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Standorte und KontaktBibliothek FHNWKarriere an der FHNWMedien

      Logo der Fachhochschule Nordwestschweiz
      De
      Standorte und KontaktBibliothek FHNWKarriere an der FHNWMedien

      Organisational Behaviour I

      Nummer
      10102S1
      Zielsetzung / Purpose
      In this course, you will strengthen your understanding about people and their behavior within the context of a business environment. Each student should be able to: - demonstrate a basic understanding of the key concepts in Organization Behavior - understand how ability and biographical characteristics affect employee performance and satisfaction - discuss how rewards shape behaviors like attendance through learning - describe personality and its relationship to behavior - understand the process of perception - describe the most important motivation theories - explain how the best of motivation theories fit together, give some guidelines for designing effective motivation programs - describe the most important theories of leadership (such as trait-, behavioral- and contingency theories) - explain charismatic leadership, transactional- and transformational leadership - describe contemporary leadership roles (Mentoring, Self-Leadership, Online Leadership) - understand the key elements of an organization's structure
      Inhalt / Content
      1. What is Organizational Behavior (OB)? Definition of Organizational Behavior (OB), What managers do (Management functions, Management roles, Management, skills), A review of the manager's job, Complementing intuition with systematic OB study, Contributing disciplines to the OB field, Challenges and opportunities for OB, Developing the OB model (incl. the dependent- and independent variables) 2. Foundations of Individual Behavior Ability (Intellectual- and physical abilities), The Ability-Job-Fit, Biographical characteristics, Theories of learning (Classical conditioning, Operant conditioning, Social learning), Shaping behavior of others: A managerial tool, The role of punishment in learning, Schedules of reinforcement, Behavior self-management, Research findings about leadership learning 3. Personality (without Values) Definition of personality, Personality determinants, Personality traits, Myers-Briggs-Type Indicator, The Big-Five-Model, Other personality traits relevant to OB 4. Perception (without Individual Decision Making) Definition of perception, Factors influencing perception, Person perception: Making judgments about others, Attribution theory, Frequently used shortcuts in judging others, Specific applications of shortcuts in organizations 5. Motivation Concepts Definition of motivation, Early theories of motivation (Mas-low's hierarchy of needs, Theory X and Theory Y, Two-Factor theory, McClelland's theory of needs), Contemporary theories of motivation (Cognitive Evaluation Theory, Goal-Setting theory, Management by Objectives (MBO) programs, Self Efficacy theory, Reinforcement theory, Equity theory, Expectancy theory) 6. Motivation: From Concepts to Applications Motivating by job design: The Job Characteristics Model, How can jobs be redesigned? (Job Rotation, Job Enlargement, Job Enrichment), Alternative work arrangements (Flexitime, Job Sharing, Telecommuting), Ability and Opportunity, Employee Involvement Programs (Participative Management, Representative Participation, Quality Circles), Variable-Pay Programs (Piece-Rate Pay, Merit-based Pay, Bonuses, Profit-Sharing Plans, Gainsharing, Employee Stock Ownership Plans, Skill-based Pay Plans), Employee Recognition Programs 7. Basic Approaches to Leadership Definition of leadership, Leaders versus Managers, Trait theories, Behavioral theories (Ohio State Studies, University of Michigan Studies, the Managerial Grid), Contingency theories (Fiedler model, Hersey and Blanchard's situational leadership theory, Path-Goal theory), Leader-Member Exchange theory, Leader-Participation model 8. Contemporary Issues in Leadership Framing - Using words to shape meaning and inspire others, Inspirational approaches to leadership (Charismatic leadership, Transactional- and Transformational Leadership), Authentic Leadership, Trust and Leadership, Contemporary leadership roles (Mentoring, Self-Leadership, Online Leadership), Finding and creating effective leaders 9. Foundations of Organization Structure What is Organizational Structure? The 6 elements of an organisations' structure (Work specialization, Departmentalization, Chain of command, Span of control, Centralization/Decentralization, Formalization), Common organizational designs (the Simple structure, the Bureaucracy, the Matrix structure), New Design Options (the Virtual organization, the Boundaryless organization), Why do structures differ? Strategy, Organization Size, Technology, Environment
      Besondere Eintrittsvoraussetzungen / Special Conditions of Admission
      None
      Bibliographie/Literatur / Bibliography / Literature / References
      Required 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) / Assessment
      Written examination: 80 minutes Weight: according to no. of credits Date of module examination: End of semester - A minimum grade of 3.1 must be reached in this course in order to pass the module.
      Anschlussmodule/-kurse / Next Module / Course
      Organizational Behavior II (Management 4)