. Chapter 09 · Organizational Change and Change Management

Is organizational politics always a bad thing?

The course lists politicised behaviour such as spreading rumours among the dysfunctional behaviours, so the specific behaviour is treated as costly. What is not treated as a character flaw is the fact that disagreements get settled somewhere. The productive question is what makes the open route expensive in a given organization, because that is a condition a manager can change, whereas describing a division as political is a label that suggests no action. Chapter 10 · Power, Influence and Politics

How to prepare for the assessments

Choose the organization for your group project in the first week and carry it through every chapter, answering each chapter's question about that firm before you read the chapter's own answer.

Then rehearse the one move the whole course assesses: state the construct you are using, state what the evidence in front of you establishes and what it does not, and state the condition under which the practice would carry to another setting.

Twenty minutes of that on paper is worth more than a second pass over a reading, because it is the only exercise that rehearses what the case discussion, the quizzes and the project all ask for.

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