Track
Service Management
Duration
30 hours
Skill Level
Beginner
Language
English
About this Course
Understand key psychological principles that drive individual and group behavior in business contexts.
Learning Mode: Learn at ALC or at Home
Detailed Course Curriculum
Hands-on module breakdown aligned with MKCL production standards and industry requirements.
- Introduction to Organizational Behaviour
- Definition of Organizational Behaviour
- Nature, Features and Importance of Organizational Behavior
- Objectives of Organizational Behavior
- Fundamental Concepts of Organizational Behavior
- How to Foster Creativity and Innovation in Your Organization
- Encourage Collaboration
- Improve Communication
- Give Enough Time
- Be Supportive
- Give Credit Where Credit Is Due
- Go Overboard on Competition
- Do not say- “BE CREATIVE”
- Try Not to Force It
- Challenges and Opportunities of Organizational Behavior
- Organizational Values
- Understanding Organizational Behavior
- Importance of Organizational Behavior
- Types of Organizational Behavior Models
- Custodial Model
- Supportive Model
- System Model
- Personality
- Big five personality traits
- Other personality dimensions
- Values
- Different types of values
- Workplace Emotions
- Negative/ Hard to Handle Emotions
- Anger
- Anger
- Frustration
- Frustration
- -Worry/Insecurity
- Disklike
- Disklike
- -Feeling Down
- Emotions in a Workplace
- Emotional Intelligence
- Personality Types
- Big Five Personality Traits
- Big Five Personality Traits
- Common Attitudes at Workplace
- Recognising Attitude Problems
- Causes of Bad Attitude
- Stress
- Motivation / - Definition of Motivation
- Self Motivation / Goal setting
- Short-term Goal /challenge Yourself
- Improvement objective / Area of Expertise
- Feedback & rewards
- Special Motivation Techniques
- Money
- Money
- Participation
- Participation continue
- Other Rewards Considerations
- Quality of Working Life (QWL) - The QWL Case Study
- Employee Motivation Case Studies
- McGregor’s Theory X and Theory Y: An Early Behavioural Model
- Maslow’s Hierarchy of Needs
- Case Study - Happy Feet Footwear
- Alderfer’s ERG Theory
- Herzberg’s Motivation - Two-factor Theory
- Case Study - Kellog’s
- Maslow vs. Herzberg
- The Expectancy Theory of Motivation
- Equity Theory
- Goal Setting Theory Motivation
- Skinner’s Reinforcement Theory
- McClelland’s Needs Theory of Motivation
- What are teams
- Cricket for teamwork
- Types of teams
- Formal Teams
- Informal Teams
- Different Aspects of Informal Teams
- Rock band Example
- Other Kinds of Teams
- Cross Functional Teams
- Definition - Cross Functional Teams
- Advantages of cross functional teams
- Virtual Teams
- Self-managed Teams
- Importance of Team Building
- Case Study – Swiss Air
- Making of a Manager
- Team building Continued
- Benefits of Team Building
- How does communication happen?
- Methods of communication
- Use Communication Well
- Leadership
- Ingredients of a Leader
- Communication
- Communication
- Authenticity
- Authenticity
- Knowledge
- Knowledge
- Empathy
- Empathy
- Trait Approaches to Leadership
- Leadership Styles
- Leadership by Women
- Introduction
- The Managerial Grid
- The 1,9 or the Country club style leadership
- The 9,1 or Produce or perish leadership
- The 1,1 or Impoverished leadership
- The 5,5 or middle-of -the-road leadership
- The 9,9 or Team leadership style
- Leadership as a Continuum
- Fiedler’s Contingency Approach to Leadership
- Path Goal Theory
- Transactional and Transformational Leadership
- Introduction
- Negotiation is Everywhere
- Need of Negotiation
- Types of Negotiation
- Employee-to-Employer Negotiations
- Employee-to-Employee Negotiations
- Employee-to-Third-Party Negotiations
- Introduction
- Conflict
- Organisational Conflict
- Definition of Organisational Conflict
- Types of Conflict
- Personal Conflict
- Personal Conflict
- Intragroup Conflict
- Intragroup Conflict
- Intergroup Conflict
- Intergroup Conflict
- Internal Conflict
- Internal Conflict
- Introduction to Organizational Structure
- Understanding Organizational Structure
- Understanding Organizational Structure
- Key Elements of Organizational Structure
- Types of Organizational Structure - Functional Organizational Structure
- Product Based Divisional Structure
- Market Based Divisional Structure
- Geographical Divisional Structure
- Process-based Structure
- Matrix Structure
- Circular Structure
- Flat Structure
- Network Structure
- Importance of Organizational Structure
- Factors for Designing Organizational Structure
- HR’s Role in Designing and Implementing Effective Organizational Structures
- CASE STUDIES - Toyota’s Organizational Structure
- CASE STUDIES - General Motors: Its Changing Organizational Design
- CASE STUDIES - Organizational Structure at Krispy Kreme
- CASE STUDIES - Organizational Structure at Hewlett Packard (HP)
- Introduction and Brief Overview of Organizational Structure
- Definition
- The Changing Nature of a Company’s Organizational Structure
- Steps Essential for Designing an Organizational Structure
- Types of Organizational Structure
- Functional Organizational Structure
- Product Based Division Structure
- Market Based Division Structure
- Geographical Divisional Structure
- Process Based Structure
- Matrix Structure
- Circular Structure
- Flat Structure
- Network Structure
- Significance of Organizational Structure
- CASE STUDY : MicroAge Undergoes Massive Structural Change
- CASE STUDY : Ford’s Global Strategy: Centers of Excellence
- Introduction to Organizational Culture
- Definition
- Definition
- Understanding Organizational Culture
- Characteristics of Organizational Culture
- Characteristics of Organizational Culture Continued
- Types of Organizational Culture
- Types of Organizational Culture Continued
- Managing Organizational Culture
- Importance of Great Organizational Culture to the Company
- Qualities of Great Organizational Culture
- Development / Building a High Performing Organizational Culture
- Introduction to Organizational Culture
- Understanding Organizational Culture
- Understanding Organizational Culture continue
- Types of Organizational Culture
- Three Levels of Organizational Culture
- Building a Robust Organizational Culture
- Dimensions of Culture
- Principles for Mobilizing Organizational Culture
- Importance and Role of Organizational Culture
- Creating Sustainable Organizational Culture Change
- How to improve Organizational Change
- Steps to improve Organizational Culture
- Changes that Affect Manager and Organization Development
- Techniques for Initiating Change
- The Process of Chance According to Lewin’s Change Theory
- Companies that Successfully Implemented Organizational Change
- Micro Case Studies - Microsoft
- Micro Case Studies - Shell
- Micro Case Studies - IBM
- Micro Case Studies - Wipro
- Micro Case Studies - National Geographic
- Resistance to Change
- Reducing Resistance to Change
- Planning
- Communication
- People
- Technology
- Companies that Didn’t Change
- Case Study - Nokia
- Case Study - Nokia
- Case Study - Yahoo
- Case Study - Yahoo
- yahoo info video
- yahoo info video
- Definition of Learning and development
- Induction Programs
- Soft Skills Training
- Definition of Soft Skills
- Soft Skills Training Continued
- Teamwork
- Teamwork
- Time Management
- Time Management
- Communication
- Communication
- Positivity
- Positivity
- Negotiating
- Negotiating
- Inbound Training
- Mentoring
- Outbound Training
- Quality Management Skills
- Safety Management Skills
- Leadership Skills
- Certification
- Definition of E Learning
- E Learning
- E-Learning Is Flexible
- Retention Of Learning Skills and Techniques
- Getting Feedback
- Introduction
- Human Resources
- Functions of Human Resources
- Recruitment As a Function
- Creating A Job Description
- Best practices for Job Posting
- The art of interviewing
- Best practices for Recruitment
- Managing employee performance
- Best Practices for performance management
- Different kinds of compensation packages
- Offer benefits to employees
- Best Practices For Benefits Management
- Benefits That Can Elevate The Working Culture
- Alyque Padamsee - benefits for Lintas Employees
- Safety Management
- Maintaining Employee Relations
- FAB INDIA – Best practices in Human Resources
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!
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