UCL School of Management

Module Fact Sheet

MSINGC05: Organisational Behaviour and Leadership

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This is a past version of this module for MSINGC05 17/18.
Click here for the current version.
Taught by
Bruce Stening
Zhuang Yang
Level
Masters
Prerequisites
None
Eligibility
MBA students only
Terms
1,2
Delivery method
For full-time students 8 x 3 hour sessions over two weeks. Part-time students 8 x 3 hour sessions over two weekends.
Assessment
Individual coursework 1 (reflective paper) (2,500 words) 20%, Individual coursework 2 (reflective paper) (2,500 words) 20%, Group report (4,000 - 5,000 words) 20%, Group presentation (15 minutes) 20%, Class participation 10% and Peer reflection 10%

Course overview

The first part of this module is a management skills practicum focusing on managing organizational behavior.  Students complete online exercises that identify areas of strength and weakness in different areas.  Lectures give students a firm foundation in OB theory and cover practical steps that can be taken to build each person’s level of skills.

The second part of this module focuses on understanding key leadership theories and building the leadership skills of students, particularly in relation to working in a complex, uncertain, and diverse global environment.  A significant part of the course is devoted to a team project that investigates leadership practices in real companies.

Learning outcomes

After completing this module, students should have the following enhanced abilities in relation to managerial skills:

·         The ability to work effectively with colleagues

·         The ability to undertake their tasks in a highly professional and ethical manner

·         The ability to manage themselves and others

·         The capacity to think critically about emerging issues affecting both the private and public sectors

·         The ability to communicate effectively with others

·         The ability to build and manage teams.

After completing this module, students should have the following enhanced abilities in relation to global leadership skills:

·         An understanding of the basic theories of leadership, especially from a contingency perspective

·         The ability to operate in leadership roles in a global context

Much emphasis is put on helping students understanding and developing their core values.

Topics covered

Course 1: Managing Organisational Behaviour

·         Developing Self-Awareness

·         Managing Stress and Well-Being

·         Building Relationships by Communicating Supportively

·         Gaining Power and Influence

·         Motivating Others

·         Managing Conflict

·         Empowering and Engaging Others

·         Buiding Effective Teams and Teamwork

·         Leading Positive Change

Course 2: Global Leadership

·         Nature of management

·         Nature of leadership

·         Traits of Leadership

·         Values of Leadership

·         Sources of Leadership

·         Leadership Practices/Cases

·         Speaker(s) on Leadership practice

·         Team Leadership reports/presentation

Assessment summary

Individual coursework 1 (reflective paper) (2,500 words) 20%, Individual coursework 2 (reflective paper) (2,500 words) 20%, Group report (4,000 - 5,000 words) 20%, Group presentation (15 minutes) 20%, Class participation 10% and Peer reflection 10%

Essential reading

Course 1: Managing Organisational Behaviour

·         David A. Whetten & Kim S. Cameron, Developing Management Skills (Ninth edition) (Harlow, Essex, England: Pearson, 2016) [ISBN 13: 978-1-292-09748-0]

Course 2: Global Leadership

·         Leadership, eighth edition, by Hughes, Ginnett, Gurphy, McGraw Hill Intl ed.

·         The Leadership Challenge,  latest edition, by Kouzes and Posner

·        The Quantum Leader, by Danah Zohar 

Past versions of this module

MSIN0119 18/19

MSINGC05 17/18

Last updated Wednesday, 26 June 2019