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{"id":5456,"date":"2021-08-07T14:05:52","date_gmt":"2021-08-07T08:20:52","guid":{"rendered":"https:\/\/eponlinestudy.com\/?p=5456"},"modified":"2021-10-22T15:45:08","modified_gmt":"2021-10-22T10:00:08","slug":"organizational-behavior-human-resource-management-syllabus-and-model-question-bbs-second-year","status":"publish","type":"post","link":"https:\/\/eponlinestudy.com\/organizational-behavior-human-resource-management-syllabus-and-model-question-bbs-second-year\/","title":{"rendered":"Organizational Behavior | Human Resource Management | Syllabus"},"content":{"rendered":"

 <\/p>\n

\"\"<\/p>\n

\u00a0<\/span><\/p>\n

Bachelor of Business Studies (BBS)<\/span><\/b><\/p>\n

Programme objective<\/span><\/b><\/p>\n

The\u00a0 objective\u00a0 of\u00a0 the\u00a0 BBS\u00a0 programme\u00a0 at\u00a0 the\u00a0 FOM\u00a0 is\u00a0 to\u00a0 develop\u00a0 students\u00a0 into\u00a0 competent\u00a0 managers\u00a0 for\u00a0 any sector\u00a0 of\u00a0 organized\u00a0 activity.\u00a0 The\u00a0 programme\u00a0 is\u00a0 based\u00a0 on\u00a0 the\u00a0 principle\u00a0 that\u00a0 graduates\u00a0 will\u00a0 spend\u00a0 a\u00a0 major portion of their life in a constantly changing environment. Therefore, the student should have an opportunity to\u00a0 obtain\u00a0 a\u00a0 broad\u00a0 knowledge\u00a0 of\u00a0 the\u00a0 concepts\u00a0 and\u00a0 reality based skills\u00a0 underlying\u00a0 the\u00a0 operation\u00a0 and management of organizations.<\/span><\/p>\n

Upon graduation, students should be equipped to function as a manager in business, industry and government. <\/span><\/p>\n

The\u00a0 graduate\u00a0 should\u00a0 also\u00a0 have\u00a0 a\u00a0 variety\u00a0 of\u00a0 career\u00a0 opportunities\u00a0 in\u00a0 different\u00a0 sectors\u00a0 of\u00a0 business\u00a0 including entrepreneurship and create much needed jobs for others.<\/span><\/p>\n

\u00a0<\/span><\/p>\n

The BBS programme specially attempts to:<\/span><\/b><\/p>\n

1.<\/span> Equip the students with the required conceptual knowledge of business and administration to develop a general management perspective in them. <\/span><\/p>\n

2. Develop required attitudes, abilities and practical skill in students, which constitute a foundation for their growth into competent and responsible business managers.<\/span><\/p>\n

3. Encourage\u00a0 entrepreneurial\u00a0 capabilities\u00a0 in\u00a0 students\u00a0 to\u00a0 make\u00a0 them\u00a0 effective\u00a0 change\u00a0 agents\u00a0 in\u00a0 the Nepalese society.\u00a0\u00a0 <\/span><\/p>\n

4. Develop\u00a0 necessary\u00a0 foundation\u00a0 for\u00a0 higher\u00a0 studies\u00a0 in\u00a0 management\u00a0 and\u00a0 thereafter\u00a0 take\u00a0 up careers\u00a0 in teaching, research and consultancy.\u00a0\u00a0\u00a0 <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Curricular structure <\/span><\/b><\/p>\n

The\u00a0 FOM\u00a0 recognizes\u00a0 the\u00a0 need\u00a0 for\u00a0 both\u00a0 breadth\u00a0 and\u00a0 depth\u00a0 in\u00a0 the\u00a0 total\u00a0 academic\u00a0 pattern.\u00a0 <\/span><\/p>\n

Therefore, the curriculum for BBS degree comprises four separate and distinct course components:<\/span><\/p>\n

\u00a0<\/span><\/p>\n

1.<\/span> A strong foundation\u00a0 allied areas of business such as language, economic analysis, legal environment and\u00a0\u00a0 quantitative\u00a0\u00a0 method\u00a0\u00a0 to\u00a0\u00a0 prepare\u00a0\u00a0 graduates\u00a0\u00a0 to\u00a0\u00a0 understand,\u00a0\u00a0 analyze\u00a0\u00a0 and\u00a0\u00a0 comprehend\u00a0\u00a0 the management concepts, theories and practices. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

2.<\/span> Core business studies encompassing and integrating all functional areas to provide graduates with and appreciation of the diversity and inter-relationship of business and management issues. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

3.<\/span> The\u00a0 opportunity\u00a0 to\u00a0 concentrate\u00a0 in\u00a0 one\u00a0 area\u00a0 of\u00a0 specialization\u00a0 such\u00a0 as\u00a0 accounting,\u00a0 finance,\u00a0 human resources\u00a0 management\u00a0 and\u00a0 marketing\u00a0 in\u00a0 order\u00a0 to\u00a0 provide\u00a0 graduates\u00a0 with\u00a0 some\u00a0 degree\u00a0 of\u00a0 functional expertise. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

The Second Year Programme <\/span><\/b><\/b><\/p>\n

The purpose of the second year programme is to provide basic concepts, tools and understanding of the foundation and core courses. <\/span><\/p>\n

The foundations courses are required to develop understand business practices. <\/span><\/p>\n

The core courses provide essentials of learning which are basic in the broad area of business studies. <\/span><\/p>\n

The second-year programme is therefore organized into the following core and compulsory courses: <\/span><\/p>\n

Second Year (500) <\/span><\/p>\n

MGT 205: Business Communication 100 <\/span><\/p>\n

MGT 209: Macroeconomics for Business 100 <\/span><\/p>\n

MGT 212: Cost and Management Accounting 100 <\/span><\/p>\n

MGT 223: Organizational Behavior & Human Resource Management 100<\/span><\/p>\n

MGT 215: Fundamentals of Financial Management 100<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Click on the book cover for <\/span>FREE<\/span> e<\/span>Book<\/span><\/p>\n

\"\"<\/a>

BBS Second year eBooks | Business Communication | Cost and Management Accounting | Organizational Behavior | Human Resource Management | Fundamentals of Financial Management<\/p><\/div>\n

\u00a0<\/span>\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Organizational Behavior & Human Resource Management (MGT 223)<\/strong><\/span><\/b><\/h2>\n

Full Marks: 100<\/span><\/p>\n

Pass Marks: 35<\/span><\/p>\n

Lecture Hours: 150<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Course objectives <\/span><\/b><\/p>\n

The objectives of this course are to introduce the basic concepts of Human Resource Management and Organizational Behavior. <\/span><\/p>\n

It also aims to enhance the knowledge and approaches of Human Resource Management and develop students’ skills to handle tactfully emerging human resources challenges and issues and to provide students with an in-depth understanding of fundamental theories of organizational behavior. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Learning Outcomes <\/span><\/b><\/p>\n

Upon successful completion of this course, the students will be able to; <\/span><\/p>\n

– Develop basic understanding of organizational behavior <\/span><\/p>\n

– Apply different dimensions of organizational behavior in organizational system and procedures <\/span><\/p>\n

– Understand the importance and basic concepts of human resource management <\/span><\/p>\n

– Know the functions of human resource management and their importance for organizational effectiveness <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Course Description <\/span><\/b><\/p>\n

Part I <\/span><\/p>\n

The course contains Introduction, Understanding Individual Behavior, Perception, Individual Decision Making and Learning in Organizations, Personality and Positive Organizational Behavior, Motivation, Job Satisfaction and Stress Management, Groups and Teams in Organizations, Leadership, Communication, Conflict and Organizational Change. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Part II<\/span><\/p>\n

This course contains Introduction to Human Resource Management, Human Resource Planning, Job Design and Analysis, Recruitment, Selection and Socialization, Training and Development, Motivation, Performance Appraisal and Reward Management, Compensation Management, Employees Discipline, Labor Relations, and Grievances and Dispute Settlement in <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Course Details <\/span><\/b><\/p>\n

Part I: Organizational Behavior<\/span><\/b><\/p>\n

Unit 1: Introduction 14 LHs <\/span><\/b><\/p>\n

Concept of organizational behavior; <\/span><\/p>\n

Levels of OB analysis; <\/span><\/p>\n

Organizational behavior system; <\/span><\/p>\n

Basic assumptions of organizational behavior; <\/span><\/p>\n

Contributing disciplines to the field of organizational behavior; Individual behavior as an input-output system; <\/span><\/p>\n

Mental process: beliefs, attitudes, values, needs, motives and behavior; <\/span><\/p>\n

Emotions and Cognitive dissonance; <\/span><\/p>\n

New challenges for manager in OB. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 2: Perception and Learning 12 LHS <\/span><\/b><\/p>\n

Concept of perception; Perceptual process; Factors affecting perception; <\/span><\/p>\n

Attribution theory; Attribution errors; <\/span><\/p>\n

Perception and individual decision making; <\/span><\/p>\n

Concept and principles of learning; <\/span><\/p>\n

Learning theories: classical theory, operant theory, cognitive learning and social learning; <\/span><\/p>\n

Behavior modification. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 3: Personality 12 LHs <\/span><\/b><\/p>\n

Concept and types of personality; <\/span><\/p>\n

Personality traits and characteristics; <\/span><\/p>\n

Determinants of personality; <\/span><\/p>\n

Emotions and personality; <\/span><\/p>\n

Major personality attributes influencing organizational behavior; <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 4: Job Satisfaction 8 LHs <\/span><\/b><\/p>\n

Concept and importance of job satisfaction; Measuring job satisfaction; <\/span><\/p>\n

Effects of job satisfaction on employees\u2019 performance. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 5: Groups and Teams in Organizations 10 LHs <\/span><\/b><\/p>\n

Concept of group and group dynamics; <\/span><\/p>\n

Stages of Group formation; <\/span><\/p>\n

Types of groups; <\/span><\/p>\n

Nature and significance of informal groups; <\/span><\/p>\n

Teams: concept, nature and types, differences between group and team; <\/span><\/p>\n

Team performance factors; Issues in managing work teams. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 6: Organizational Conflict and Stress 10 LHs <\/span><\/b><\/p>\n

Conflict: concept, nature, and types; Sources of conflict; <\/span><\/p>\n

Approaches to conflict management; <\/span><\/p>\n

Resolving conflict through negotiation; <\/span><\/p>\n

Functional and dysfunctional conflicts; <\/span><\/p>\n

Organizational stress: concept, causes and managing stress. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 7: Organizational Change and Development 9 LHs <\/span><\/b><\/p>\n

Concept and forces of change; Resistance to change; Approaches to managing organizational change: Lewin\u2019s three steps model; Organizational development (OD): concept and features of OD and OD interventions. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Part II: Human Resource Management<\/span><\/b><\/p>\n

Unit 8: Introduction 15 LHs <\/span><\/b><\/p>\n

Human Resource Management: concept, characteristics, objectives and functions; <\/span><\/p>\n

Human resource management system; <\/span><\/p>\n

Human resource outcomes: quality of work life, productivity and readiness to change; <\/span><\/p>\n

Challenges of human resource management; <\/span><\/p>\n

Human Resource Planning: concept, characteristics, process and importance. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 9: Job Design and Analysis 12 LHs <\/span><\/b><\/p>\n

Meanings of job, task, position and occupation; <\/span><\/p>\n

Concept, benefits and methods of job design; <\/span><\/p>\n

Concept and purposes of job analysis; <\/span><\/p>\n

Sources of job analysis information; <\/span><\/p>\n

Concept and contents of job description, job specification; <\/span>job evaluation<\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 10: Talent Acquisition and Development 18 LHs <\/span><\/b><\/p>\n

Talent, Talent management and Talent development: concept and importance; <\/span><\/p>\n

Meaning, sources and methods of recruitment; <\/span><\/p>\n

Concept of selection; <\/span><\/p>\n

Difference between selection and recruitment; <\/span><\/p>\n

Selection process, selection tests, interviews and their types; <\/span><\/p>\n

Concept and process of socialization; <\/span><\/p>\n

Concept and process of learning; <\/span><\/p>\n

Human resource development: concept and importance; <\/span><\/p>\n

Concept, objectives and benefits of training; <\/span><\/p>\n

Determining training needs; <\/span><\/p>\n

Training methods: on – the – job and off – the \u2013 job training; <\/span><\/p>\n

Concept and techniques of management development; <\/span><\/p>\n

Evaluating training effectiveness <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 11: Performance Appraisal and Reward Management 8 LHs <\/span><\/b><\/p>\n

Concept and uses of performance appraisal; Methods of performance appraisal: graphic rating scale, alternative ranking, paired comparison, forced distribution, critical incident, essay and checklist methods; <\/span><\/p>\n

Concept of reward management; <\/span><\/p>\n

Types and qualities of effective rewards; <\/span><\/p>\n

Performance appraisal practices in Nepalese organizations. <\/span><\/p>\n

\u00a0<\/span><\/p>\n

Unit 12: Employee Maintenance and Emerging Issues in HRM 7 LHs<\/span><\/b><\/p>\n

Employee health and safety, employee welfare, social security; <\/span><\/p>\n

Grievance handling and redressal; <\/span><\/p>\n

General guidelines in administrating employee\u2019s discipline; <\/span><\/p>\n

Emerging issues and challenges of HRM: employee empowerment, downsizing, work- life balance, use of technology in HRM functions, e-HRM, green-HRM, outsourcing HRM, ethics in HRM (surveillance vs. privacy); <\/span><\/p>\n

HRM in Naples organization.<\/b><\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n

###########<\/span><\/p>\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n

Click on the link for <\/span>YouTube<\/span><\/b> videos<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Accounting Equation<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/c89jkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Journal Entries in Nepali<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/uaakkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Journal Entries<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/8aakkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Journal Entry and Ledger<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/caakkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Ledger<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/haakkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Subsidiary Book<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/399jkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Cashbook<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/889jkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Trial Balance and Adjusted Trial Balance<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/c59jkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Bank Reconciliation Statement (BRS)<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/q59jkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Depreciation<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/ugakkz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

\u00a0<\/span><\/p>\n<\/td>\n

\n

\u00a0<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Click on the link for <\/span>YouTube<\/span> videos chapter wise\u00a0 <\/span><\/p>\n<\/td>\n

\n

\u00a0<\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Financial Accounting and Analysis (All videos)<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/jlersz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Accounting Process<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/mlersz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Accounting for Long Lived Assets<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/plersz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n

\n

Analysis of Financial Statement<\/span><\/p>\n<\/td>\n

\n

http:\/\/tiny.cc\/slersz<\/span><\/b><\/a><\/span><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

###########<\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span>Model Question<\/span><\/b><\/p>\n

\u00a0<\/span><\/p>\n

***** #EP<\/span>Online<\/span>Study *****<\/span><\/p>\n

Thank you for investing your time.<\/span><\/i><\/p>\n

Please comment on the article.<\/span><\/i><\/p>\n

You can help us by sharing this post on your social media platform.<\/span><\/i><\/p>\n

\u00a0<\/span><\/p>\n

Jay G<\/span>o<\/span>o<\/span>g<\/span>l<\/span>e<\/span>, Jay YouTube<\/span>, Jay Social Media<\/span><\/span><\/p>\n

\u091c\u092f<\/span> \u0917\u0942<\/span>\u0917<\/span>\u0932<\/span>.<\/span> \u091c\u092f<\/span> \u092f\u0941\u091f\u094d\u092f\u0941\u092c<\/span>,<\/span> \u091c\u092f<\/span> \u0938\u094b\u0936\u0932<\/span> \u092e\u0940\u0921\u093f\u092f\u093e <\/span><\/p>\n

\u00a0<\/span><\/p>\n

\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

  \u00a0 Bachelor of Business Studies (BBS) Programme objective The\u00a0 objective\u00a0 of\u00a0 the\u00a0 BBS\u00a0 programme\u00a0 at\u00a0 the\u00a0 FOM\u00a0 is\u00a0 to\u00a0 develop\u00a0 students\u00a0 into\u00a0 competent\u00a0 managers\u00a0 for\u00a0 any sector\u00a0 of\u00a0 organized\u00a0 activity.\u00a0 The\u00a0 programme\u00a0 is\u00a0 based\u00a0 on\u00a0 the\u00a0 principle\u00a0 that\u00a0 graduates\u00a0 will\u00a0 spend\u00a0 a\u00a0 major portion of their life in a constantly changing environment. Therefore, the […]<\/p>\n","protected":false},"author":19997,"featured_media":5457,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2578,11],"tags":[2595,2596,2594],"writers":[2584],"yoast_head":"\nOrganizational Behavior | Human Resource Management | Syllabus<\/title>\n<meta name=\"description\" content=\"The objectives of this course are to introduce the basic concepts of Organizational Behavior and Human Resource Management.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/eponlinestudy.com\/organizational-behavior-human-resource-management-syllabus-and-model-question-bbs-second-year\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Organizational Behavior | Human Resource Management | 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