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.

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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.

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Course Content:

We will be reading 3-4 books this semester:

Start with Why, by Simon Sinek (255 pages, 7h 18m on Audible)

Emotional Intelligence 2.0, by Travis Bradbury (255 pages, 4h 17m on Audible)

How to Win Friends, and Influence People, by Dale Carnegie (320 pages, 8h 18m on Audible)

Good to Great: Why Some Companies Make the Leap, and Others Don't,  by James C (320 pages, 10h 1m on Audible)

Week 1: Introductions

Thursday, September 5th: 

• Introduction
• Syllabus review
• Expectations
• Ice breaker - Mentimeter (menti.com)

Week 2: Introduction to Organizational Behavior: 

• Before class on Tuesday: 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

• Tuesday, Sept 10 (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.
  • Lecture: Definition and scope of OB/Historical overview of major OB theories..
  • Group Activity: Work in groups to research and present one major OB theory.  *(see below)
• Thursday, Sept 12 (In Class): 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 3: Individual Learning: Start with Why, by Simon Sinek

    Begin reading Start With Why by Simon Sinek. You can use the electronic version, paper version, or even listen to it on Kindle.
  • Tuesday, September 17: No Class
  • Thursday, September 19 (Zoom): Zoom discussion at 8:00am
  • Zoom Link: https://hawaii.zoom.us/j/3290436340?omn=92147774978  
    • Some things to think about while reading to better prepare for our discussion:

      • Understanding the Core Concept

        1. What is the central premise of "Start With Why"?

           • Key Point: Understanding the Golden Circle (Why, How, What).

        2. Why does Sinek emphasize starting with “Why”? How does this differ from starting with “What” or “How”?

           • Key Point: The importance of purpose and belief as the foundation of successful leadership and organizations.

        Personal Reflection and Application

        3. What is your personal “Why”? How does it influence your decisions and actions?

           • Key Point: The significance of identifying one's own purpose and aligning it with daily activities and long-term goals.

        4. How can discovering your “Why” impact your academic and professional life?

           • Key Point: The potential benefits of having a clear purpose in motivation, goal-setting, and leadership.

        Analyzing Real-World Examples

        5. What are some examples of organizations or leaders that exemplify the “Start With Why” philosophy?

           • Key Point: Case studies and examples such as Apple, Martin Luther King Jr., and the Wright brothers.

        6. How do these examples illustrate the impact of starting with “Why” on success and influence?

           • Key Point: The tangible results and inspiration generated by purpose-driven leadership.

        Critical Evaluation

        7. What are the challenges or criticisms of implementing the “Start With Why” approach in organizations?

           • Key Point: Potential difficulties in identifying a clear “Why” and ensuring it permeates throughout the organization.

        8. Do you think Sinek’s arguments are convincing? Why or why not?

           • Key Point: Analyzing the strength of Sinek’s evidence and reasoning.

        Leadership and Influence

        9. How does Sinek define leadership in the context of “Start With Why”?

           • Key Point: The role of leaders in inspiring others and creating a sense of purpose.

        10. In what ways can you apply the principles of “Start With Why” to become a more effective leader?

            • Key Point: Practical steps for embodying and communicating one’s “Why” to lead and inspire others.

        Strategic Implementation

        11. What strategies can organizations use to discover and communicate their “Why”?

            • Key Point: Methods for uncovering and articulating the core purpose within teams and companies.

        12. How can aligning an organization’s actions with its “Why” influence its culture and performance?

            • Key Point: The impact of purpose-driven strategies on employee engagement, customer loyalty, and overall success.

        Reflection on Learning

        13. How has reading “Start With Why” changed your perspective on leadership and success?

            • Key Point: Personal insights and shifts in understanding about the importance of purpose.

        14. What are the key takeaways from the book that you can apply immediately in your life or career?

            • Key Point: Practical applications and immediate actions based on the book’s principles.

        15. How can you continue to explore and refine your “Why” as you grow personally and professionally?

            • Key Point: Ongoing self-reflection and development to maintain alignment with one’s purpose.

  • Week 4: Individual Learning: Emotional Intelligence 2.0

  • Begin reading Emotional Intelligence 2.0 by Travis Bradberry. You can use the electronic version, paper version, or even listen to it on Kindle.
  • Tuesday, September 24: No Class
  • Thursday, September 26: NO CLASS - Discussion Board Assignment Due
    • ASSIGNMENT:  

      We will be reading Emotional Intelligence 2.0 by Travis Bradberry. After reading it, you will create a discussion post and explain your understanding and impressions of Emotional Intelligence. I have provided some key points and questions for you to use to help craft your post. Your initial post will be due by Thursday, September 26th, at 11:59pm and is worth 110 points. You will then return to the post and respond to 3 of your classmate's posts in a discussion manner. You can ask them questions, pose alternative view points, or explain why you agree with their analysis. Each of these follow-ups will be worth 30 points, for a total assignment value of 200 points, and will be due by Tuesday, October 1st, before class at 8:00am.

      If you respond in addition to the 3 responses, for example, if you answer a question asked, you will be awarded additional points.  Please remember to be respectful and constructive. 

      While reading the book, it will mention taking the EQ quiz. If you do not buy the paper version of the book, you can take one of these quizzes:

      • https://www.ihhp.com/free-eq-quiz/Links to an external site. 
      •  https://docs.google.com/document/d/1g1Hd_3AOvlArOG4KWXbU05IaYSKxLvXMCZuVbG6hBv4/editLinks to an external site. (be sure to make a copy; do not type on this document)

      Key Points and Topics:

      • What is the Definition of Emotional Intelligence (EI)?

      • What are the Four Core Skills?

      • How Can You Improve Your Emotional Intelligence? 

      • What is the Role of Emotions in Emotional Intelligence?

      • What are the Benefits of High EI?

      Thoughtful questions to consider/answer when creating your discussion post:

      1. Self-Awareness:

         • How do you currently perceive your emotional strengths and weaknesses?
         • Can you identify a recent situation where your emotions influenced your behavior or decisions?
         • What strategies from the book can you implement to improve your self-awareness?

      2. Self-Management:

         • How do you typically respond to stress or unexpected challenges?
         • Are there specific techniques from the book that you can use to manage your emotions more effectively?
         • Can you recall a time when better self-management could have changed the outcome of a situation?

      3. Social Awareness:

         • How well do you understand the emotions and needs of others in your interactions?
         • What practices from the book can help you become more socially aware?
         • How can you apply the concept of empathy in your daily interactions?

      4. Relationship Management:

         • How do you handle conflicts and disagreements in your relationships?
         • Which skills from the book can you use to improve your communication and relationship-building abilities?
         • How can you create a positive impact on your team or social group using the principles of relationship management?

      The Four Areas of Emotional Intelligence and Their Importance in Leadership:

      1. Self-Awareness:

         • Definition?
         • Importance in Leadership?

      2. Self-Management:

         • Definition?
         • Importance in Leadership?

      3. Social Awareness:

         • Definition?
         • Importance in Leadership?

      4. Relationship Management:

         • Definition?
         • Importance in Leadership?

      By focusing on these areas, a college student can gain valuable insights into their emotional intelligence and develop the skills needed for effective leadership.

  • Week 5: Individual and Cultural Differences

    • • Read through Chapter 2, paying close attention to sections 2.1, 2.4, 2.5
      • Chapter 2 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
      • Additional Resources:
        • Section 2.2 Employee Abilities and Skills: 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?
        • Section 2.4 Personality and Work Behavior: The Four Personality Types and How to Deal with Them (4:21).
        •        Watch this video where Patrick Bet-David categorizes the 4 personality types. How does the video and the approach in Section 2.4 in the text agree and diverge?
        • Section 2.6 Personal Values and Ethics: 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?
      • Tuesday, October 1 (In class): Individual Differences and Personality.
        • Lecture: Understanding personality traits and their impact on behavior.
        • Group discussion: Emotional Intelligence and Leadership
      • Thursday, October 3 (In class): Cultural differences in the workplace activity

• Week 6: Good to Great

• Tuesday, October 8: In class lecture - What makes organizations great 
• Thursday, October 10 (Zoom discussion): Read Good to Great and be ready to discuss 

• Week 7: Perception and Job Attitudes

• Read through Chapter 3, paying close attention to sections 3.3, 3.4, & 3.5. 
• Chapter 3 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources:
  • 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)
• Tuesday, October 15 (In class): Ch 3 lecture
• Thursday, October 17 (In class): Perceptions and Attitudes on Job Satisfaction.
  • Lecture: Exploring the role of perception and attitudes in shaping behavior at work.
  • Group Discussion: Debate on the importance of job satisfaction in organizational performance. 

  • Week 8: 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 situations find most relevant?  What factors might influence this decision? Consider:

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

    • Tuesday, Oct 22 (In Class): Lecture
    • Thursday, Oct 24 (In-Class): Activity

Week 9: 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 on 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) 
• Tuesday, Oct 29 (In-Class): Lecture 
• Thursday, Oct 31 (In-Class): Activity

Week 10: 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 stages 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 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?

• Tuesday, November 5 (No Class): National Holiday
• Thursday, November 7 (In-Class): Lecture and Activity

Week 11: Work Motivation for Performance

• Read through Chapter 7 
• Chapter 7 quiz is 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?
• Tuesday, November 12 (In-Class): Lecture
• Thursday, November 14 (In-Class): Activity

Week 12: Performance Appraisals and Rewards

• Read through Chapter 8
• Chapter 8 quiz is for review only, but highly recommended as the mid-term and final questions will be taken directly from them. 
• Additional Resources
  • 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
  • Tuesday, November 19 (Zoom Class): Lecture
  • Thursday, November 21 - No Class

Week 13: Organizational Structure and Change 

• 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?

• Tuesday, November 26 (Zoom Class) Lecture
• Thursday, November 28: Thanksgiving - No Class

Week 14: 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
  • 12.1 The Nature of Leadership: Angels Introduce Joe Maddon as New Manager  (4:19)
    • Synopsis: What can be learned from a winning baseball coach about leadership? Exhibit 12.2 in Section 12.1 features Joe Maddon, who at the time this photo was taken, was the manager of the Chicago Cubs baseball team.  Maddon completed five successful years with the Chicago Cubs, where he helped lead the team to a World Series victory in 2016.  In October 2019, the Los Angeles Angels officially introduced Joe Maddon as their new manager. Maddon had previously coached the Angels from 1994 - 2005.
    • 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?
  • 12.3 Leader Emergence: French and Raven's Bases of Power (5:41)
    • Synopsis: Different leadership scenarios correlate to various types and sources of leadership power. In Section 12.3, the authors discuss leadership influence and ask the question “how do leaders effectively exercise this influence?” The answer provided is that a leader’s social influence is the source of this power. Also, in this Section, students learn about French and Raven’s typology for the identification of sources and types of leadership power, categorized into the following five kinds of power:
      • Reward power
      • Coercive power
      • Referent power
      • Expert power
      • Legitimate power
  • 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:
    • • 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.
  • 12.4 The Trait Approach to Leadership: Stop Hiring Sales Candidates Who Fail to Deliver(5:54)
    • Synopsis: Is “drive” a preconditional trait, or can it be taught like any other skill or ability? Section 12.4 introduces the concept of core traits.  Although the text reinforces that traits do not solely determine whether a person will be a successful leader, traits are thought to be “preconditions” that are likely to indicate at least the potential for leadership ability. Among the core traits identified, one key factor was labeled “drive”.
    • 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 you thought it was a trainable attribute, could there still be a discernable difference in performance between the two types of individuals? 

• Tuesday, December 3 (In-Class) Lecture
• Thursday, December 5 (In-Class) Activity

Week 15: Final : In Class on Tuesday, December 10, 8:00am-10:50am

 

 

 

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
• 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- 
  • 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.
• Bureaucracy Theory
• There are three types of authority in any organization:
  • 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.
• 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
• 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:
  • 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.
• 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
• Fayol pinpointed 14 organizational elements that demonstrate process management theory:
  • 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.
• Social Learning Theory
  • Proposes that individuals learn new behaviors by observing others and seeing the consequences of their actions. Albert Bandura, the proponent of this theory, suggested that learning occurs through observation, imitation, and modeling, implying that organizational culture and role models play a significant role in shaping employee behavior.
• Organizational Culture Theory
  • Emphasizes the impact of organizational culture—the system of shared values, beliefs, and norms on employee behavior and organizational performance. According to this theory, a strong, cohesive culture aligned with organizational goals can significantly enhance performance and employee satisfaction.
• Herzberg's Two-Factor Theory
  • Distinguishes between hygiene factors (e.g., salary, work conditions, job security) that can prevent dissatisfaction and motivational factors (e.g., achievement, recognition, responsibility) that can foster job satisfaction. Herzberg argued that both sets of factors need to be addressed to motivate employees effectively.
• Equity Theory
  • Suggests that employees are motivated by fairness and equity in the workplace. According to this theory, developed by J. Stacy Adams, individuals compare their job inputs (e.g., effort, experience) and outcomes (e.g., salary, recognition) against those of others in similar situations. Perceived inequities can lead to low motivation and job dissatisfaction.
• Expectancy Theory
  • Developed by Victor Vroom, this theory argues that employee motivation is determined by their expectancy (belief that effort will lead to desired performance level), instrumentality (belief that performance will lead to desired outcome), and valence (value of the desired outcome to the individual). Effective motivation occurs when an individual believes their effort will lead to performance that will, in turn, result in a valued outcome.

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