This course will explore organizational behavior, which is about how to manage yourself and others at work. We will cover theoretical frameworks, concepts and practical tools to assist you to manage yourself and others for your personal benefit and the benefit of your organization. There are two themes underpinning the theories taught in this course.

The first theme is ‘what drives behavior at work?’ In brief, there are three levels of analysis which explain human behavior at work:

1. Individual attributes such as personality
2. Teamwork dynamics such as conflict management strategies, as well as
3. Work and organizational design which are systems for allocating tasks to people.

The second theme we explore is ‘managing yourself and others’. Research demonstrates that talented employees, managers and leaders role model the behaviors that they would like to see their colleagues engage in. By creating transparent consistent expectations for employees across all levels of the organization, a trusting and engaging culture can emerge; such cultures are critical drivers of performance. For this reason it is important for understand how you make decisions, motivate yourself and manage tough issues such as. We will explore how these topics relate to both you and your future work environment. 

1.         Describe and evaluate what drives behavior at work, including issues at the individual, team and organizational levels;

2.         Analyze small case study problems about individual and team behavior at work as well as develop innovative solutions;

3.         Compare and contrast ‘selecting’ and ‘developing’ employees for performance and well-being at work;

 4.        Apply organizational behavior knowledge to work cooperatively and productively in teams; and

5.         Apply self-reflective practice to identify and trial behavioral change as an individual, and also as part of a team

Assessment Guidelines for assigning main letter grades: A, B, C,D, and F.

A:  Work of this quality directly addresses the question or problem raised and provides a coherent argument displaying an extensiveknowledge of relevant information or content. This type of work demonstrates the ability to critically evaluate concepts and theory and has an element of novelty and originality. There is clear evidence of a significant amount of reading beyond that required for the course.

B:  This is highly competent level of performance and directly addresses the question or problem raised.

There is a demonstration of some ability to critically evaluatetheory and concepts and relate them to practice. Discussions reflect the student’s own arguments and are not simply a repetition of standard lecture andreference material. The work does not suffer from any major errors or omissions and provides evidence of reading beyond the required assignments.

C:  This is an acceptable level of performance and provides answers that are clear but limited, reflecting the information offered in the lectures and reference readings.

D:  This level of performances demonstrates that the student lacks a coherent grasp of the material.

Important information is omitted and irrelevant points included.In effect, the student has barely done enough to persuade the instructor that s/he should not fail.

F: This work fails to show any knowledge or understanding of the issues raised in the question. Most of the material in the answer is irrelevant.

1               Course welcome and introduction -

2               What is organizational behavior and why do we need to understand it?                                        CHAPTER 1

3               Personality and values   CHAPTER 5

4               Psychometric test discussion

5               Diversity in organizations          CHAPTER 2

6               Attitudes and job satisfaction    CHAPTER 3

7               Emotions and Moods                  CHAPTER 4

8               Personality and decision-making biases          CHAPTER 6

9               Motivation concepts                    CHAPTER 7

10           Motivation application                CHAPTER 8

11           Foundations of group behavior                         CHAPTER 9

12           Understanding work teams       CHAPTER 10

13           Case study and analysis tools    (PERSONAL REPORT DUE IN CLASS)

14           Practice case study

15           Communication                           CHAPTER 11

16           Communication case analysis

17           Leadership                                    CHAPTER 12

18           Leadership debate

19           Power and politics                      CHAPTER 13

20           Video discussion

21           Conflict management and negotiation                         CHAPTER 14

22           Negotiation game

23           Foundations of organizational structure          CHAPTER 15

24           Organizational culture                                        CHAPTER 16

25           Human Resource policies and practices           CHAPTER 17

26           Organizational change and stress management         CHAPTER 18

27           Course overview (CASE STUDY REPORT DUE IN CLASS)

28           Exam prep