Understanding Human Behaviour

Understand key psychological principles that drive individual and group behavior in business contexts.

Understanding Human Behaviour
Course Features:
  • Language: English
  • list-box-outline Track: Service Management
  • Duration: 30 hours
  • layers-outline Level: Beginner
  • Learning Mode: Center
  • Jurisdiction: Maharashtra
  • Certificate of Completion
Eligibility
  • Learner should preferably a std. 10th Pass student (Not Compulsory)
  • It is desirable that Learner should have done MS-CIT Course (Not Compulsory)
List of ALCs

Introduction

  • Understand the fundamental theories and concepts related to behavior, personality, and values in organizational settings.
  • Analyse the impact of workplace emotions, attitudes, and stress on individual and organizational performance.
  • Explore the foundational theories and principles of employee motivation and its application in organizational contexts.
  • Develop effective communication skills for working in teams and navigating organizational structures.
  • Examine leadership theories and practices relevant to various organizational settings.

What you'll learn ?

  • Analyse and evaluate the influence of behavior, personality, and values on individual and group dynamics within organizations.
  • Demonstrate an understanding of how workplace emotions, attitudes, and stress affect employee performance and organizational outcomes.
  • Apply motivational theories to design strategies for enhancing employee engagement and productivity.
  • Develop effective communication techniques for collaborating in teams and across organizational hierarchies.
  • Interpret leadership styles and techniques for effectively leading and managing teams in diverse organizational contexts.

Certification

  • KLiC courses are recognised by Yashwantrao Chavan Maharashtra Open University (YCMOU).
  • MKCL provides certificate to the KLiC learner after his/her successful course completion.
  • Yashwantrao Chavan Maharashtra Open University (YCMOU) provides mark sheet to successfully passed KLiC learners (Jurisdiction: Maharashtra).

Academic Approach

The academic approach of the courses focuses on the “work-centric” education i.e. begin with work (and not from a book!), derive knowledge from work and apply that knowledge to make the work more wholesome, useful and delightful. The ultimate objective is to empower the Learner to engage in socially useful and productive work. It aims at leading the learner to his/her rewarding career as an employee or entrepreneur as well as development of the community to which s/he belongs. Learning methodology:

  • 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!

Syllabus

  • 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
    • Frustration
  • -Worry/Insecurity
    • Disklike
  • -Feeling Down
  • Emotions in a Workplace
  • Emotional Intelligence
  • Personality Types
    • 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
  • 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
    • Authenticity
    • Knowledge
    • 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
    • Intragroup Conflict
    • Intergroup Conflict
    • Internal Conflict
  • Introduction to 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
  • 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 - Yahoo
    • yahoo info video
  • Definition of Learning and development
  • Induction Programs
  • Soft Skills Training
  • Definition of Soft Skills
  • Soft Skills Training Continued
    • Teamwork
    • Time Management
    • Communication
    • Positivity
    • 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

Evaluation Pattern

Evaluation Pattern of KLiC Courses consists of 4 Sections as per below table:

Section No. Section Name Total Marks Minimum Passing Marks
1 Learning Progression 25 10
2 Internal Assessment 25 10
3 Final Online Examination 50 20
Total 100 40
4 SUPWs (Socially Useful and Productive Work in form of Assignments) 5 Assignments 2 Assignments to be Completed & Uploaded
YCMOU Mark Sheet

Printed Mark Sheet will be issued by YCMOU on successful completion of Section 1, Section 2 and Section 3 and will be delivered to the learner by MKCL.
YCMOU Mark Sheet will be available only for Maharashtra jurisdiction learners

MKCL's KLiC Certificate

The certificate will be provided to the learner who will satisfy the below criteria:

  1. Learners who have successfully completed above mentioned 3 Sections i.e. Section 1, Section 2 and Section 3
  2. Additionally, learner should have completed Section 4 (i.e. Section 4 will comprise of SUPWs i.e. Socially Useful and Productive Work in form of Assignments)
    • Learner has to complete and upload minimum 2 out of 5 Assignments

Courses Fee Structure from 01 July, 2025 Onwards

KLiC 30 hour course fee applicable from 01 July, 2025 all over Maharashtra

KLiC Course Duration MFO
(Inclusive of GST)		 ALC Share
(Service Charges to be collected by ALC)
30 hours Rs. 300/- Rs. 1,500/-
Important Points:
* Above mentioned fee is applicable for all Modes of KLiC Courses offered at Authorised Learning Center (ALC) and at Satellite Center
* Total fee is including of Course fees, Examination fees and Certification fees
* MKCL reserves the right to modify the Fee anytime without any prior notice