Advance Program in Management and Organisational behaviour

Hofstede's five dimensions of culture explain how power distance, uncertainty avoidance, individualism and collectivism, masculinity and femininity, and long-term orientation shape organizational behavior, management practices, and cross-cultural communications.

Explore Trompenaars' cultural dimensions: universalism versus particularism, individualism versus communitarianism, neutral versus affective, diffuse versus specific, achievement versus ascription—and examine how they shape cross-cultural communication and global management.

Explores approaches to organization and management and the importance of management theory. Relates classical, human relation, system, contingency, and quantitative theories to decision making, leadership, motivation, and continuous improvement.

Examine scientific management or Taylorism, breaking tasks into components to find the best method and boost productivity. Discuss time-and-motion studies, standardization, and selection and training, plus its impact and criticisms.

Explore the reactions against scientific management, including worker boredom, dehumanization, and power debates, and how these shaped modern, human-focused management practices.

Examine bureaucracy as a formal, hierarchical system with clear division of labor, specialization, formal rules, and impersonal decision making, as Max Weber analyzed its efficiency, predictability, and accountability.

Examine the criticisms of bureaucracy, including overemphasis on rules and procedures, excessive red tape, slow decision making, dehumanization, impersonal relations, and top-down communication that impede adaptation.

Evaluate the Hawthorne studies, addressing methodological criticisms and the Hawthorne effect, and connect findings to bureaucracy, human relations, social dynamics, and employee engagement in organizational management.

Explore neo human relations, an evolution of the human relations movement, emphasizing motivation theories, wellbeing, and flexible work. Analyze leadership styles, culture, and employee development to improve engagement and productivity.

Contingency theory rejects universal management principles, tailoring structure and leadership to task, environment, technology, and workforce for flexible, context-driven performance.

Explore how rational, intuitive, behavioral, bounded rationality, political, and collaborative decision making approaches shape problem framing, information flows, and solution selection.

Action theory analyzes deliberate actions guiding organizational behavior, linking patterns of interaction, social and non-social factors, and processes to organizational structure and development.

Classify organizations by ownership, purpose, size, industry, legal structure, organizational structure, geographical scope, and life cycle. Link these classifications to internal and external environments to improve strategic planning and adaptability.

Compare private and public sector organizations by ownership, funding, and profit motive; highlight service focus, accountability to owners or the public, and potential for private-public partnerships.

Analyze work organizations to improve performance by examining structure, culture, processes, and environment, using tools like SWOT, PESTEL, and Porter's five forces.

Explore the organizational subsystem framework, detailing task, technology, structure, people, and management, and how human resources, finance, operations, marketing, information, and research and development coordinate toward goals.

Explore organizational conflict as a workplace discord arising from goal incompatibility, power dynamics, or miscommunication, and learn its stages, task, relationship, and value conflicts, consequences, and management strategies.

Explore sources of conflict in organizations, including differences in perception, limited resources, and role conflict, and learn how perception, resources, and roles shape workplace disputes.

Explore the workplace of the future, where flexible remote work and hybrid models redefine offices. Embrace technology integration, agile structures, and a people-centered culture focused on wellbeing, diversity, and sustainability.

Explore how recognizing individuality within organizations drives engagement, satisfaction, and innovation while balancing unique needs through personalized development, flexible work arrangements, and inclusive leadership.

Explore how personality comprises stable, enduring traits that shape workplace behavior, and apply tools like the Big Five, Myers-Briggs, and DISC to improve hiring, team dynamics, and leadership.

Explore how classical, human relations, contingency, and modern management theories inform real-world work, addressing motivation, engagement, leadership, and organizational effectiveness through practical applications.

Explore Kelly's personal construct theory, which views the whole person through perceptions, attitudes, and goals, using constructs and the repertory grid to examine interpretation and bias and constructive alternativism.

Explore Type A and Type B personalities, contrasting ambitious, time-urgent, high-achieving behavior with laid-back, relaxed, and patient patterns, and examine how these traits influence stress, job satisfaction, and work style.

Explore emotional intelligence as a set of interpersonal skills, including self-awareness, self-regulation, social skills, empathy, and motivation, and learn how to apply the ruler framework in workplace interactions.

Explore how attitudes provide a knowledge base for interpreting new information, express self-concept, and influence instrumental and ego-defensive functions. Identify how attitudes reflect judgments formed from beliefs and past experiences.

Explore how workplace diversity, Equality Act 2010, and equal opportunities shape an inclusive culture. Identify bias awareness, inclusive policies, and merit-based diversity that drive fair pay and opportunity.

Explores how fostering diversity creates tangible business value through improved financial performance, innovation, decision-making, talent retention, customer insights, and brand reputation, with actionable implementation steps.

Explain the declaration on learning and its focus on lifelong learning as a key life skill, outlining basic learning needs, equity, inclusion, and holistic development for all.

Explore the behaviorist approach to learning, focusing on conditioning, reinforcement, and observable behavior shaped by environment, with classical and operant conditioning driving education and skill acquisition.

Explore various learning styles, from the Vark model to Honey and Mumford, Kolb's experiential learning theory, and Gardner's multiple intelligences, and examine how these preferences influence learning and engagement.

Explore Honey and Mumford's four learning styles—activists, reflectors, theorists, pragmatists—and how to tailor management and organizational learning experiences for effective training.

Explore the importance of knowledge management in boosting decision making, efficiency, and innovation by sharing, capturing, and leveraging organizational knowledge to enhance customer satisfaction and competitive advantage.

Talent management takes a strategic approach to attract, develop, retain, and deploy talent with the right skills, using acquisition, onboarding, performance management, succession planning, and analytics.

Cultivate a creative organizational culture to drive innovation. Encourage idea generation, experimentation, and open communication for growth.

Mentoring offers long-term development through expert guidance and knowledge transfer, while coaching, a line management function, drives short-term skill growth through targeted, 1-to-1 conversations.

Explore applications of learning theory to organizations, covering self-development, development of others, learning culture, and policy development for learning organizations.

Explore how individual differences shape perception and link to communication, highlighting culture, experience, emotions, and expectations, and apply active listening, empathy, and clear messaging to improve decision making and relationship.

explore how the perceptual process transforms sensory input into meaning through organization, interpretation, and memory—shaped by attention, short-term and long-term memory, recall, past experiences, culture, and emotion.

Explore how organizational judgment forms from perception and experience, and how physical characteristics and appearance influence leadership perceptions and decision making.

Perceiving others guides how we form impressions of personality, traits, and likability through observation and interpretation within cultural contexts. Recognize biases, practice active listening, and show empathy to improve accuracy.

Explore stereotyping as the process of generalizing traits by group membership, and identify its causes, impacts on bias and discrimination, and strategies to reduce stereotyping.

Understand how perception shapes the organizational process using figure-ground, proximity, similarity, continuity, closure, and common fate; learn to select, organize, and interpret information mindfully to improve decisions.

Explore the significance of motivation and job satisfaction, and how Maslow, Herzberg, expectancy theory, McClelland, and Self-determination theory guide strategies to boost employee performance, productivity, and retention.

Develop a passion for work by aligning tasks with interests and strengths, pursuing meaningful goals, continuous learning, and positive relationships to foster growth, resilience, and job satisfaction.

Maslow's hierarchy of needs links physiological, safety, love and belonging, esteem, and self-actualization to motivation in workplace, with needs emerging after lower ones are satisfied. It highlights the five-tier model.