... | | |Organizational Behavior and Group Dynamics | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course in organizational behavior encompasses the study of individual and group behavior in organizational settings. Emphasis is placed on strategic elements of organizational behavior, workforce diversity, managing change, effective communication, and performance systems. A comprehensive review of these processes, as well as others, will allow students to examine their role in organizations. Course Materials Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons. Robbins, S. P. & Judge, T. A. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. All electronic materials are available on the student website. |Week One: Fundamentals of Organizational Behavior and Ethics | | |Details |Due |Points | |Objectives |Explain key concepts and terminology related to organizational behavior. |...
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...302-545-2892. COURSE DESCRIPTION: This course focuses on the classical and modern aspects of organizations and the role of managers as leaders and facilitators of change. Organizational theory and design are introduced to understand the implementation of policy within the organization. This course emphasizes design concepts that impact employee motivation, interpersonal relationships, group dynamics, leadership, teams, and organizational culture of the context of both emerging theory and current/future practice. COURSE OBJECTIVES: 1. Demonstrate a systematic and critical understanding of organizational theory and factors involved in the functioning of complex organizations. 2. Demonstrate comprehensive knowledge of the images of organizations that we have in the United States and the role of individuals in those organizations. 3. Analyze an organization, using a common vocabulary, in light of the images and make recommendations for initiating organizational improvement. 4. Recognize the relationships between the organization and its internal and external environment. 5. Assess motivation, group dynamics, decision making, power/authority/responsibility, leadership and organizational culture in view of the critical role of the...
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...Introduction This paper attempts to understand the link between Motivation within the Organization and its Cultural dimensions as it relates to behavior on individuals. In doing so the author will discuss what Mullins (2013) referred to as Content theories of motivation and show the relationship between such factors on the structure of organizations. Two Content theories will be discussed, which are Maslow’s (1943) Hierarchy of Needs and Herzberg’s (1959) Two Factor Theory and the cultural aspect of motivation as mentioned by Handy (1989) and Hofstede (1980) will show the relationship between organizational culture and individuals. The information sort for this discussion will be from various secondary sources such as, academic journals, reference books and the website. The main purpose of this paper is to understand the dilemma faced by executives in organizations that are plagued by the performance and motivational issues of individuals that contribute inefficiency. Discussion Motivation of an individual can be “Intrinsic or Extrinsic” by nature and can be viewed as “the driving force within individuals by which they attempt to achieve some goal in order to fulfill some need or expectation” Mullins (2013). Organizations have learnt that the “correct design of structure is significant in determining the performance of the organization” Drucker (1989) and aids in the encouragement of motivation. This design is guided by what Burns and Stalker (1966) has termed Organic...
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... | | |College of Social Sciences | | |PSYCH/570 Version 2 | | |Organizational Psychology | | |Dr. Kathleen Hughes De Sousa | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course is an in-depth look at organizational psychology and therefore covers the organizational side of the field, including the impact of the organizations on the individual and on groups of individuals. The dynamics and cultural characteristics of organizations are identified and described in-depth, and organizational development and change are given particular emphasis as well. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies...
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...|[pic] |Detailed module outline | | |OB 401 E | | |Organisational Behaviour | DEPARTMENT : MANAGEMENT AND ORGANISATION PROGRAMMES: Advanced Undergraduate Transfer Credit, PGE2 INSTRUCTORS : Don MINDAY, coordinator Slava DMITRIEV Jean-Bertrand LEFEBVRE Sophie HENNEKAM -TREGUIER Inju YANG-McCOURT FORMAT : 3 hours weekly: 1 ½ hr. of lecture, 1 ½ hr. tutorial 2 tutorial groups will follow a weekend seminar format CREDITS : 5 ECTS credits PRE-REQUISITE MODULES: None LEARNING OBJECTIVES : This module is designed to prepare students for their future role as business managers by giving them a conceptual framework which should help them to more effectively understand, predict, and influence behaviour in organisations. It is complementary to the 1st year module "Management relationnel" and the 2nd year module "Cross-Cultural Management" LEARNING OUTCOMES : At the end of this module, each student will be able...
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...normal process of organizations there are no fertile grounds that stimulate innovations. The precise mechanisms and processes that lead to this facet of the organizational processes are not yet clearly understood. In this paper an Organismic-Interactive-Contextual Model is proposed that attempts to incorporate the key processes that result in innovative ventures. In the systemic thinking approach the inner body of the organization plays a predominant part in steering the path of innovation and this inner body is constituted by individuals and groups. The organismic processes are unique to the individual and the significant psychological processes play a dominant role in the emergence of innovation. In the psychology of motivation, the motivated behavior originates from either growth motivation or deficiency motivation. Besides, knowledge support systems fall into computer facilitated inputs and the cognitive processes of the innovator. Secondly group interactive mechanisms hold the key in situations of team work. The significant internal processes that accentuate the innovation are the leadership processes, team structure, and learning organization culture. Moreover the contextual processes or extraorganisational considerations provide the background to innovation. Innovation is further enhanced by organizational processes and more specifically it is mediated by structural processes. And finally the innovative processes differ in small and medium sized enterprises...
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...ORGANIZATION : Three (3) : The course gives an insight into the intricacies of organizational processes. It is designed to help develop the students’ awareness of their behavior and performance in the workplace as affected by their personalities, skills, potentials, job satisfaction, motivation, leadership abilities, among others. It also promotes an understanding of people and organizational dynamics which would enable the students to adapt and adjust better in the workplace. Additional topics like ethics, performance and commitment, and becoming a better employee would impress on students the ways by which they could become valuable assets to the organization. Different activities which include case studies and reaction papers bring to life the theories and concepts, while honing the students’ analytical, critical and decision-making skills. V. Objectives of the Course: At the end of the course, the business student should be able to: A. 1. 2. 3. 4. 5. Cognitive discuss the key concepts of the course. describe the different theories learned. explain the structure and design of organizations. expound on organizational processes and dynamics. describe the role of culture, groups and leaders in promoting and sustaining the quality of employee performance. 6. Discuss the implications of personality, individual differences, values, attitudes, teamwork, ethics, trust and commitment, among others, to the motivations and performance of employees. B. 1. 2. 3. 4. 5. Affective appreciate the...
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...Harvard University Summer 2012 MGMT E 4000: Organizational Behavior Monday & Wednesday: 6:30-9:30 PM (EST) Distant Learning – online (live in real time) Dr. Carmine P. Gibaldi E-mail: cgibaldi@fas.harvard.edu Telephone: 718-990-7446 Appointments: By appointment via telephone, online, & possibly in person Course Description This course deals with human behavior in organizations and with practices and systems within organizations that facilitate or hinder effective behavior. Conceptual frameworks, case analysis/discussion, and skill-oriented activities are blended within each topic. Topics include communication, motivation, group dynamics, leadership, social responsibility, diversity, stress/fear, and organizational change. Class sessions and assignments are intended to help participants/students acquire the skills that managers need to improve organizational relationships and performance. Course Objectives This course aims to improve ones understanding of human behavior in organizations and ones ability to lead people to achieve more effectively and how to increase organizational performance. Readings are assigned to give the student a clear understanding of the specific material. Cases are assigned to afford the student the opportunity to apply the theory, and put it into practice. Students will be expected to explore and reflect on their own experiences in the workplace, and discuss ways...
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...Harvard University Fall 2014 MGMT E-4000: Organizational Behavior – Tuesday: 5:30 - 7:30 PM Online – Live Web conferencing/Hybrid (Weekend Required) Dr. Carmine P. Gibaldi Telephone: (718) 990-7446 Fax: (516) 944-4005 E-mail: cgibaldi@fas.harvard.edu Appointments: By appointment via the web, telephone, and in person COURSE DESCRIPTION This course deals with human behavior in organizations and with practices and systems with in organizations that facilitate or hinder effective behavior. Conceptual frameworks, case discussions, and skill-oriented activities are blended within each topic. Topics include communication, motivation, group dynamics, leadership, power, and organizational design and development. Class sessions and assignments are intended to help participants acquire the skills that managers need to improve organizational relationships and performance. COURSE OBJECTIVES This course aims to improve ones understanding of human behavior in organizations and ones ability to lead people to achieve more effectively and how to increase organizational performance. Readings are assigned to give the student a clear understanding of the specific material. Cases are assigned to afford the student the opportunity to apply the theory, and put it into practice. Students will be expected to explore and reflect on their own experiences in the work place, and discuss ways in which they might apply the material to their daily...
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...Organizational Trends MGT/307 Abstract This paper will first attempt to describe what a high-performance workplace and organization is all about and what characteristics such workplaces have. Second, the paper will provide information on how high-performance workplaces are different from the traditional workplaces, including operational effectiveness, workplace stress, and organizational dynamics. Next, the paper will list strategies used in the management of stress in the workplace. Last, the authors will provide an evaluation of the trends in organizational behavior correlating to high-performance workplaces and the techniques used to manage stress. Organizational Trends In a high-performance workplace and within organizations there are many characteristics. Their characteristics are what make an organization different from their competitor. Because of different factors in an organization their operational effectiveness, workplace stress, and organizational dynamics will encounter different challenges. The strategies that organizations use to manage their employee’s stress are what will help employees not to become burned out or look for another job. The organizations that can evaluate emerging trends in organizational behavior related to high-performance workplaces and stress management technique will be the organizations that will be successful during change. Characteristics of High-Performance Organizations HPO is another way of saying high-performance...
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...------------------------------------------------- Course Code & Title BUS209 Organizational Behaviour ------------------------------------------------- Course Instructor: Homayara L. Ahmed ------------------------------------------------- Batch: BBA 22 ------------------------------------------------- Contact Details: Room 311; Email: homayara@iba-du.edu; ------------------------------------------------- Office hours: Weekdays 10 am to 1 pm (and on appointment) ------------------------------------------------- Class timing : Sun & Wed 8.30 am to 11.15 am Course Objective Organizational Behaviour is the study of human behaviour in organizational settings, their interaction with the organization, and the organization itself. Since an organization is defined as a group of people working together to achieve a common goal, for future managers, who will be working in various organizations – of one form or another, this course will provide great insight as to the complexities involved in the human behaviour in work environment – their perception and roles, team orientation, organizational politics and conflict, motivation, acceptance of change etc, and how the organization reacts to all these. Course Contents / Lecture Topics Topic 1: The Field of Organizational Behaviour * Quest for People-centred Organization & Ethical Conduct * Managing Diversity Topic 2: Organizational Culture * Dynamics of Organizational Culture * Process of Cultural Change ...
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...Motivational Individual Organizational Motivation Plan Introduction In the age of globalization, competition and information technology, the organizations are in a serious dilemma; on one hand the management is considering human capital development and on the other hand they are discussing downsizing and outsourcing. However, more and more companies are realizing that outsourcing and downsizing is not the solution; it destroys organizational culture and demotivates the existing workforce. They are recognizing that the key is to develop motivation plan for the existing workforce and turn them into valuable asset for the organization. Motivation is an internal force of human being that manifests itself through people's performance in the organization. Motivational theories work as measuring tools for those manifestations. For example, an important motivational theory is known as motives and needs. One major area of this theory talks about protestant work ethic (PWE), which represents the degree to which individuals place work at or near the center of their lives (Ambrose & Kulik, 1999, p. 3). Research have shown that an individual who scores high in PWE would more likely to visit the company's fitness center (Mudrack, 1992). In this case PWE is the factor that is used to determine the likelihood of someone going to the fitness center. However, it is important to understand that as organizations change, motivational theories also evolve. For example, a popular...
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...principle which means that decision making is a purview of top management, each job is performed through a standard method, employees work on a function based on experience and knowledge and workers are trained a standard operational method. This management technique was introduced in the 1900s and the company has made little changes to fit into the changing market which has giving its competitors a cutting edge. The paper will analyze the company’s management approach, its efficiency in the current market and if there is need to change the approach in a bid to fit in. Problem Statement With major shifts in management approaches to incorporate among other things technology and market dynamics, is it possible for Shell to remain as a relevant company with its century long approach? This question is best answered after analyzing the company’s revenues in the past ten years relative to that of its competitors, its recent expansions, among other variables. If this approach is workable in the 21st century, how can it be made better to fit into the aforementioned dynamics? A proposed change would be incorporating a neo-democratic approach that is flexible to external and internal changes. However, how can it fit in and what benefits can it offer? Literature Review In an article by John Vines for The Boston Consulting...
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...Organizational Trends Nathaniel Benson, Felton Wells, Kevin Harring, William Kindred MGT/307 February 17, 2011 Charles Parnell Organizational Trends Team B entered discussion concerning organizational trends. Within the discussion the team came to a consensus about its thoughts toward organizational trends. In this paper we will describe the characteristics of high performance workplaces and organizations, discuss how high performance workplaces and organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics. We will then compile strategies for managing workplace stress, and evaluate emerging trends in organizational behavior related to high performance workplaces and stress management techniques. Although each organization has its own way of doing things, trends in high performance workplaces and organizations differ from traditional organizations in terms of operational effectiveness, workplace stress, and organizational dynamics. High Performance Workplace and Organization Characteristics Organizations consist of many characteristics of high performance. A few of these characteristics consist of work clarity, and a capability assessment. Work clarity consists of making sure every employee understands why the organization exists and what is important. The process makes it clear to all employees in the organization, what business the larger or parent organizations are in and...
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...Organizational Behavior Exam/assignment paper January 2016 The topic of exam paper should be the analysis/audit of organization or team from the point of view of selected part of organizational behavior (or a few selected parts). The topic(s) should belong to one of the groups: a) individual phenomena – personality, emotions, values, attitudes, perception, learning, national culture, motivation, decision making, b) group phenomena – group structure and dynamics, team roles, work teams, leadership, power, communication, conflict, negotiations, group decision making c) organizational phenomena – organizational culture, organizational structure, motivational system, organizational change, learning and knowledge management, CSR You have to chose between two types of paper: 1. Narrow paper that focuses on selected issue of organizational behavior – you have to make an in-depth investigation into it, go to the details, dimensions, parts of the issue. 2. Wide paper that focuses on the whole set of issues of organizational behavior – in this case you have to present the alignment of issues – link them to each other, show how they work together. The paper should be 8-10 pages long and should meet the following criteria: 1. The paper should be practical and empirical instead of theoretical. It should be based on research carried out within the organization or team. The research may be in form of participative observation, questionnaires or semi-structured...
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