Nummer20104S2Zielsetzung / PurposeIn this course, you will strengthen your understanding of hu-man behavior in organizational contexts, with a focus on group and organizational processes and actions.
Each student should be able to:
- understand different types of groups and teams
- demonstrate a basic understanding of power and politics in
- organizations
- understand the most important power/influence tactics
- describe the causes & consequences of political behavior
- demonstrate an understanding of organizational culture and
- its common characteristics
- understand factors that create and sustain an organization's
- culture
- explain how culture is transmitted to employees
- describe forces that act as stimulants to change
- explain the sources of resistance to change
- describe the four main approaches to managing organiza
- tional change
- demonstrate a basic understanding of stress and its pos-sible
- sources
- describe the individual and organizational approaches to managing stress
Inhalt / Content1. Foundations of Group Behavior, Chapter 9
Defining and classifying groups, The Five-Stage Group-Deve-lopment Model, The Punctuated-Equilibrium Model, Group Properties (Roles, Norms, Status, Size, Cohesiveness), Group Decision-Making (Groups versus the individual), Groupthink and Groupshift, Group Decision-Making Techniques)
2. Understanding Work Teams, Chapter 10
Differences between groups and teams, Types of teams (Problem-solving teams, Self-managed work teams, Cross-functional teams, Virtual teams), Creating effective teams (Context, Composition, Work design, Process); Turning individuals into team players, Beware: Teams aren't always the answer
3. Power and Politics, Chapter 14
Part 1: Power: Definition of power, Contrasting leadership and power, Bases of power (Formal power and personal power), The dependency postulate (Importance, scarcity, non-sub-stitutability), The nine power/influence tactics, Sexual harassment: Unequal power in the workplace
Part 2: Politics: Power in action, Definition of organizational politics, The reality of politics; Causes and consequences of political behavior (Individual/organizational factors), Employee responses to organizational politics; Impression management
4. Organizational Culture. Chapter 17
Institutionalization: A forerunner of culture, Definition of organizational culture, Strong versus weak cultures, Culture versus formalization, Culture's functions; Culture as a liability (Barriers to change/diversity/acquisitions and mergers), Creating and sustaining culture, Keeping a culture alive (Selection, Top Management, Socialization), How employees learn culture (Stories, Rituals, Material Symbols, Language); Creating a positive organizational culture
5. Organizational Change and Stress Management, Ch. 19
Part 1: Organizational Change: Forces for change, Planned change, Resistance to change, Overcoming resistance to change, The politics of change, Approaches to managing organizational change (Lewin's three-step model, Kotter's eight-step plan for implementing change, Action research, Org.development), Creating a culture of change (Stimulating a culture of innovation, Creating a learning organization)
Part 2: Stress Management: What is stress? (Definition), Potential sources of stress (A model of stress), Individual differences, Consequences of stress, Managing stress
Besondere Eintrittsvoraussetzungen / Special Conditions of AdmissionOrganizational Behavior I (Management 2)Bibliographie/Literatur / Bibliography / Literature / ReferencesRequired Book
ORGANIZATIONAL BEHAVIOR, European Edition, 2010, by Stephen P. Robbins, Timothy A. Judge, Timothy T. Campbell; Publisher: Pearson, ISBN 0-273-73963-8
Further Reading
Handouts (distributed by the lecturer)
Lehr- und Lernmethoden / Methods- Lectures
- Class discussions
- Group work/case studies
- Presentations
Leistungsbewertung/Testanforderung(en) / AssessmentWritten examination: 60 minutes
Weight: according to no. of credits
Date of module examination: End of semester
