Course Syllabus

Course Description:

The translation of organizational behavior theory and research to practices for creating productive organizations that are great workplaces. Students examine behavior at the individual, group and organizational level to explain, predict and change behavior at work.

Student Learning Outcomes:

Upon successful completion of the course, students will be able to:

• Identify principles and challenges related to organizational behavior at the levels of
• individual, team and organization.
• Utilize organizational behavior theories, frameworks, principles and tactics to prevent OB problems and, when problems are identified, create alternatives to address them by applying critical thinking skills.
• Evaluate the benefits and challenges of alternatives to achieve high performance at the
• individual, team and organizational levels.
• Make recommendations to improve individual, team, or organization performance.
• Create a plan to improve their own personal leadership skills.

Course Content:

Week 1: Introduction to Organizational Behavior: 

• Read through Chapter 1 paying close attention to sections 1.3 and 1.4. 
• Chapter 1 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources:
  • Studs Terkel and William F. Buckley: People are Fed Up. (11:20)
  • Things to think about: Define the meaning of work. After viewing the video, does that change the way that you view how Terkel defines the various roles he describes?  What are the characteristics that an effective manager can display to make work more meaningful for employees?
  • What do managers really do? (2:23)
  • Things to think about: Note how the activities of managers for every size and industry appear to be divided into four main categories. Are most of these four all related to the inside of an organization or company, the outside, or perhaps both?
  • Michael Porter: Why business can be good at solving social problems. (16:28)
  • Things to think about: After reviewing this Section, and watching the video, do you agree with the way the video outlines how businesses can respond to needs?
  • How to Break Bad Management Habits Before They Reach the Next Generation (12:03)
  • Things to think about: Why are bad habits so difficult to break? What do you think about the quotation Elizabeth Lyle attributes in this video to Warren Buffet: “The chains of habit are too light to be felt until they're too heavy to be broken”?
• Section 1.1: Nature of work video: 
• Section 1.2: Changing Workplace
• Section 1.3: Nature of Management

• Wednesday, May 1 (In class): Introduction to Organizational Behavior (OB) and its importance in business.
  • Apollo 13- Failure is Not An Option (2:09)
  • Apollo 13- Square Peg, Round Hole (1:15)
    • Things to think about: What are the unique problems that face the ground crew and flight crew?  Describe the managerial traits and roles that the team leader displays in these scenes.
  • Group Activity: Icebreaker and situation (11-1120)
  • Lecture: Definition and scope of OB/Historical overview of major OB theories.. (1120-1140)
  • Group Activity: Work in groups to research and present one major OB theory. (1140-1220) *(see below)
• Friday, May 3 (Zoom): Organizational Behavior Theories and Personal Values
  • Reflect on your personal values and how they might influence your behavior in organizational settings. Share how your values might align or conflict with organizational values.
  • Personal Values in relation to OB Theories discussion

• Week 2: Individual and Cultural Differences, and Perception and Job Attitudes

  • Read through Chapters 2 & 3, paying close attention to sections 2.1, 2.4, 2.5, 3.3, 3.4, & 3.5. 
  • Chapters 2 & 3 quizzes are for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
  • Additional Resources:
    • Before You Decide; 3 Steps to Better Decision Making (12:52)
    • Things to think about: How did the content in this section and the video influence how you might approach the type of position and job that would interest you? How would the content in this section and the video influence how you might approach an interview with a hiring manager and an HR professional?
    • The Four Personality Types and How to Deal with Them (4:21)
    • Why We Need Core Values (14:21)
    • Things to think about: How are core values relating to James Franklin's football team applicable to business organizations? What are the differences between a football team and a business organization?
    • America's Landmen (3:25)
    • New Code and Standards Overview (1:59)
    • Things to think about: After watching the interviews and reviewing the codes from Costco, Starbucks, and AT&T, do you think that formal codes and standards make employees behave more ethically? The text indicates that some people believe that formal codes do help influence better behavior, but that others think that they are little more than public relations gimmicks. If senior management abides by the code of ethics and regularly emphasizes the code to employees, do you think this will likely have a positive influence on behavior?
    • Section 3.2 Barriers to Accurate Social Perception
      • Things to think about: What are the barriers that inhibit our recognition of our perception? What are the limitations of the approach that Covey proposes?
    • Dr. Stephen Covey: Big Rocks (10:55)
    • Section 3.4 Attitudes and Behavior
      • Things to think about: What are examples of behavioral justification that you have encountered? What are examples of behavioral justification that could arise in the workplace? How would you manage employees who exhibit behavioral justification?
    • Cognitive Dissonance (4:25)
    • Section 3.5 Work-Related Attitudes
      • Things to think about: How can managers and organizations foster positive involvement and instill positive attitudes in their employees? What are the dimensions of job satisfaction? Does Peter exhibit any of these traits? As a manager, how would you foster the attitudes exhibited in the Southwest video?
    • Office Space: Motivational Problems (2:35)
    • Southwest Airlines: Our Purpose and Vision (13:18)
  • Section 2.2 Employee Abilities and Skills: 
  • Section 2.4 Personality and Work Behavior
  • Section 2.6 Personal Values and Ethics
  • Monday, May 6 (In class): Individual Differences and Personality.
  • Lecture: Understanding personality traits and their impact on behavior.
  • Group Activity: Complete 16 Personality assessment before class, and review the information for your type. Pay special attention to the following areas: Strengths and weaknesses,  career paths, and workplace habits. Be prepared to discuss and apply this to workplace situations.
  • Wednesday, May 8 & Friday, May 10 (Video lecture-Async): Perceptions and Attitudes on Job Satisfaction.
  • Lecture: Exploring the role of perception and attitudes in shaping behavior at work.
  • Group Discussion Board: Debate on the importance of job satisfaction in organizational performance. Initial posts are due May 9th by 11:59 pm, and response posts are due by May 11th at 11:59 pm.

  Week 3: Group and Team Dynamics

  • Read through Chapter 9
  • Chapter 9 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
  • Additional Resources:
    • Hoosiers: Coach Meets His Team (2:26)
    • Hoosiers: Benching Rade on Principle (2:37)
    • Hoosiers: Coach's Word is Law  (2:09)
    • Hoosiers:  Shooter Runs the Picket Fence(2:37)
    • Hoosiers: Measuring the Massive Gym (2:22)
    • Hoosiers: David and Goliath (2:37)
      
      • Things to think about: 

        Norman Dale is the new coach at a small Indiana High School where Basketball plays a central role in the community. Social glue is a function which helps people bond together and makes them feel like a part of the organizational experience. In the movie we see that the people are motivated to adopt the town's strong culture as it helps them fulfill their need for social identity. At first, coach Dale does not seem to respect the townspeople. For example, he tells the previous coach to leave a practice in a harsh tone. Dale is outcome oriented, he has high expectations and is goal oriented. He is aggressive and competitive and gives low emphasis on social responsibility. For example. he plays 4 players on the court instead of 5 in order to teach them who controls them. These scenes from Hoosiers can all be used to show an aspect of team formation and building.

        1. What role does the group size play in the interaction of group members in Hoosiers?
        2. What are norms and how do they play a role in group cohesiveness?

    • How Zappos will run without job titles (3:44)

      • Things to think about: What makes holacracy at Zappos different from the basic ways to integrate teams described in Section 9.3?  Would this rather different way to organize or group employees together at Zappos work at most any company, or do you think that the unique culture at Zappos also described in the video would be necessary for this kind of structure to be successful?

        Here are the “Zappos 10 Core Values”, as published on their website:

         

         

        

        (Source: Zappos 10 Core Values, https://www.zappos.com/about/what-we-live-by, accessed April 14, 2020.)

        In what ways does the organizational concept of holacracy contribute to most or perhaps all of these principles? Could this uncommon team process actually detract from these core values in some way, perhaps depending upon the people involved? For additional background, you may wish to view this video:
        https://youtu.be/5mknIg_Abfw

  • Monday, May 13 (Zoom) Understanding Groups and Teams.
    • Lecture: Groups and teams and their dynamics.
    • Lecture video: Organizational Behavior with video-PPT-Ch 09 with lecture.ppsx
  • Wednesday, May 15 (Discussion Board, and Review of Lecture-Async): 
    • Review in-class lecture from Monday
    • Discussion Board Activity: OECollaboration
      • Compose a 2-4 paragraph argument and post it no later than Wednesday, May 15th. Then, respond to 3 of your classmates arguments. Remember to be respectful and provide your critiques in a constructive manner. Your three responses are due by Saturday, May 18th, at 11:59 pm.
  • Friday, May 17 (In-Class): Group Processes and Decision Making.
    • Activity: Team Building Challenge

  Week 4: Leadership 

  • Read through Chapter 12
  • Chapter 12 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
  • Additional Resources
    • View the video where Joe Maddon is introduced as the new Angels manager on October 24, 2019.  After the opening formalities, Maddon gives a short speech about his way of managing a sport team and its players.  What does Maddon say in this video about the importance of a major league coach being a good listener?  Could this be applied to management of any type of organization? 
    • What about Maddon’s statement directly afterwards that seems to indicate he believes in trusting the ideas of his players?  Should a good leader spend more time being a sounding board and less time “sounding off” with their thoughts and opinions?  What else about good leadership did you learn from listening to Joe Maddon?
  • Angels Introduce Joe Maddon as New Manager(4:19)
  • What Makes a Good Leader? (16:43) 
  • (WARNING: Gary Vee is known for using adult language, including profanity, so please be aware that this show is no exception, thus please avoid watching if this kind of language may offend you).
  • Do you agree with the statement that “good leaders are the last line of defense and should take responsibility for the actions of the people they hired”?  In the video, the viewer is admonished against blaming others for that person’s underperformance, and instead told to take accountability for the people they hired. Does this absolve an employee of bad behavior?  What about Cy Wakeman’s comment about the link between engagement and accountability?  Did that make sense to you?  Were there any other takeaways from viewing this presentation? 
  • French and Raven's Bases of Power (5:41) 
    • The president of the United States is Commander in Chief of the U.S. military.
    • An airline pilot oversees a flight.
    • Fans look up to a movie star or other celebrity.
    • Your teacher is the head of your class.
  • Consider the following list of leadership scenarios. For each situation, describe the kind(s) of power from French and Raven’s five different types that the leader has. If the leader were the same but the situation changed—for example, if you thought of the president as the head of his/her family rather than of the military—would your answers change? Why?  Remember to think of all the possible categories that might apply:
  • Stop Hiring Sales Candidates Who Fail to Deliver (5:54)
  • Watch the video Stop Hiring Sales Candidates Who Fail to Deliver by Selling Power Inc. with Dr. Christopher Croner. As you will note from the video, Dr. Croner considers that the trait drive is critical to sales success. If indeed “drive” is composed of the three elements identified in the video (Need for Achievement, Competitiveness, and Optimism), do you think people can be trained to have these elements, or are people born with these qualities? Why? 
  • Could training possibly help a person reach some level of competency in this area, with that level depending upon some qualities specifically found in that person?  Might a trained level of competency still “lag” behind the level of “drive” found in a person who apparently was born that way? If you thought people needed to be born with “drive” or instead thought it was a trainable attribute, could there still be a discernible difference in performance between the two types of individuals? 
  • Situational Leadership  (4:14)   
  • How might it apply to a real work situation?  For example:
  • What if you were about to leave for a two-week vacation, and your work was scheduled to be handled by an experienced colleague. If she was very familiar with your responsibilities, and she's even enthusiastic to do the job for you while you’re away, what Situational Leadership approach should you adopt?   Instead of trusting her knowledge and skills to do the work, what if you created a detailed checklist of tasks for which she'll be responsible, and specific instructions on how to do them. Would this be the right approach, according to this theory?  
  • On the other hand, what if a new person joins your team and you are asked to guide them through their first few days on the job. On Day One, you sit them in front of their computer, tell them they need to create login accounts on various apps, and dash off to a meeting without giving them any more help.  Was this the right application of the Leader-Follower-Situation paradigm?
  • Monday, May 20 (Zoom)
  • Wednesday, May 22 (In-Class): 
  • Friday, May 24 (In-Class):

• Week 5: Organizational Power and Politics 

  • Read through Chapter 13
  • Chapter 13 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
  • Additional Resources
  • French and Raven's Forms of Power (0:51) 

  • Good leaders know how to use their power to get the best out of their people. But, did you know there are actually six different forms of power that leaders can use? According to John French and Bertram Raven, these are Legitimate, Reward, Coercive, Informational, Expert, and Referent. Some of these can be used to positively lead people, while others can have a negative influence.

    1.    Define the different types of power.
    2.    Reflect how you would use  power in a variety of organizational roles.

• Hoosiers: Coach Dale Benches Rade (2:37)   
• The Best Way to Play Office Politics(16:11) 

• Monday, May 27 (Lecture Asynchronous): This is a holiday, so you do not have to watch the lecture today, just sometime before class on Wednesday. 
• Wednesday, May 29 (In-Class): 
• Friday, May 31 (In-Class):

Mid-term: Week of June 1-8

Week 6: Communication 

• Read through Chapter 11
• Chapter 11 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources

  • John Legere (25:50)

    After listening to Legere explain his approach to the CEO job, does he seem to understand how power, status, purpose, and interpersonal skills affect communications in organizations (point number 3 from the Learning Outcomes)? What else does Legere state that he believes helps him to be a better communicator and CEO? Was there anything else of value stated in this video about managing in general and communications in particular? 

    Communication Sender/Receiver: Abbott and Costello Routine (2:26) 

    
    Exhibit 11.2 The Basic Communication Model (Attribution: Copyright Rice University, OpenStax, under CC-BY 4.0 license)

    What barriers must you overcome to communicate at the university where you are taking this course? Describe any strategies you have created to overcome these barriers. Are these challenges unique to higher education, or have you experienced similar issues at a job, or with your friends, family and acquaintances?

    Looking at these barriers to effective communication, can you think of at least one “work-around” or solution to each one that a manager could implement?

    

    Nonverbal Communication Gestures (1:40)

    Consider the following list and see if you can fill in the aspect conveyed of having that potential symbol, or the extent or quality that is typically suggested with it:

       

    The section also briefly mentions what is called “body language”, or the messages and meaning that can be conveyed consciously or unconsciously through gestures and facial expression.  View the linked video from the film Coming to America and notice how the character Eddie Murphy plays uses gestures in an attempt to communicate non-verbally.  How would you rate the success of this way of communicating, based upon the scene in the video?  What advantages and disadvantages are part of using gestures instead of words?  How might nonverbal communication be misunderstood?

    World's Best Reputation Management Software? 7:19

    What problems is this software designed to mitigate or resolve?  Is there any type of reputation issue with which you think this kind of software will not help?  What would this application help automate that would be challenging for even the largest organization to monitor and control?

    What do you think would be most important to a small startup compared to a medium or even large global corporation?

    Top 14 Virtual Management Platforms (6:26) 

    What are the top 14 applications, according to this video?  Which types of pros and cons would managers in different types of situation find most relevant?  What factors might influence this decision? Consider:

    •    Size of company
    •    Industry
    •    Product
    •    Customer type (Retail/Wholesale/Government/Non-profit)
    •    Something else?

• Monday, June 3 (Zoom)
• Wednesday, June 5 (In-Class): 
• Friday, June 7 (In-Class):

Week 7: Conflict and Negotiations 

• Read through Chapter 14
• Chapter 14 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources
  • Managing Conflict in Organizations (4:22)
  • 
    • Why do organizations have so much conflict?
    • Describe the process of the conflict model.
  • Erin Brocovich (2:37)
  • Intolerable Cruelty (2:10)
    
    • What are the stage of negotiation, types of negotiation behavior, and the negotiation process itself?
  • CNN to pay 76M in Record Backpay Settlement (51)

    • What might be the explanation for these are other large organizations getting into trouble with the NLRB for such violations?  Since as the Section discussed, conciliation and mediation are possible ways to resolve disputes, why would CNN, Google, and others, spend years in legal proceedings? 

      Certainly, rules and regulations must be complex for all phases of human resource management and being up to date is essential.  What might you suggest to upper management if you were responsible for human resources in order to put into practice compliant policies to avoid the time and expense of litigation with the United States government?

• Monday, June 10 (Zoom)
• Wednesday, June 12 (In-Class): 
• Friday, June 14 (In-Class):

Week 8: Motivation, Performance Appraisal and Rewards 

• Read through Chapters 7 & 8
• Chapters 7 & 8 quizzes are for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources
  • Prove Them Wrong: Tom Brady (6:54)

    • What obstacles did Tom Brady need to overcome on his road to fame?  What kept him going despite a somewhat universal lack of appreciation for Brady’s skills and abilities?  What can you learn from the experience of Tom Brady about the power of motivation to supersede a myriad of challenges that could have easily discouraged and derailed the professional sports career of a less-motivated athlete?

  • Improving Motivation with Maslow's Hierarchy of Needs Theory (5:14)
  • Culinary and Hospitality Opportunities at Wegman's (5:20)
    • Which aspects on the Hierarchy of Needs appear to you that Wegmans approach helps satisfy? Is it apparent from this video why Wegmans has earned a place on Fortune’s “Best Company to Work For” every year since the list started?  What about the shopping experience at the place where you buy your groceries, assuming it’s not Wegmans, is there something they could learn from the Wegmans team that would improve your overall opinion?
  • The Karate Kid Part II: Breaking the Ice(3:33)
    • Did the main character “Danny”, start out exhibiting self-efficacy in the beginning of this scene?  What or whom provided the motivation for Danny to attempt to “break the ice”?  Would you rate Danny an E1, or not?
  • Glengarry Glen Ross Sales Training (4:48)
  • Billionaire Entrepreneurs on Fear, Taking Risks and Mistakes (12:33)
    • What specifically did each one of these men say about taking risks and fear of failure?  Were there any major similarities between the stories of each of these successful business leaders?
  • Example of Performance Appraisal in Scrubs (1:54)
    • What does the approach of the senior doctor towards performance appraisals say about the organizational commitment of the hospital toward managing their employees?
    • What is your opinion of the senior doctor instituting self appraisal for the trainee?
  • How to Get People to Work Harder (4:07)
    • Is the plan outlined by Andy extrinsic or intrinsic rewards?
    • How is Andy tying reward points to performance appraisals?
  • How to Handle an Employee Seeking a Raise (6:29)
    • Since this was the creation of a "Television division" was this an individual or group pay incentive?
    • Was this a pay increase of a promotion? What type of pay reward was this?

• Monday, June 17 (Zoom)
• Wednesday, June 19: Juneteenth Holiday (NO CLASS) 
• Friday, June 21 (In-Class):

Week 9: Organizational Structure and Change (Ch 16)

• Read through Chapter 16
• Chapter 16 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources
  • Max Weber Bureaucracy (9:52)
    • What else about Weber’s contributions to management theory and practice seem to also be relevant in modern times?  What, if anything, might be out-of-date?
  • Disruptive Innovation (2:07)
  • Disruptive Innovation Explained(7:51)
    

    • No greater type of change that can impact both organizations and the societies in which they function would likely be what Harvard professor Clayton Christensen termed Disruptive Innovation.  View the first linked video to learn the differences, according to Professor Christensen’s theory, between innovations which could be called merely sustaining and those which are disruptive.  What exactly distinguishes one from the other?

      How does Professor Christensen apply the concept of “job the customer needs to get done” as the way to think essentially in reverse as a way to engineer products and services?  Next, view the interview with Professor Christensen where he describes this concept in his own words to the interviewer.  What is the “very specific definition” that makes a product disruptive according to the Professor?  What kind of influence did the interviewer claim in the second video that these theories had on such luminary innovators as Steve Jobs?  What else did you learn from these videos?

  • Making Hockey for Everyone: Kim Davis(6:22)
  • Hockey Day in America (3:26)

    • If the NHL is trying to adapt and become more welcoming to those who feel they don’t belong or haven’t been allowed to belong in the sport, do you agree that Kim Davis is the perfect person to manage this change?  Was hiring someone from the outside, someone free of a hockey culture the answer for a sport that the feature box claims has become stale by current social standards?

      Do you think the “Declaration of Principles” and the slogan Hockey is for Everyone are effective tactics to facilitate the NHL’s new, more inclusive fan strategy?  What else does Davis say in this interview that convinces you that she will be successful to manage this change at the NHL? 

      Before you make your final determination about the eventual success of this change initiative at the NHL, view the second video where you will learn how Renee Hess of the Black Girl Hockey Club works to support black women hockey fans around the NHL.  Does the enthusiastic existence of the Black Girl Hockey Club provide more evidence that the NHL will be successful with Hockey Is for Everyone?

• Monday, June 24 (Zoom)
• Wednesday, June  26 (Reading day-no class)
• Friday, June 28: Final Exam

Organizational Behavior Theories

* Organizational Behavior theories

• Scientific Management Theory
• One of the oldest management theories, the Scientific Management Theory, was pioneered by Fredrick Winslow Taylor. This particular branch of scientific management came to be known as Taylorism, after the theorist himself. Taylor believed that encouragement alone wasn’t sufficient to motivate employees and boost productivity. The procedure for carrying out tasks needed simplification and employees needed direction to perform better. Therefore, the Scientific Management Theory states that managers and employees should work closely and big tasks should be divided into small and manageable bits. Taylor also believed in economic efficiency, where employees should be rewarded in line with their productivity levels. However, this theory was heavily criticized for ignoring the social aspects of management such as perspectives, attitudes, biases, and expectations.
• Theory X/Theory Y
• It was Douglas McGregor, a management professor, who proposed the X & Y Management Theory. He suggested that there are two aspects of human behavior at work. Theory X highlights the importance of heightened supervision—a manager assumes that an employee has little ambition and avoids responsibility. In Theory Y, a manager assumes that a typical employee is keen to work, therefore minimizing supervision. In this scenario, a positive team environment and growth opportunities are beneficial.
• Maslow’s Hierarchy of Needs
  • Physiological Needs- The first level includes basic needs like food and shelter.
  • Security needs- Security requirements include ensuring employment stability and defining- roles inside the organization.
  • Social needs refer to a person's need to interact with others, in this case, other people working.
  • Needs for Self-Esteem include opportunities for success or promotion and standing in the organization.
  • Self-actualization Needs- It is the greater need for personal or professional growth.
• Maslow created a five-stage hierarchy to examine the factors that motivate employees or the general public. The notion of motivational hierarchy describes five stages in which human wants are met. It is they- 
• Bureaucracy Theory
  • Charismatic authority: This power derives from a special appeal that a leader possesses
  • Legal authority: A person holds this authority due to their legal position or rank within the hierarchy
  • Traditional authority: A person holds traditionally recognized power from long-standing customs, beliefs, or traditions; this power comes from people accepting a system’s legitimacy over time
• If you’ve worked anywhere, you’ve probably noticed that some people hold more influence than others. There’s a hierarchy, and people are either working on climbing the corporate ladder or are content to maintain their current status. The bureaucracy theory hinges upon the concept of authority in an organization.
• There are three types of authority in any organization:
• Contingency Theory
• This theory states that there isn’t one way of leading people. It recognizes the importance of various factors that influence a particular situation. A good leader considers those factors and adjusts their leadership style accordingly.
• Trait Theory
• The theory suggests that leaders have innate qualities or traits that help them excel in their roles. Such people are born with several qualities such as intelligence, accountability, creativity, and responsibility.
• Behavioral Theory
• This theory shifted the focus from innate traits to the behaviors and actions of leaders. Effective leadership is the result of skills acquired over time. Therefore, an individual can learn to become a good leader.
• Five Bases of Power Theory
  • Legitimate: Those with legitimate power hold official titles within your organization. They may be team leaders, managers, or executives.
  • Reward: People earn this kind of power through their ability to reward others for doing what they’re supposed to do.
  • Expert: Sometimes called subject matter experts (SMEs), these individuals are knowledgeable and skilled at what they do. Others lean on them to learn what they need to know to be successful.
  • Referent: Referent power is derived from the ability to exhibit relational skills within the workplace. These are usually people who are well-liked and respected because of their personalities and ability to bring people together despite their differences.
  • Coercive: People who hold coercive power gain it through the emotional manipulation of others, often through punishment.
• Contrary to what you may believe, an organizational behavior definition of power can be more dependent on relationships than titles. Want to figure out who holds the most influence in your organization? Start with French and Raven’s five bases of power:
• Human Relations Management Theory
• Elton Mayo, a psychologist, developed the Human Relations Theory. It developed as a response to the Scientific Management Theory. Mayo believed that humans are complex beings who have unique needs and expectations. Multiple factors influence employee motivation and workplace behavior. Organizations need to focus on social and psychological needs as well. In addition to monetary incentives, healthy group dynamics and recognition of efforts are essential in driving workplace productivity.
• Fayol’s 14 Principles of Management
  • Authority: Managers have the authority to give commands and must ensure that the workers complete assigned tasks.
  • Centralization: Depending upon worker competence and the characteristics of the organization, either management makes all decisions or employees also contribute to the decision-making process.
  • Division of labor: Thoughtful division of labor allows workers to become more proficient in accomplishing specialized tasks.
  • Discipline: There must be a clear hierarchy and line of authority wherein workers comply with directions from superiors.
  • Equity: Employees should be treated with fairness, kindness, and justice.
  • Esprit de corps: Employees should feel a sense of belonging within the organization. This, in turn, improves morale and creates a sense of unity.
  • Initiative: Managers should encourage initiative by allowing employees to create plans and follow them through.
  • Line of authority: There must be a line of authority that places managers before workers in the reporting structure. The organizational hierarchy should be well understood throughout a company.
  • Order: Roles and standards must be well-defined. A safe and orderly environment leads to greater coordination and productivity.
  • Remuneration: Compensation is used to motivate worker performance. This includes both financial and non-financial forms.
  • Stability of tenure: This allows employees time to learn their jobs, develop skills, and build loyalty.
  • Subordination of individual interests: The interests of individuals are secondary to the general interests of the department or company as a whole.
  • Unity of command: There should be one boss from whom a worker receives direction.
  • Unity of direction: Each department works in accordance with a singular plan that coordinates efforts. All work is guided by one supervisor.
• Fayol pinpointed 14 organizational elements that demonstrate process management theory:

Textbook:

OpenStax Organizational Behavior, by J. Stewart Black, Richard Steers, Jason Lambert, Laura M. Leduc, Eva Hartmann, David S. Bright, et al

The textbook is freely available in digital formats, and print versions can be purchased for a low price.  Access the text in all its formats by going to https://openstax.org/details/books/organizational-behavior 

ISBN: 978-1-947172-71-5