THE UNIVERSITY OF THE WEST INDIES

ST. AUGUSTINE
FACULTY OF SOCIAL SCIENCES
DEPARTMENT OF BEHAVIOURAL SCIENCES

GOVT 0401 ORGANIZATIONAL THEORY & BEHAVIOUR I

Course Outline – Semester I (September-December) – 2024/2025

Lecturer : Dr. Charlene M. L. Roach

Email Addresses : Charlene.Roach@sta.uwi.edu
Room Number : Faculty of Social Sciences
Class Location : JFK Auditorium @ 5-8 pm
Office Hours : Online/Via Email and 3-4 p.m. Thursdays

Welcome to Students
This course – OTB I - is an introductory course that allows students to learn many
theories of behaviour and organizations during the semester. The course is organized into
themes and topics that will be covered during the semester in seminar type sessions.
Students will learn many concepts/theories that will at first be new but in time will
become routine. Lectures are the main method for this course. In addition to lectures,
the class will also have activities for group-work, presentations, in- class exercises, and
interactive discussion when they meet for interactive tutorials. You will be expected to
participate and be engaged in each weekly session. For the weekly lectures, students are
encouraged to complete all assigned readings before the class begins. This course will
enhance your analytical abilities, understanding, and application of OTB concepts and
theories to work situations, cases, and issues in public organizations. You will also
develop basic competencies which are critical for management in the public service and
for public organizations.

Course Description
Organizational Theory & Behaviour I introduces basic concepts and focuses on theory
and application in the management of organizational theory and behaviour approaches
that can be applied to public organizations and to government employees in the public
service and other public organizations. It emphasizes classic theories, core thinkers, and
techniques that can be used to enhance managers and supervisory skills and the way this
knowledge and these skills can inform practices and impact organizations within
government/public organizations.
Purpose of the Course
This course is designed to introduce students to core concepts and theories in the study
and analysis of administrative behaviour and public organizations. It is listed among the
courses for the certificate in public administration. The benefits you will get from
successful completion of this course are:

1. Define, explain and apply key and foundational concepts, theories, and models of
organizational theory and behaviour, and
2. Develop the perceptual abilities and skills required to work as an effective
manager/supervisor of people within public organizations

Course Content
Topics/Concepts/Issues to be covered in the course are listed below in a linear manner
although this list in not exhaustive. In the delivery of the course content students are
encouraged to keep the big picture in mind as each theme/topic/seminar contributes and
builds upon the knowledge/themes to be learned from previous class sessions. By so
doing, students’ understanding of administrative behaviour and organizational theory,
concepts, and issues, will be increased. The following provides a list of the
topics/concepts/issues that will be covered in OTB I.

Organization Theory & Behaviour

Individual Differences
Mental Ability and Personality
Learning, Perception & Attribution
Classical Theories of Behaviour
Characteristics of Organizations and Environments
Diversity in Organizations
Creativity
Decision Making
Motivation & Motivational Methods & Programmes
Organizational Communication

Goals/Aims
This course is designed to provide students with a broad introduction of the concepts,
themes, core thinkers, and theories in organizational theory and behaviour. In so doing,
students will be able to understand the complexity of this subject matter and critically
develop basic competencies that can be applied to their workplaces and within other
organizational settings with a diverse workforce as government/public organizations. It
is through achieving the following course objectives (outlined below) that students realise
these goals listed above.

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Course Objectives
At the end of this course students will be able to do the following:

1. Learn and apply a deep understanding and appreciation of the core behavioural
and organizational principles upon which management skills are based.
2. Identify and explain some of the classic and foundational theories and approaches
to organization and behaviour.
3. Develop and use analytical tools, abilities, and competencies needed for critical
managerial skills.
4. Discuss and explain the basic content of this subject matter and apply this
knowledge to your organizations and workplaces especially in government/public
organizations.

Topic Objectives
Upon completion of this course, students will be able to do the following (this list in not
exhaustive and other objectives will be introduced and added during the readings/class
sessions:
1. Define organizational theory and behaviour and know the differences between
these two fields and how it impacts people at work and their behaviours.
2. Identify and explain factors that influence personality and individual differences.
3. Identify the core issues for enhancing perceptions, attributions, and learning in
workplaces.
4. Demonstrate how interpersonal and organizational communication can affect
behaviours and attitudes in organizations/workplaces and offer strategies for
managing effective communication processes.
5. Describe and assess the major theories of motivation and how these can impact a
multicultural workforce.
6. Compare and contrast models of decision making, highlighting the strengths and
weaknesses of each model.
7. Define creativity and explain how organizations can use it to transform it and
empower employees as well as identify barriers that affect this phenomenon.

Assignment
Reading assignments will be outlined in the course calendar (see pages 5 & 6). Students
will be expected to complete these readings to keep abreast of the material covered and
be engaged during the lecture and interactive tutorials during the semester.

Assessment & Evaluation

The course assessment consists of a combination of informal and formal modes for the
semester. These are listed as follows:

Course Work/Class Mid Term Exam 20% of final grade (*Nov 7th)
Final Exam 80% of final grade
Total 100% Course Grade

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*Mid Term Exam-Date 2nd November

Teaching Strategies
The following teaching strategies will be used in this course as it complements the
lecturer’s teaching philosophy.

Lecture
Class Discussion
Individual/Team Exercises
Student Presentations
Other Assignments that Involve Students’ Participation
Video Clips

Thus, the course will be taught in seminar type sessions and the above teaching strategies
can be incorporated during the sessions. There can be some form of media used during
the class sessions as determined by the lecturer and its availability.

Resources and Readings

In this course, the following recommended text can be used throughout the semester. The
course calendar will provide a detailed outline of the class topics to be covered each
week. Your prior reading of the assigned topics will be critical to your understanding of
the lecture each week and of the components covered in each topic. The class’
performance and engagement during interactive tutorials are also enriched when each
person completes assigned readings and assignments. Additional hand-outs may be given
during the semester as determined by the lecturer.

Recommended Text:
J. Du Brin, Andrew. (2007). Fundamentals of Organizational Behaviour. (4th Ed.)
Thomas & Southwestern: U.S.A.

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Course Calendar:
All Classes Meet on Designated Thursdays @ JFK Auditorium 5-8 pm
Topics/Activities Readings

Introductions, Course Overview & Orientation No Readings Assigned

Introduction to Organizational Theory & Du Brin-Chapter 1

Behaviour (OTB)

----Brief Overview of OTB

----Nature & scope of OTB

----Skill development & other benefits

Personality & Individual Differences Du Brin-Chapter 2

----Diversity of differences in people

----Personality differences

----Implications for organizations

Class Review of Topics One & Two Interactive tutorial sessions for review of Chapters 1 & 2

Perception & Attribution Du Brin-Chapter 3

----Definition of concepts

----Factors affecting concepts

----Implications for managerial practice

Individual Decision Making Du Brin-Chapter 5 (Section on This Topic)

----Nail down concept

----Models of decision making

----Application to organizations

Creativity Du Brin-Chapter 5 (Section on This Topic)

----Nail down concept

----Approaches to understanding creativity

----Benefits & challenges

----Implications for practice within organizations

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Review of Topics 3, 4 & 5 Interactive tutorial session for review of

Chapters 3 & 5

Mid Term Exam – 7th November Possible Content-Chapters for Mid Term-1, 2, 3, & 5

Motivation Du Brin Chapters 6 & 7

----Nail down concept of motivation

----Theories of motivation

----Implications for supervisors and employees

Communication Du Brin Chapter 8

----Elements of the communication process

----Forms & types within organizations

----Ways to improve & challenges faced

----Implications for managerial practice

Review of Topics 6 & 7 Interactive tutorial session for review of

Chapters 6, 7 & 8

Reading Day- no teaching November 28th Students are strongly encouraged to access course

Course Wrap Up/Ends-week of November 22nd materials for revision and preparation for final exam.

UWI Exams Schedule begins December 2nd and ends December 20th, 2024

Semester I ends December 20th 2024

Disclaimer: This course calendar should be viewed as a planning tool. In some cases,
due to holidays/University meetings/unforeseen circumstances, the course calendar,
syllabus, lectures and or interactive tutorials could be changed (inclusive of mode of
delivery). Students will be notified ahead of time of any changes and updated
accordingly.

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Additional Information

Class Attendance: It is expected that you will attend all classes and be prepared for all
class sessions in addition to your interactive tutorial sessions.

Study Tips: Outside of class sessions, you are encouraged to form informal study teams
where you can share your knowledge, discuss what you are learning, and help you to
study for the course. This is voluntary but is highly recommended.

Lecturer’s Availability: E-mail is by far the best way to contact your course lecturer. I
check e-mail throughout the day during the week (excluding weekends). It is best to
make appointments (see page 1 for days and time of office hours) if you need to consult
with your course lecturer exclusive of an e-mail message.

E-mailing the Lecturer:

When you e-mail please identify yourself by using your full name and the course code
(e.g. Allison Paige, GOVT 0401).

Lecturer’s Course Policy: We are partners in learning and life happens around us and
beyond campus. Unforeseen issues are likely to arise during the course. Please advise
me of any issues, concerns, or problems immediately. This is not an invitation for
opportunistic behaviour. It is an assurance that while meeting the requirements of the
course, that we will develop strategies together to mutually resolve issues that arise.
Students are expected to be prepared and present for every class and for the full class.
Your success in this course will be increased with regular attendance to lectures and
interactive tutorial sessions (as scheduled) at least 75% or more is required according to
University policy and timely completion of all assignments. Students can be de-barred
from writing the final examination in December for high absenteeism.