This course defines organizations as work settings. It is focused on the linkage between the individual, the group, and the whole organization. Specifically, the course describes the value of the correlation between work and family, individuals and teams, organizations and society in the quest of future prosperity. It plays a crucial role on determining students’ capabilities that help them choose the right way and course of action with the intention to contribute the most on their individual and organizational performance throughout their career. The teaching methodology and pedagogy are multidisciplinary and relies on different methods and techniques. The classical theoretical part is integrated with the practical one. The later includes case studies, teamwork exercises, self assessment and “meaning catch-out” (including articles, videos, etc). The main objective is to acknowledge the students about the importance of the human behaviors and their commitment in the organizations. Also to increase their knowledge, perspective, abilities and skills in order to be prepared on becoming the leaders of tomorrow’s people in organizations.
Give students an appreciation of the unique nature of human beings as employees; Ensure that students know the main independent and dependent variables of organizational behavior; Help students be productive team members and/or team leaders; Share with students the body of theoretical and practical knowledge that is necessary for understanding employees' personalities, perceptions, and motivations; Build teams that enjoy high cohesion, satisfaction, and performance; Understand complex-adaptive organizations through effective mechanisms of communication, conflict management, and inclusive leadership.
| Week | Topics |
|---|---|
| 1 | Introduction to the Field of Organizational Behavior. Pg. 2. This chapter introduces four perspectives of organizational effectiveness. The organizational effectiveness section also provides organization for open systems, organizational learning, high-performance work practices, and values and ethics. The five types of individual behavior are also described in this chapter as a natural micro-OB flow from the organizational effectiveness discussion. The topic of workforce diversity distinguishes surface from deep-level diversity. Discussion of the systematic research anchor now includes the concept of evidence-based management. |
| 2 | Individual Behavior, Personality, and Values. Pg. 32. This chapter introduces the MARS Model of Individual Behavior and Performance, Personality in Organizations, Self-Concept, Values in the Workplace and Ethical Values and Behavior. |
| 3 | Perceiving Ourselves and Others in Organizations. Pg. 66. This chapter introduces The Perceptual Process, Social Identity and Stereotyping, Attribution Theory, Self-Fulfilling Prophecy, Improving Perceptions and Learning in Organizations. |
| 4 | Workplace Emotions, Attitudes and Stress. Pg. 96. This chapter introduces Emotions in the Workplace, Managing Emotions at Work, Emotional Intelligence, job Satisfaction, Organizational Commitment and Work-Related Stress and Its Management. |
| 5 | Employee Motivation. Pg. 130. This chapter introduces Employee Engagement, Employee Drives and Needs, Expectancy Theory of Motivation, Goal Setting and Feedback and Organizational Justice. |
| 6 | Decision Making and Creativity. Pg. 196. This chapter introduces the Rational Choice Paradigm of Decision Making, Identifying Problems and Opportunities, Evaluating and Choosing Alternatives, Implementing Decisions, Evaluating Decision Outcomes and Employee Involvement in Decision Making. |
| 7 | Midterm exam |
| 8 | Team Dynamics. Pg. 232. This chapter introduces the Advantages and Disadvantages of Teams, A Model of Team Effectiveness, Team Design Elements, Team Processes and Team Decision Making. |
| 9 | Communicating in Teams and Organizations. Pg. 268. This chapter introduces The Importance of Communication, A Model of Communication, Communication Channels, Choosing the Best Communication Channel, Improving Interpersonal Communication etc. |
| 10 | Power and Influence in the Workplace. Pg. 298. This chapter introduces the Sources of Power in Organizations, Contingencies of Power, Influencing Others, Influence Tactics and Organizational Politics. |
| 11 | Conflict and Negotiation in the Workplace. Pg. 326. This chapter introduces the concepts of Constructive Confrontation, Conflict Process Model, Structural Sources of Conflict in Organizations, Interpersonal Conflict-Handling Styles and Structural Approaches to Conflict Management. |
| 12 | Leadership in Organizational Settings. Pg. 358. This chapter introduces What Is Leadership, Competency Perspective of Leadership, Behavioral Perspective of Leadership, Contingency Perspective of Leadership, Transformational Perspective of Leadership and Implicit Leadership Perspective. |
| 13 | Designing Organizational Structures. Pg. 384. This chapter introduces the Elements of Organizational Structure, Forms of Departmentalization and Contingencies of Organizational Design |
| 14 | Organizational Culture. Pg. 414. This chapter introduces the Elements of Organizational Culture, Deciphering Organizational Culture through Artifacts, Is Organizational Culture Important?, Merging Organizational Cultures and Changing and Strengthening Organizational Culture |
| Method | Qty | % Each |
|---|---|---|
| Homework | 1 | 10 |
| Midterm Exam(s) | 1 | 30 |
| Quiz | 10 | 2 |
| Final Exam | 1 | 35 |
| Other | 1 | 5 |
M: Organizational Behavior, 5th Edition, McShane, S., Glinow, M. V. McGraw Hill Education, 2022. ISBN 978-0-07-338123-7