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Micro-credential Organisational Behaviour (March 2025) - UROX+ Micro-credential Organisational Behaviour (March 2025) - UROX+
5.00
(3 Ratings)

Micro-credential Organisational Behaviour (March 2025)

Categories: CCE, Micro-credentials
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About Course

This course is unique as it is based on a field of study that draws upon a diverse range of disciplines for a systematic and integrated approach to the study of human behaviour. The primary purpose of this course is to increase students’ appreciation on the management of organisations through the development of knowledge of human behaviour. In this course you will explore theories, practices, and issues relating to human behaviour at the individual, group and organisational level. Students will analyse the dynamics of how and why employees and managers behave the way they do in organisations and the subsequent impact on performance. This course takes an integrated and contingency approach to management and has an applied focused. With active participation in this course, students will be able to gain an appreciation of organisational behaviour as a field of study that can be used in the effective management of people and organisations.

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Course Content

Introduction to Organisational Behaviour
Introduction: Organizational behavior is the study of how people interact within organizations. Interpersonal skills refer to our ability to work with people and affect the organization's effectiveness, performance, and turnover rate.

  • Introduction
  • Chapter 1 slides Introduction to OB
  • Recording Live Class on 15 Mac 2025
    00:00

Diversity in Organisation
The diversity of an organization refers to the variety of personal characteristics and backgrounds within its workforce. This includes factors like race, gender, age, religion, cultural background, sexual orientation, abilities, and even different skill sets and experiences. A diverse organization brings together people with varied perspectives and ideas, which can lead to more creativity, problem-solving, and innovation.

Personality and Values
Personality – What significance, if any, does the Big Five model offer managers? From the early 1900s to the mid-1980s, researchers pursued a connection between personality and job performance. "The result of those 80-plus years of study was that personality, and work performance were not substantially linked across traits or conditions." Nevertheless, the past 20 years have been more positive, primarily due to the results of the Big Five. Viewing candidates for high conscientiousness — as well as several other Big Five attributes, depending on the requirements that the company considers most important — should pay dividends. For instance, managers do need to take into account the aspects of the situation. Variables such as job demands, the degree of interaction expected with others, and the culture of the organisation are examples of situational variables that regulate the relationship between personality and job performance. You need to examine the task, the working group, and the company to decide the best performance of your personality. Other attributes, such as core self assessment or narcissism, may also be important in some circumstances. Even though the Myers-Briggs Type Indicator (MBTI) was widely criticised, it may have a position in organisations. In training and development, it will enable workers to truly understand one another and allow team leaders to understand better each other. And it will open up collaboration in working groups and potentially minimise tension. 

Attitudes and Job Satisfaction
Managers should be concerned about the attitudes of their employees because attitudes offer information about possible problems and influence behaviour. For example, satisfied and dedicated workers have lower turnover rates, absenteeism, and withdrawal attitudes. They do well on the job, too. Since managers want to reduce resignations and absences — especially among their most successful employees — they're going to do things that build positive attitudes to the job. “A sound degree of a job attitude is one of the most beneficial pieces of information an organisation might have about its employees.” The most useful thing managers can do to increase job satisfaction is to focus on the job's intrinsic elements, such as challenging and engaging the work. Although poorly paid workers are unlikely to attract high-quality employees to the organisation or retain high performers, managers should understand that high salaries alone are unlikely to produce a satisfactory workplace environment. Creating a happier workforce is not a guarantee of good organisational efficiency. Still, there is clear evidence to indicate that whatever managers may do to boost employee attitudes will likely result in improved organisational effectiveness

Perceptions and Individual Decision Making
Perceptions and individual decision-making are closely linked, as perceptions shape how people interpret information and ultimately guide their choices. Perception refers to the process by which individuals interpret and organize sensory information to give meaning to their environment. This process is subjective, influenced by personal experiences, expectations, emotions, and individual biases. In decision-making, perception affects how individuals identify problems, assess options, and choose solutions. For instance, people might view the same situation differently based on their unique perspectives, which can lead to different decisions in similar circumstances. Biases, such as confirmation bias (favoring information that supports existing beliefs) or availability bias (relying on immediate examples), can also distort perceptions and impact decision quality. Understanding how perception influences decision-making helps in minimizing potential biases and improving objectivity. Organizations often work to raise awareness about these influences through training on critical thinking and decision-making processes, aiming to improve the accuracy and fairness of decisions. This is especially important in roles that require judgment calls, as unbiased decision-making can enhance trust, performance, and overall outcomes in an organization.

Workplace Emotions and Stress
In this subunit on Workplace Emotions and Stress, we will explore how emotions and stress affect behavior and performance in the workplace. Emotions, whether positive or negative, can significantly influence job satisfaction, motivation, and team dynamics. Similarly, workplace stress, stemming from factors like heavy workloads and tight deadlines, can impact employee health and productivity. By understanding and managing these emotional and stress-related factors, we aim to create a more effective and supportive work environment.

Employee Motivation
In this subunit, we will delve into the concept of employee motivation and its critical role in organizational success. Employee motivation refers to the internal and external factors that drive individuals to perform their best at work. Understanding what motivates employees—whether through recognition, rewards, opportunities for growth, or a positive work environment—is essential for enhancing performance and job satisfaction. We will explore various theories and strategies related to motivation, examining how they can be applied to inspire and engage employees effectively. By focusing on motivation, we aim to foster a more productive and enthusiastic workforce, ultimately contributing to the overall success of the organization.

Group and Team Dynamics
In this subunit, we will explore Group and Team Dynamics, focusing on how groups and teams interact and function within an organization. Group dynamics refer to the social and psychological processes that influence how individuals work together in a group setting. Key elements include roles, norms, and relationships that shape group behavior and effectiveness. Team dynamics build on this by emphasizing how structured teams collaborate, make decisions, and resolve conflicts to achieve common goals. Understanding these dynamics is crucial for improving team performance, fostering collaboration, and addressing challenges that arise in group settings. By examining these processes, we aim to enhance how groups and teams work together to drive organizational success.

Leadership in Organisational Settings
This subunit delves into the essential role of leadership within organizational settings. Leadership is not just about managing tasks but about inspiring and guiding individuals and teams towards achieving organizational goals. We will explore various leadership styles, theories, and practices, examining how effective leaders influence motivation, drive performance, and shape organizational culture. Understanding leadership dynamics helps in developing strategies to lead more effectively, handle challenges, and foster a positive work environment. By studying leadership in organizational contexts, we aim to equip you with the skills to lead confidently and contribute to the overall success of the organization.

Power,Conflict and Negotiation in the Workplace
This subunit focuses on the concepts of Power,Conflict and Negotiation in the workplace. Power refers to the ability to affect the actions, beliefs, or behaviors of others, while influence involves the methods and strategies used to exert that power effectively. We will explore different types of power, such as positional, expert, and relational, and how they impact leadership and decision-making.

Organisational Culture
Organizational culture is the set of shared values, beliefs, norms, and practices that shape how employees behave and interact within a company. It defines “how things are done” in an organization and influences everything from decision-making and communication to employee motivation and customer interactions. A strong organizational culture aligns with the company's mission and goals, creating a cohesive environment where employees understand and work toward common objectives. Key elements of culture include leadership styles, workplace norms, and underlying assumptions about what is valued, such as innovation, teamwork, customer satisfaction, or efficiency. Organizational culture has a significant impact on employee morale, engagement, and retention. A positive culture can boost productivity, attract talent, and create a loyal workforce, while a toxic culture can lead to high turnover, low motivation, and poor performance. To build or improve culture, organizations often focus on leadership alignment, clear communication, employee recognition, and inclusive practices. Culture can evolve over time and must adapt to new challenges, such as changes in workforce demographics, remote work trends, and shifting market demands, to remain effective and relevant.

Organisational Change
Organizational change is the process by which companies adjust or transform their structures, strategies, processes, or culture to adapt to internal and external forces. This change can range from small shifts in day-to-day operations to large-scale transformations, such as mergers, new leadership, technological upgrades, or shifts in business strategy. Organizational change is often driven by factors like market competition, technological advancements, regulatory shifts, or evolving customer needs. Successful change requires careful planning, clear communication, and an understanding of its impact on employees. Employees may resist change due to uncertainty, fear of job loss, or discomfort with new routines, so managing resistance and fostering acceptance is crucial. Change management is a structured approach to guide and support employees through transitions. It includes strategies like setting clear objectives, involving stakeholders, providing training, and offering resources to help employees adapt. Effective change management can enhance flexibility, encourage innovation, and increase resilience, enabling organizations to stay competitive and responsive to evolving environments.

Final Assessment

Final Assessment V2
Answer all questions

Student Ratings & Reviews

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NILA A/P SUBRAMANIAM
NILA A/P SUBRAMANIAM
3 weeks ago
I would rate Madam Amrah Kamaruddin’s Micro-credential in Organisational Behaviour very highly. Her teaching was clear, and she made the concepts easy to understand and apply in real-world situations. The course was practical, well-organised, and engaging.
UR
USHA RANI A/P SEKARAN
3 weeks ago
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TUAN MOHD FAIZAL TUAN HAMAT
TUAN MOHD FAIZAL TUAN HAMAT
3 weeks ago
Its really intresting course that tech about organization behaviour
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