...I. II. III. IV. Course Number Title Units Course Description : MBACOG4 : HUMAN BEHAVIOR IN THE 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...
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...Organizational Behavior Understanding Orgnizational Behavior and Motivating Employees Organizational Behavior If you want a successful company, you need to understand the important role that your employees play in any activity. Many times, as an employer, we forget the importance of understanding employees’ needs and want to be able to keep an atmosphere with motivated employees. When I think about motivation, I think about the reason that initiates, guides, and maintains people to keep reaching for their goals. Without motivation, people can’t find the strength and desirability to do their best to achieve goals in all aspects of their lives. Unfortunately for many employers, motivation plays the same role in the work environment. In other words, motivation is what causes us to act, whether it is getting a glass of water to reduce thirst, reading a book to gain knowledge, or put effort in completing a task at work all this affects organization behavior.. Motivation is an employee's intrinsic enthusiasm about accomplishing activities related to work (Heathfield, 2013). An individual's motivation is influenced by different factors that can be biological, intellectual, social, and emotional and how the organization behavior is. Creating a motivational work environment should be a priority for all companies in order to keep the behavior and the organization happy. Every employee has activities, events, people, and goals in his or her life that he or she finds motivating. ...
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...| | |Vodafone Egypt Organization | |[pic] | | | | | | | |8/18/2012 | | Vodafone Egypt Organization | Table of contents Vodafone organization profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Vodafone external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Vodafone stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Vodafone...
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...Discussion Paper 02-2011 Measurement of Objective and Subjective Career Success Beate Cesinger Stiftungslehrstuhl für Unternehmensgründungen und Unternehmertum (Entrepreneurship) an der Universität Hohenheim 1 Introduction .....................................................................................................................3 2 Career Success and measurement therof .......................................................................3 2.1 Objective career success ........................................................................................3 2.2 Subjective career success.......................................................................................4 2.2.1 2.2.2 3 Self-referent subjective success ..........................................................................4 Other-referent subjective success .......................................................................6 Conclusion ......................................................................................................................7 2 1 Introduction While traditionally a career was confined to advancing in organizational hierarchies the focus nowadays lays on objective and subjective aspects. Moreover, within boundaryless careers individuals not only strive for climbing up the ladder but rather for a life career including satisfaction within their professional and private sphere. Despite the fact that the literature...
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...of the business. The opportunity window for partnering firms may be very short i.e. there is not much time for natural development of trust based on incremental investments and social or character similarity, but so called “fast” or “swift” trust is needed. As a managerial contribution we suggest some practices and processes, which could be used for organizational trust building. These are developed from the viewpoint of large organization boundary-spanners (partner/vendor managers) developing asymmetric technology partnerships. Leveraging Complementary Benefits in a Telecom Network Individual specialization and organizational focus on core competencies leads to deep but narrow competencies. Thus complementary knowledge, resources and skills are needed. Ståhle (1998, 85 and 86) explains the mutual interdependence of individuals in a system55 by noting that actors always...
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