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SBLC4005 :Organisational Behaviour

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SBLC4005 Organisational Behavi ...

Answer: Introduction:  The aim of report is to discuss the organizational behavior of Casual Togs Inc, a fashion women apparel-producing firm as provided by a case study. The discussion in th ...

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SBLC4005 Casestudy on Manageme ...

Answer: The main objective of this report is to analyse Casual Togs which is a production firm, 20 years old and has specialization in garment production. The company produces garments for women wh ...

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SBLC4005 Organisational Behavi ...

Answer: Introduction: The report aims to provide an overview of the organizational behavior based on an apparel company mentioned in the case. The discussion of this report revolves around Casuals ...

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SBLC4005 Organisational Behavi ...

Answer: Introduction Organizational behaviour is considered as the study of the approach where people communicate within groups (Oswick, Grant, Marshak and Wolfram Cox, 2010). Generally, This stud ...

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Human Resource Management ...

Bratton, J. & Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. ...

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Journal of Organizational Beha ...

Carter, M.Z., Armenakis, A.A., Feild, H.S. & Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. J ...

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Managing Service Quality ...

Choi, S., Cheong, K.K. & Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the conte ...

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Journal of Leadership ...

Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), p.119. ...

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Human Resource Management Inte ...

Davis, P.J., 2015. Implementing an employee career-development strategy: How to build commitment and retain employees. Human Resource Management International Digest, 23(4), pp.28-32. ...

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Human Resource Management Jour ...

De Gieter, S. and Hofmans, J., 2015. How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach. Human Resource Management Journal, 25(2), p ...

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Total Quality Management & Bus ...

Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management & Business Excellence, 22(5), pp.553-66. ...

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Crossing of Boundaries–Subor ...

Diefenbach, T. & Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. ...

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SBLC4005 - Organisational Behaviour Assessment Answers

Many units may be included in the course evaluation to assist students better comprehend the theoretical and conceptual underpinnings of current trends in organisational behaviour. There will be official teaching activities such as lectures, seminars, and practical courses in addition to the unit learning in the course of the course. Organizational psychology, sociology, international business, personnel administration, labour law, and organisational theory are only a few of the specialties represented among the faculty. Also, each year, renowned academics from around the world are brought to campus to share their research and connect with faculty and students. The university will employ a combination of individual and group assignments, presentations, and exams to gauge student progress. One of the most essential behavioural aspects in an organisation is cooperation, thus students will be given group tasks to help them learn about the necessity of working together. Graduates of this programme will be eligible for a wide range of jobs and will be able to make their mark on the digital revolution as it alters our world.

This course SBLC4005 at the University of Wales Trinity Saint David focuses on the study of how people interact in groups, and its principles are used mostly to increase the efficiency of businesses. It's a cornerstone of corporate human resources and encompasses a wide range of studies aimed at improving work performance, increasing job satisfaction, stimulating innovation, and promoting leadership. One of the course's objectives is to provide students with a comprehensive understanding of how people behave both in formal and informal organisational settings. In addition, students learn how to apply psychological and sociological concepts and methodology to the study of human behaviour and management in major corporations as part of their training for careers in academia and research. Academic departments and professional institutions, particularly those with a focus on management, will be able to employ students with this credential. University of Wales Trinity Saint David students specialise in either micro-organizational behaviour or sociology, receiving a solid grounding in both disciplines as well as cutting-edge instruction in organisational behaviour. All of these disciplines, as well as empirical study into organisational phenomena, are included in the course requirements for this degree programme. Students have the choice of focusing on the micro or macro levels while conducting research (such as interpersonal psychology or sociology). Wales Trinity Saint David recognises the growing significance of organisational behaviour (OB) in today's rapidly shifting global environment, particularly for managers and business executives who need to keep abreast of changes in the workforce as well as shifts in employee motivation. Upon course completion, students will be prepared to enter a wide range of professions, from politics to management. A PhD in Organizational Behaviour and Theory at the university could be an option for them in the future.

Individual and group management, power and politics, conflict management, and organisational change are just a few of the topics that will be explored in this course on organisational behaviour. Two of the primary objectives of the research in this field are to better understand workplace phenomena and to promote social sustainability in an increasingly globalised environment. The curriculum focuses on organisational behaviour, although students are allowed to pursue their own interests in the topic. It's been broken into many parts that cover a variety of themes and theories about organisational behaviour. Students are introduced to the fundamentals of organisational behaviour in Unit 1, which serves as a foundation for further study. In this unit, students will study about OB's past and present. An understanding of OB is not possible without an understanding of the micro-level components. Managing persons and how they interact with one other is the focus of Unit 2. A major focus for students in this course is self-examination, as well as learning about what makes others work so hard. There are certain qualities that are more desirable than others in a professional setting, such as the ability to handle stress. Organizational group management is the focus of Unit 3. To be an effective team, there are several characteristics that successful teams and groups have, such as proper group growth, the establishment of rules, and leadership and a strong communication network. This and other topics will be thoroughly discussed during the course. Student learning in this course is focused on developing the capacity to work well in a team or a group. Unit 4 focuses on leveraging power, which is crucial to the development of any organisation because of the importance of power. In this course, you will learn about the distinction between influence and manipulation. In the last portion, of this unit debate surrounding the ethics of power and how it connects to the politics of organisations are to be explored. Power abuse is an all-too-common occurrence in the workplace, and college students are acutely aware of it. Ethical considerations have been more prominent at business schools in the last decade or so, especially when it comes to concerns like power and privilege. The management of conflict in the organisation will be the focus of the following unit. Managing conflict and developing a plan for resolving it within an organisation are the primary topics of this course. As a result of healthy conflict, employees are motivated to defend their positions and openly debate ideas. They are responsible for preventing these conflicts from escalating. Change management in organisations is the focus of the last unit, which strives to achieve and educate students on the necessity of change. As a whole, this course unit provides students with the skills and knowledge they need to understand about organisational behaviour and the theories that go along with it. Learn inquiry skills that may be used to address a wide variety of organisational difficulties and how to deal with these behavioural challenges in a constructive manner. Location Wales Trinity Saint David Study Level Graduation in Organisational Behaviour Course Code SBLC4005

Students must obtain at least 50% on the final exam to be eligible for the certificate. The student's grade will be decided as soon as the test is completed. Because this is a full-time degree programme, all students must attend classes on a regular basis in order to graduate with a master's degree in organisational behaviour.

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Referencing Related to SBLC4005 Organisational Behaviour

CARTER, M.Z., ARMENAKIS, A.A., FEILD, H.S. & MOSSHOLDER, K.W.,

Journal Of Organizational Behavior

In-text: ((Carter, M.Z., Armenakis, A.A., Feild, H.S. & Mossholder, K.W., 2013))

Your Bibliography: Carter, M.Z., Armenakis, A.A., Feild, H.S. & Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58.

CHOI, S., CHEONG, K.K. & FEINBERG, R.A.,

Managing Service Quality

In-text: ((Choi, S., Cheong, K.K. & Feinberg, R.A., 2012))

Your Bibliography: Choi, S., Cheong, K.K. & Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516.

CLOUTIER, O., FELUSIAK, L., HILL, C. AND PEMBERTON-JONES, E.J.

Journal Of Leadership

In-text: ((Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J. 2015))

Your Bibliography: Cloutier, O., Felusiak, L., Hill, C. and Pemberton-Jones, E.J., 2015. The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), p.119.

DAVIS, P.J.,

Human Resource Management International Digest

In-text: ((Davis, P.J., 2015))

Your Bibliography: Davis, P.J., 2015. Implementing an employee career-development strategy: How to build commitment and retain employees. Human Resource Management International Digest, 23(4), pp.28-32.

DE GIETER, S. AND HOFMANS, J.,

Human Resource Management Journal,

In-text: ((De Gieter, S. and Hofmans, J., 2015))

Your Bibliography: De Gieter, S. and Hofmans, J., 2015. How reward satisfaction affects employees’ turnover intentions and performance: an individual differences approach. Human Resource Management Journal, 25(2), pp.200-216.

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