Difference between revisions of "Organizational Behavior"

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[[Vaughn College MGT210]] is the [[organizational behavior]] course delivered by [[Vaughn College of Aeronautics and Technology]]. [[Vaughn College MGT110]] is the prerequisite.
+
[[Organizational Behavior]] (hereinafter, the ''Course'') is the course delivered by [[Vaughn College of Aeronautics and Technology]] as [[Vaughn College MGT210]] and [[Shanghai Jian Qiao University]] as a part of its [[Aviation Maintenance Management Program]] in order to cover [[organizational behavior]] concepts. [[Introduction to Management]] is the prerequisite.
  
  
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==Recitals==
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==Syllabus==
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===Syllabus===
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This syllabus is an outline of the subjects.<blockquote><table  border="1" width=100% style="text-align:center;"><tr><th>Title</th><td>Organizational Behavior</td></tr><tr><th>Credits</th><td>3</td></tr><tr><th>Grading System</th><td>Letter Grade</td></tr><tr><th>Prerequisites</th><td>[[Vaughn College MGT110]]</td></tr></table></blockquote>
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*[[Vaughn College MGT210 syllabus]]
 
  
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===Textbook===
+
===Instructor===
−
*[[Organizational Behavior by Robbins and Judge (17th edition)|Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (17th edition)]], which publisher is Pearson, or earlier editions starting with the 14th (see [[Vaughn College MGT210 syllabus]] for ISBNs and other details).
 
  
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===Coursework===
+
<ul>
−
*[[Vaughn College MGT210 coursework]]
+
<li>Instructor: Igor Irkho</li>
 +
<li>Title: Adjunct Instructor</li>
 +
<li>Office: virtual</li>
 +
<li>Office Hours: 9am-9pm weekdays</li>
 +
<li>Cell phone: please find in any announcement</li>
 +
<li>E-mail: college email can be found in the courseware; however, course messages are preferable</li>
 +
</ul>
  
−
==How to get to the courseware==
+
===Course Description===
  
−
===If you haven't registered in the courseware yet===
+
<p>As individuals, we have spent most of our lives in organizations (from schools, day care centers, and sport and communities activities). Our work life will also involve working in and for organizations and, very likely at some point, (for some of you) creating your own business enterprise and /or a service organization to help your community.</p>
−
#Go to https://careerprise.com/user/register
 
−
#You can leave the email field blank unless you want to be able to restore your password if you forget it.
 
−
#Fill in your username. This can be anything starting with your American name. You can add one of more letters from your Chinese name; for instance, ''TomD'', ''tomd'', ''TomDi'', ''tomdi'', etc.
 
−
#Fill in your password. This can be anything that contains six or more characters and what you can remember.
 
−
#Click on ''Sign up''. You will see either an error message clarifying what was wrong or get to the welcome screen if the registration is successful. Then, you should be able to see the name of the course;
 
−
#Click on ''Organizational Behavior''. If your browser supports cookies, you will get enrolled into the course. If not, enter the username and password you have just created.
 
  
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===If your account has been created===
+
<p>The purpose of this course is to help you understand how people and organizations function, based on the latest social science research on work, workers, and organizations. Topics include: motivation, morale, leadership effectiveness, interpersonal dynamics and communications.</p>
−
#Go to https://campus.ksacerts.com
+
 
−
#Select ''Organizational Behavior''.
+
===Learning Techniques===
−
#Fill in your username, password, and click "Log in".
+
 
−
#If your browser supports cookies, you should be able to get to the course immediately. If not, click on the menu in the left upper corner, and select "Site home" -- you will find the course there.
+
<dl>
 +
<dd>
 +
<dl>
 +
<dd>Depending on student&#39;s choice, this course can be taught using a variety of techniques including:
 +
<ul>
 +
<li>Lecture</li>
 +
<li>Text readings</li>
 +
<li>Class examples and discussion</li>
 +
<li>Case analysis</li>
 +
<li>Supplemental articles and readings</li>
 +
<li>Computer / problem simulations.</li>
 +
</ul>
 +
</dd>
 +
</dl>
 +
</dd>
 +
</dl>
 +
 
 +
===Course Objectives===
 +
 
 +
<dl>
 +
<dd>
 +
<dl>
 +
<dd>Course objectives are to understand:
 +
<ol>
 +
<li>Terminology associated with organizational behavior</li>
 +
<li>The systems approach as applied to human and organizational behavior</li>
 +
<li>How workers and managers influence individual and group motivation and behavior</li>
 +
<li>The impact of diversity and globalization issues facing organizations</li>
 +
<li>Related topics such as leadership and the use of teams in organizations</li>
 +
<li>Organizational structure, organizational culture and managing change</li>
 +
</ol>
 +
</dd>
 +
</dl>
 +
</dd>
 +
</dl>
 +
 
 +
===Course Outcomes===
 +
 
 +
<dl>
 +
<dd>
 +
<dl>
 +
<dd>After successful completion of this course, students will have acquired the ability to:
 +
<ol>
 +
<li>Apply management skills and awareness of organizational behavior</li>
 +
<li>Relate learnings to real life business situations and interactions.</li>
 +
<li>Be more proficient communicators, both in oral and written communication skills</li>
 +
<li>Apply the learning objectives listed for each session of the course</li>
 +
</ol>
 +
</dd>
 +
</dl>
 +
</dd>
 +
</dl>
 +
 
 +
===Course Requirements===
 +
*'''Assignments'''<dl>
 +
<dd>All assignments, lectures and examinations are based on comprehension and utilization of concepts and their applications incorporated in the assigned material. Those concepts and applications are represented by key terms, which are printed on darker backgrounds in the bottom of the textbook&#39;s pages.
 +
<ul>
 +
<li><b>Forum participation</b>(14% of the course grade). Post any message in the Forum section of the course to get the full participation credit.</li>
 +
<li><b>Communication</b>(2% of the course grade). Schedule a discussion of course outline and objectives.</li>
 +
</ul>
 +
</dd></dl>
 +
*'''Quizzes and examinations'''<dl>
 +
<dd>
 +
<dl>
 +
<dd>
 +
<ul>
 +
<li>Weekly quizzes (28% of the course grade) are posted each week. They include scored true-or-false questions and unscored essay-type questions, which will become scored questions in the midterm and final exams.</li>
 +
<li>Mid-term and final exams (28% of the course grade each) include essay-type questions from weekly quizzses.</li>
 +
</ul>
 +
</dd>
 +
</dl>
 +
</dd></dl>
 +
 
 +
===Required Text===
 +
 
 +
<dl>
 +
<dd>One of four:
 +
<ul>
 +
<li>[[Organizational Behavior by Robbins and Judge (17th edition)|Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (17th edition)]], ISBN-13: 978-0-13-410398-3, ISBN-10: 0-13-410398-X (Pearson)</li>
 +
<li>Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (16th edition), ISBN-13: 978-0-13-350764-5, ISBN-10: 0-13-350764-5 (Pearson)</li>
 +
<li>Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (15th edition), ISBN-13: 978-0-13-283487-2, ISBN-10: 0-13-283487-1 (Pearson)</li>
 +
<li>Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (14th edition), ISBN-13: 978-0-13-612401-6, ISBN-10: 0-13-612401-1 (Pearson/Prentice Hall)</li>
 +
</ul>
 +
</dd>
 +
</dl>
 +
 
 +
===Grading Policy===
 +
 
 +
*'''Course grade'''<dl>
 +
<dd>
 +
<dl>
 +
<dd>
 +
<table border="1">
 +
<tr>
 +
<td>Grade source</td>
 +
<th>Number of items</th>
 +
<th>Course grade percentage for a single item</th>
 +
<th>Total percentage within the course</th>
 +
</tr>
 +
<tr>
 +
<th>Quizzes</th>
 +
<td rowspan="2">14</td>
 +
<td>2%</td>
 +
<td>28%</td>
 +
</tr>
 +
<tr>
 +
<th>Forum participation</th>
 +
<td>1%</td>
 +
<td>14%</td>
 +
</tr>
 +
<tr>
 +
<th>Examinations</th>
 +
<td>2</td>
 +
<td>28%</td>
 +
<td>56%</td>
 +
</tr>
 +
<tr>
 +
<th>Communication</th>
 +
<td>one-time</td>
 +
<td>2%</td>
 +
<td>2%</td>
 +
</tr>
 +
<tr>
 +
<td colspan="3">Total</td>
 +
<th>100%</th>
 +
</tr>
 +
</table>
 +
</dd>
 +
</dl>
 +
</dd></dl>
 +
*'''Grading Scale'''<dl>
 +
<dd>
 +
<dl>
 +
<dd>
 +
<table border="1">
 +
<tr>
 +
<th>Grade</th>
 +
<th>Numeric Value</th>
 +
<th>Standard</th>
 +
</tr>
 +
<tr>
 +
<td>A</td>
 +
<td>90-100</td>
 +
<td>Excellent</td>
 +
</tr>
 +
<tr>
 +
<td>B+</td>
 +
<td>85-89</td>
 +
<td rowspan="2">Good</td>
 +
</tr>
 +
<tr>
 +
<td>B</td>
 +
<td>80-84</td>
 +
</tr>
 +
<tr>
 +
<td>C+</td>
 +
<td>75-79</td>
 +
<td rowspan="2">Average</td>
 +
</tr>
 +
<tr>
 +
<td>C</td>
 +
<td>70-74</td>
 +
</tr>
 +
<tr>
 +
<td>D</td>
 +
<td>60-69</td>
 +
<td>Minimal passing</td>
 +
</tr>
 +
<tr>
 +
<td>F</td>
 +
<td>Below 60</td>
 +
<td>Failure</td>
 +
</tr>
 +
</table>
 +
</dd>
 +
</dl>
 +
</dd></dl>
 +
*'''Incomplete Grades'''<dl>
 +
<dd>
 +
<dl>
 +
<dd>Requests for Incomplete grades must be made in writing before the course ends, and after the mid-term has been passed.</dd>
 +
</dl>
 +
</dd>
 +
</dl>
 +
 
 +
===Course Schedule (subject to change)===
 +
 
 +
<dl>
 +
<dd>
 +
<dl>
 +
<dd>
 +
<table border="1">
 +
<tr>
 +
<td>Week #</td>
 +
<th>Topics</th>
 +
<th>14-17 edition</th>
 +
<th>Presentations</th>
 +
</tr>
 +
<tr>
 +
<th>Week 0</th>
 +
<td colspan="6">Planning the course</td>
 +
</tr>
 +
<tr>
 +
<th>Week 1</th>
 +
<td>Organizational behavior, manager, management, organization, managerial skills, workplace, diversity</td>
 +
<td>Chapters <b>1-2</b></td>
 +
<td>[[OB introductory concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 2</th>
 +
<td>Attitudes, job satisfaction, emotions, moods, personality, values</td>
 +
<td>Chapters <b>3-5</b></td>
 +
<td>[[OB personality concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 3</th>
 +
<td>Perception, decision making, individual decision making</td>
 +
<td>Chapter <b>6</b></td>
 +
<td>[[OB intent concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 4</th>
 +
<td>Motivation concept</td>
 +
<td>Chapter <b>7</b></td>
 +
<td rowspan="2">[[OB motivation concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 5</th>
 +
<td>Motivation application</td>
 +
<td>Chapter <b>8</b></td>
 +
</tr>
 +
<tr>
 +
<th>Week 6</th>
 +
<td>Group behavior</td>
 +
<td>Chapter <b>9</b></td>
 +
<td>[[OB social concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 7</th>
 +
<td>Work team</td>
 +
<td>Chapter <b>10</b></td>
 +
<td>[[OB team concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 8</th>
 +
<td>Communication</td>
 +
<td>Chapter <b>11</b></td>
 +
<td>[[OB communication concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 9</th>
 +
<td>Leadership, power, politics</td>
 +
<td>Chapters&nbsp;<b>12-13</b></td>
 +
<td>[[OB leadership concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 10</th>
 +
<td>Conflict, negotiation</td>
 +
<td>Chapter <b>14</b></td>
 +
<td>[[OB conflict concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 11</th>
 +
<td>Organizational structure</td>
 +
<td>Chapter <b>15</b></td>
 +
<td rowspan="2">[[OB culture concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week 12</th>
 +
<td>Organizational culture</td>
 +
<td>Chapter <b>16</b></td>
 +
</tr>
 +
<tr>
 +
<th>Week 13</th>
 +
<td>Human resource</td>
 +
<td>Chapter <b>17</b></td>
 +
<td>[[OB HR concepts]]</td>
 +
</tr>
 +
<tr>
 +
<th>Week&nbsp;14</th>
 +
<td>Organizational change</td>
 +
<td>Chapter <b>18</b></td>
 +
<td>[[OB change concepts]]</td>
 +
</tr>
 +
</table>
 +
</dd>
 +
</dl>
 +
</dd>
 +
</dl>
 +
 
 +
==Coursework==
 +
The coursework includes quizzes and exams.
 +
 
 +
===Planning the Course (Module 0)===
 +
 
 +
* [What is a wiki]? - click the link on the left to know. In order to get to a specific project, you can click on any link below:
 +
 
 +
===Diversity and Organizational Behavior (Module 1)===
 +
 
 +
# ''Module 1 Scored Questions'' (true or false statements)
 +
#* A manager can be defined as someone who manages organizational human and other resources to achieve organizational goals.
 +
#* Overall, it is better to be efficient than effective.
 +
#* Diversity is good; greater diversity always positively influences organizational performance.
 +
#* Diversity is bad; greater diversity always negatively influences organizational performance.
 +
# ''Module 1 Pre-Midterm Questions'' (essay type; these questions will emerge later in the midterm exam)
 +
#* [[Diversity impact on organizations|Suggest whether diversity tends to increase or decrease effectiveness of an organization. Does diversity tend to increase or decrease its efficiency?]]
 +
#* '''Needs improvement!''' [[Management process|Considering a job of all managers all around the world as one huge process, pick three groups of words: one group for its inputs, another group for its tools and techniques, and the third group for the output of this process. If the task were about scrambled egg cooking, for instance, raw eggs, frying oil, and gas could be some of inputs; recipe, stove, and frying pan would be main tools and techniques, and scrambled eggs would be the major output.]]
 +
#* [[Family as an organization|Is a family an organization? Why or why not?]]
 +
 
 +
===Attitudes, Job Satisfaction, Emotions, Moods, Personality, and Values (Module 2)===
 +
 
 +
# ''Module 2 Scored Questions'' (true or false statements)
 +
#* No personality indicator or assessment result can fully predict worker's productivity.
 +
#* Job satisfaction tends to have cognitive and behavioral components, but not to have the affective one.
 +
#* Since job satisfaction can be defined as a positive feeling about one's job, job dissatisfaction can be defined as a negative feeling about one's job.
 +
#* The fact that someone is fully satisfied with his or her job means that this person works for a successful organization.
 +
# ''Module 2 Pre-Midterm Questions'' (essay type; these questions will emerge as scored in the midterm exam)
 +
#* '''Needs improvement!''' [[Student satisfaction|Using the concepts of job satisfaction, how would be define student's satisfaction? Should a student be satisfied or dissatisfied to perform better?]]
 +
#* [[Cognitive dissonance in election|In 2016, some voters who said that they don't like Donald J. Trump, voted for him to become the President of the United States. If true, what organizational behavior concepts would this fact represent?]]
 +
#* [[Change in instrumental values|In 2017, the #MeToo movement is the reality of the recent life in America and beyond. In terms of organizational behavior concepts, what changed then?]]
 +
 
 +
===Perception and Individual Decision Making (Module 3)===
 +
 
 +
# ''Module 3 Scored Questions'' (true or false statements)
 +
#* In individual decision making, a role of perception is little.
 +
#* Usually, an individual judges other individual well.
 +
#* Every decision is somewhat biased.
 +
#* Common biases and errors in decision making entirely arrive from personality traits and/or values.
 +
# ''Module 3 Pre-Midterm Questions'' (essay type; these questions will emerge as scored in the midterm exam)
 +
#* Discuss when the rational decision-making model (in other sources, also known as 5-, 6-, 7-, or 8-step one) shouldn't be used according to the textbook. What should be used instead then? Why?
 +
 
 +
===Motivation Concepts and Applications (Module 4)===
 +
 
 +
# ''Module 4 Individual Project''
 +
#* Give one or more suggestions for how specifically we can utilize motivation concepts and/or applications in our classroom and/or virtual environment to motivate you, students, better.
 +
# ''Module 4 Quiz'' (true or false statements)
 +
#* No theory of motivation grants proven results.
 +
#* If the Reinforcement Theory can be best linked back to the Theory X, the Self-Efficacy Theory can be considered as the main successor for the Theory Y.
 +
#* No single job compensation system ensures employee's motivation.
 +
#* Making a decision to shift a significant degree of decision-making power to the subordinates, the manager shall take their engagement, competence, mutual trust and confidence into consideration.
 +
 
 +
===Group Behavior (Module 5)===
 +
 
 +
# ''Module 5 Individual Project''
 +
#* Comparing groups in the workplace and those in classroom, which are more successful from your point of view and why?
 +
# ''Module 5 Quiz'' (true or false statements)
 +
#* In regards to group properties, roles, size, and diversity tend to get introduced in the forming stage of group development, while norms, status, and cohesiveness tend to get finalized in the norming stage.
 +
#* Decision makers shall estimate the likelihood and impact of every risk and create suitable risk response strategies.
 +
#* A manager should avoid groupthink and groupshift since they are negative by-products of group decision making.
 +
#* Top officers usually deal with more unstructured problems and make more nonprogrammed decisions than first-line managers.
 +
 
 +
===Work Teams (Module 6)===
 +
 
 +
# ''Module 6 Individual Project''
 +
#* You manage an organization that works only on government contracts. A small staff is responsible for bringing new contracts and, generally speaking, support organization's activities. When you land a new contract, you recruit new employees to work on it. When the contract is closed, you decruit those hires who worked on the project. Describe how would you structure your organization.
 +
# ''Module 6 Quiz'' (true or false statements)
 +
#* Effectiveness may refer to doing right things and efficiency may refer to doing things rightly. Effective teams may not be efficient and efficient teams may not be effective.
 +
#* Electronic meetings may reduce groupthink and group shift.
 +
#* Ethics may vary from one group of people to another one.
 +
#* Organizational Behavior (OB) and management sciences define how managers should behave in every situation.
 +
 
 +
===Communication (Module 7)===
 +
 
 +
# ''Module 7 Individual Project''
 +
#* Suggest what data in this very course is processed automatically.
 +
# ''Module 7 Quiz'' (true or false statements)
 +
#* Greater diversity simplifies communication.
 +
#*While selecting a type of organizational communication network (Chain, Wheel, All-Channel, etc.), managers shall mostly rely on employees' personalities.
 +
#* Managerial practice well supports the Maslow's Hierarchy of Needs Theory.
 +
#* The perspective that one's culture or religion is better than anyone else's one is an example of a geocentric attitude.
 +
 
 +
===Leadership, Power, and Politics (Module 8)===
 +
 
 +
# ''Module 8 Individual Project''
 +
#* Briefly describe the best style of leadership.
 +
# ''Module 8 Quiz'' (true or false statements)
 +
#* A manager can be defined as a person who is able to influence a group toward the achievement of a vision or set of goals.
 +
#* Trust development is more important for leaders than for managers.
 +
#* Managers should always plan before they act.
 +
#* Based on solid research, contingency models are more accurate in describing leadership phenomena than trait and attribution theories.
 +
#* Good leaders should always be proactive.
 +
#* Democratic leadership styles are better than authoritative and/or dictatorial ones.
 +
 
 +
===Conflict and Negotiation (Module 9)===
 +
 
 +
# ''Module 9 Individual Project''
 +
#* Discussing different types of intentions in conflict, create five scenarios in which every of intentions will be the best choice of actions. For every scenario, give a concrete reason or reasons of why your chosen conflict management technique is better than the four others.
 +
# ''Module 9 Quiz'' (true or false statements)
 +
#* If distributive bargaining can be paired with compromising intentions, integrative bargaining can be paired with collaborating intentions.
 +
#* Collaborating is the best conflict-handling intention; every party must try to collaborate regardless of another party's indications.
 +
#* Managers should avoid conflicts because it is an essential part of managerial work.
 +
 
 +
===Organization Structure and Culture (Module 10)===
 +
 
 +
# ''Module 10 Individual Project''
 +
#* Suggest a type of organizational structures for a US presidential hopeful's team.
 +
# ''Module 10 Quiz'' (true or false statements)
 +
#* Matrix structures are good for fast changes in organizations.
 +
#* Mechanistic structures are better for innovation than organic structures.
 +
#* Organic structures are best for cost minimization.
 +
#* Personnel administration, work authorization, and other management practices can be a part of an organizational culture.
 +
#* Organizational willingness to take risks can be a part of an organizational culture.
 +
 
 +
===Human Resource (Module 11)===
 +
 
 +
# ''Module 11 Individual Project''
 +
#* Imagine that an Ukrainian aircarier is interviewing you for a new position to lead their office in New York. They have just asked you to state three most important steps you do first. List them here.
 +
# ''Module 11 Quiz'' (true or false statements)
 +
#* Managers should use the Myers-Briggs Type Indicator (MBTI) as a selection test for job candidates because the MBTI tends to be closely related to job performance.
 +
#* Instrumental values tend to depend on the generational and international values, while terminal values don't tend to depend on those.
 +
#* You are a hiring manager for a company. Third-party recruiters provided you with three candidacies, which the recruiters found in job site databases. All three were screened, particularly, during phone interviews. You are in your last interview and see that the candidate you are interviewing right now fits way better than two others. However, you fear that this candidate can go with another offer. You need to unconditionally offer her a job immediately.
 +
 
 +
===Organizational Change (Module 12)===
 +
#'''True/false questions'''
 +
#* According to the textbook, organizational changes could be divided in two types, structural changes and technology changes.
 +
#* According to the textbook, cultural, structural, and human resource variables stimulate innovation.
 +
#'''Essay-type question'''
 +
#*Discuss whether regular employees in common organizations welcome changes. Why or why not? What organizations can do about it?
 +
 
 +
===Final exam===
 +
#'''Essay-type question'''
 +
#*Imagine that you have just been hired to organize a new Speakers Series at Vaughn College to serve its students. Your Boss is its VP Marketing and you are the first employee in the team. Your team's budget is $50,000 this year. This is your first day at Vaughn. Besides general recommendations such as being nice or introducing yourself, describe in some details what you shall professionally do '''before''' you may or may not evaluate, design solutions, solve problems, find an office or choose a place, integrate, distribute, setup departments, layout a team, recruit, train, motivate, encourage, make other organizational, structural and human resource decisions, balance inconsistencies, forecast, report, inform, advertise, produce leaflets, etc.

Latest revision as of 01:47, 15 December 2019

Organizational Behavior (hereinafter, the Course) is the course delivered by Vaughn College of Aeronautics and Technology as Vaughn College MGT210 and Shanghai Jian Qiao University as a part of its Aviation Maintenance Management Program in order to cover organizational behavior concepts. Introduction to Management is the prerequisite.


Syllabus

This syllabus is an outline of the subjects.

TitleOrganizational Behavior
Credits3
Grading SystemLetter Grade
PrerequisitesVaughn College MGT110

Instructor

  • Instructor: Igor Irkho
  • Title: Adjunct Instructor
  • Office: virtual
  • Office Hours: 9am-9pm weekdays
  • Cell phone: please find in any announcement
  • E-mail: college email can be found in the courseware; however, course messages are preferable

Course Description

As individuals, we have spent most of our lives in organizations (from schools, day care centers, and sport and communities activities). Our work life will also involve working in and for organizations and, very likely at some point, (for some of you) creating your own business enterprise and /or a service organization to help your community.

The purpose of this course is to help you understand how people and organizations function, based on the latest social science research on work, workers, and organizations. Topics include: motivation, morale, leadership effectiveness, interpersonal dynamics and communications.

Learning Techniques

Depending on student's choice, this course can be taught using a variety of techniques including:
  • Lecture
  • Text readings
  • Class examples and discussion
  • Case analysis
  • Supplemental articles and readings
  • Computer / problem simulations.

Course Objectives

Course objectives are to understand:
  1. Terminology associated with organizational behavior
  2. The systems approach as applied to human and organizational behavior
  3. How workers and managers influence individual and group motivation and behavior
  4. The impact of diversity and globalization issues facing organizations
  5. Related topics such as leadership and the use of teams in organizations
  6. Organizational structure, organizational culture and managing change

Course Outcomes

After successful completion of this course, students will have acquired the ability to:
  1. Apply management skills and awareness of organizational behavior
  2. Relate learnings to real life business situations and interactions.
  3. Be more proficient communicators, both in oral and written communication skills
  4. Apply the learning objectives listed for each session of the course

Course Requirements

  • Assignments

All assignments, lectures and examinations are based on comprehension and utilization of concepts and their applications incorporated in the assigned material. Those concepts and applications are represented by key terms, which are printed on darker backgrounds in the bottom of the textbook's pages.

  • Forum participation(14% of the course grade). Post any message in the Forum section of the course to get the full participation credit.
  • Communication(2% of the course grade). Schedule a discussion of course outline and objectives.
  • Quizzes and examinations

  • Weekly quizzes (28% of the course grade) are posted each week. They include scored true-or-false questions and unscored essay-type questions, which will become scored questions in the midterm and final exams.
  • Mid-term and final exams (28% of the course grade each) include essay-type questions from weekly quizzses.

Required Text

One of four:
  • Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (17th edition), ISBN-13: 978-0-13-410398-3, ISBN-10: 0-13-410398-X (Pearson)
  • Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (16th edition), ISBN-13: 978-0-13-350764-5, ISBN-10: 0-13-350764-5 (Pearson)
  • Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (15th edition), ISBN-13: 978-0-13-283487-2, ISBN-10: 0-13-283487-1 (Pearson)
  • Organizational Behavior by Stephen P. Robbins and Timothy A. Judge (14th edition), ISBN-13: 978-0-13-612401-6, ISBN-10: 0-13-612401-1 (Pearson/Prentice Hall)

Grading Policy

  • Course grade

Grade source Number of items Course grade percentage for a single item Total percentage within the course
Quizzes 14 2% 28%
Forum participation 1% 14%
Examinations 2 28% 56%
Communication one-time 2% 2%
Total 100%

  • Grading Scale

Grade Numeric Value Standard
A 90-100 Excellent
B+ 85-89 Good
B 80-84
C+ 75-79 Average
C 70-74
D 60-69 Minimal passing
F Below 60 Failure

  • Incomplete Grades

Requests for Incomplete grades must be made in writing before the course ends, and after the mid-term has been passed.

Course Schedule (subject to change)

Week # Topics 14-17 edition Presentations
Week 0 Planning the course
Week 1 Organizational behavior, manager, management, organization, managerial skills, workplace, diversity Chapters 1-2 OB introductory concepts
Week 2 Attitudes, job satisfaction, emotions, moods, personality, values Chapters 3-5 OB personality concepts
Week 3 Perception, decision making, individual decision making Chapter 6 OB intent concepts
Week 4 Motivation concept Chapter 7 OB motivation concepts
Week 5 Motivation application Chapter 8
Week 6 Group behavior Chapter 9 OB social concepts
Week 7 Work team Chapter 10 OB team concepts
Week 8 Communication Chapter 11 OB communication concepts
Week 9 Leadership, power, politics Chapters 12-13 OB leadership concepts
Week 10 Conflict, negotiation Chapter 14 OB conflict concepts
Week 11 Organizational structure Chapter 15 OB culture concepts
Week 12 Organizational culture Chapter 16
Week 13 Human resource Chapter 17 OB HR concepts
Week 14 Organizational change Chapter 18 OB change concepts

Coursework

The coursework includes quizzes and exams.

Planning the Course (Module 0)

  • [What is a wiki]? - click the link on the left to know. In order to get to a specific project, you can click on any link below:

Diversity and Organizational Behavior (Module 1)

  1. Module 1 Scored Questions (true or false statements)
    • A manager can be defined as someone who manages organizational human and other resources to achieve organizational goals.
    • Overall, it is better to be efficient than effective.
    • Diversity is good; greater diversity always positively influences organizational performance.
    • Diversity is bad; greater diversity always negatively influences organizational performance.
  2. Module 1 Pre-Midterm Questions (essay type; these questions will emerge later in the midterm exam)

Attitudes, Job Satisfaction, Emotions, Moods, Personality, and Values (Module 2)

  1. Module 2 Scored Questions (true or false statements)
    • No personality indicator or assessment result can fully predict worker's productivity.
    • Job satisfaction tends to have cognitive and behavioral components, but not to have the affective one.
    • Since job satisfaction can be defined as a positive feeling about one's job, job dissatisfaction can be defined as a negative feeling about one's job.
    • The fact that someone is fully satisfied with his or her job means that this person works for a successful organization.
  2. Module 2 Pre-Midterm Questions (essay type; these questions will emerge as scored in the midterm exam)

Perception and Individual Decision Making (Module 3)

  1. Module 3 Scored Questions (true or false statements)
    • In individual decision making, a role of perception is little.
    • Usually, an individual judges other individual well.
    • Every decision is somewhat biased.
    • Common biases and errors in decision making entirely arrive from personality traits and/or values.
  2. Module 3 Pre-Midterm Questions (essay type; these questions will emerge as scored in the midterm exam)
    • Discuss when the rational decision-making model (in other sources, also known as 5-, 6-, 7-, or 8-step one) shouldn't be used according to the textbook. What should be used instead then? Why?

Motivation Concepts and Applications (Module 4)

  1. Module 4 Individual Project
    • Give one or more suggestions for how specifically we can utilize motivation concepts and/or applications in our classroom and/or virtual environment to motivate you, students, better.
  2. Module 4 Quiz (true or false statements)
    • No theory of motivation grants proven results.
    • If the Reinforcement Theory can be best linked back to the Theory X, the Self-Efficacy Theory can be considered as the main successor for the Theory Y.
    • No single job compensation system ensures employee's motivation.
    • Making a decision to shift a significant degree of decision-making power to the subordinates, the manager shall take their engagement, competence, mutual trust and confidence into consideration.

Group Behavior (Module 5)

  1. Module 5 Individual Project
    • Comparing groups in the workplace and those in classroom, which are more successful from your point of view and why?
  2. Module 5 Quiz (true or false statements)
    • In regards to group properties, roles, size, and diversity tend to get introduced in the forming stage of group development, while norms, status, and cohesiveness tend to get finalized in the norming stage.
    • Decision makers shall estimate the likelihood and impact of every risk and create suitable risk response strategies.
    • A manager should avoid groupthink and groupshift since they are negative by-products of group decision making.
    • Top officers usually deal with more unstructured problems and make more nonprogrammed decisions than first-line managers.

Work Teams (Module 6)

  1. Module 6 Individual Project
    • You manage an organization that works only on government contracts. A small staff is responsible for bringing new contracts and, generally speaking, support organization's activities. When you land a new contract, you recruit new employees to work on it. When the contract is closed, you decruit those hires who worked on the project. Describe how would you structure your organization.
  2. Module 6 Quiz (true or false statements)
    • Effectiveness may refer to doing right things and efficiency may refer to doing things rightly. Effective teams may not be efficient and efficient teams may not be effective.
    • Electronic meetings may reduce groupthink and group shift.
    • Ethics may vary from one group of people to another one.
    • Organizational Behavior (OB) and management sciences define how managers should behave in every situation.

Communication (Module 7)

  1. Module 7 Individual Project
    • Suggest what data in this very course is processed automatically.
  2. Module 7 Quiz (true or false statements)
    • Greater diversity simplifies communication.
    • While selecting a type of organizational communication network (Chain, Wheel, All-Channel, etc.), managers shall mostly rely on employees' personalities.
    • Managerial practice well supports the Maslow's Hierarchy of Needs Theory.
    • The perspective that one's culture or religion is better than anyone else's one is an example of a geocentric attitude.

Leadership, Power, and Politics (Module 8)

  1. Module 8 Individual Project
    • Briefly describe the best style of leadership.
  2. Module 8 Quiz (true or false statements)
    • A manager can be defined as a person who is able to influence a group toward the achievement of a vision or set of goals.
    • Trust development is more important for leaders than for managers.
    • Managers should always plan before they act.
    • Based on solid research, contingency models are more accurate in describing leadership phenomena than trait and attribution theories.
    • Good leaders should always be proactive.
    • Democratic leadership styles are better than authoritative and/or dictatorial ones.

Conflict and Negotiation (Module 9)

  1. Module 9 Individual Project
    • Discussing different types of intentions in conflict, create five scenarios in which every of intentions will be the best choice of actions. For every scenario, give a concrete reason or reasons of why your chosen conflict management technique is better than the four others.
  2. Module 9 Quiz (true or false statements)
    • If distributive bargaining can be paired with compromising intentions, integrative bargaining can be paired with collaborating intentions.
    • Collaborating is the best conflict-handling intention; every party must try to collaborate regardless of another party's indications.
    • Managers should avoid conflicts because it is an essential part of managerial work.

Organization Structure and Culture (Module 10)

  1. Module 10 Individual Project
    • Suggest a type of organizational structures for a US presidential hopeful's team.
  2. Module 10 Quiz (true or false statements)
    • Matrix structures are good for fast changes in organizations.
    • Mechanistic structures are better for innovation than organic structures.
    • Organic structures are best for cost minimization.
    • Personnel administration, work authorization, and other management practices can be a part of an organizational culture.
    • Organizational willingness to take risks can be a part of an organizational culture.

Human Resource (Module 11)

  1. Module 11 Individual Project
    • Imagine that an Ukrainian aircarier is interviewing you for a new position to lead their office in New York. They have just asked you to state three most important steps you do first. List them here.
  2. Module 11 Quiz (true or false statements)
    • Managers should use the Myers-Briggs Type Indicator (MBTI) as a selection test for job candidates because the MBTI tends to be closely related to job performance.
    • Instrumental values tend to depend on the generational and international values, while terminal values don't tend to depend on those.
    • You are a hiring manager for a company. Third-party recruiters provided you with three candidacies, which the recruiters found in job site databases. All three were screened, particularly, during phone interviews. You are in your last interview and see that the candidate you are interviewing right now fits way better than two others. However, you fear that this candidate can go with another offer. You need to unconditionally offer her a job immediately.

Organizational Change (Module 12)

  1. True/false questions
    • According to the textbook, organizational changes could be divided in two types, structural changes and technology changes.
    • According to the textbook, cultural, structural, and human resource variables stimulate innovation.
  2. Essay-type question
    • Discuss whether regular employees in common organizations welcome changes. Why or why not? What organizations can do about it?

Final exam

  1. Essay-type question
    • Imagine that you have just been hired to organize a new Speakers Series at Vaughn College to serve its students. Your Boss is its VP Marketing and you are the first employee in the team. Your team's budget is $50,000 this year. This is your first day at Vaughn. Besides general recommendations such as being nice or introducing yourself, describe in some details what you shall professionally do before you may or may not evaluate, design solutions, solve problems, find an office or choose a place, integrate, distribute, setup departments, layout a team, recruit, train, motivate, encourage, make other organizational, structural and human resource decisions, balance inconsistencies, forecast, report, inform, advertise, produce leaflets, etc.
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