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Organizational Behavior
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Analysis of Organizational Behavior Illinois State U. College of Business Instructor:
Mathew Sheep, Mike Dumler
Core
MQM 421- Analysis of Organizational Behavior addresses many topics of Social Impact Management. The course specifically details and requires a student to demonstrate competencies...
MQM 421- Analysis of Organizational Behavior addresses many topics of Social Impact Management. The course specifically details and requires a student to demonstrate competencies in the following SIM areas: - Business Ethics and Corporate Social Responsibility: Discussion topics include ethical behavior modeling and codes of ethical lapses in workplace, stages of cognitive moral development, and corporate responsbility pyramid. Team projects discussed the BP oil spill and Haliburton's role in the incident and the Chinese manufacturer Foxconn's ostensibly harsh culture, low wages, and alleged sweatshop operations. - Leadership: Top managers and executives establish the mission and vision for companies. Students were tasked with finding and discussing corporate leaders who had visions and missions to establish strong, consistent cultures that employed a stakeholders' view of the business environment. - Diversity: Specifically the course discusses how organizations use hiring practices to enhance business performance. Understanding the business environment from a global context will enable corporations to employee people that have different global experiences and perspectives. Thus, enhancing the decision making process by engaging those that might have alternate opinions and thoughts regarding company actions which can result in more socially responsible outcomes. These concepts were reinforced through lectures, readings, in-class exercises, and team project. One of the options for completing the team project was to analyze an organization from one or any combination of SIM practices or policies. *** This course does discuss how mainstream businesses can be an engine for improving social and environmental conditions.
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Appreciative Inquiry Case Western Reserve (Weatherhead) Instructor:
Susan Case
Elective
This course studies organizational analysis through appreciative inquiry. It explores multiple frame works for understanding the complexity of organizational life, identifying...
This course studies organizational analysis through appreciative inquiry. It explores multiple frame works for understanding the complexity of organizational life, identifying opportunities for creating more just and sustainable practices and processes. Students form teams and conduct appreciative studies across industries. This course also addresses questions of organizational change (how to move from theory/ideal to practice). Learning is experiential in nature.
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Arts and Leadership IEDC Instructor:
Dr. Danica Purg, Dr. Ian Sutherland, Dr. Arnold Walravens, Dr. Haris Pasovic
Core
Arts and Leadership couples conceptual lectures with experiential learning through arts based activities (from plastic to performative) to promote reflective, sensitive, dynamic,...
Arts and Leadership couples conceptual lectures with experiential learning through arts based activities (from plastic to performative) to promote reflective, sensitive, dynamic, holistic and responsible views of complex issues facing leaders today. The course uses arts interventions to challenge and provoke the awareness of participants to globally important issues such as sustainability, equality, discrimination, and multiculturalism. Projects of experiential learning through the arts are led by professional artists and leadership experts from diverse practical backgrounds – musicians, conductors, film and theatre directors, painters, sculptors, designers and conceptual artists. Through the guidance of professionals participants explore creative processes and their application to leadership practices. The aim of this approach is to introduce other existing ways of problem solving, to explore relationships between creativity and responsibility. Since the artistic approach to decision making and selection of opportunities and form of expression is very intimately connected to the artist and her/his ethical, social and environmental beliefs and position, the course addresses those questions through discussions and exercises which place responsible leadership at the core of the subject.
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Bargaining, Negotiation, and Interpersonal Conflict Management U. of Colorado at Denver Business School Instructor:
Ken Bettenhausen
Elective
MGMT6804-3. Bargaining and Negotiation. Designed as a seminar in bargaining, negotiation, and interpersonal conflict management. Through simulations, role-plays and personal...
MGMT6804-3. Bargaining and Negotiation. Designed as a seminar in bargaining, negotiation, and interpersonal conflict management. Through simulations, role-plays and personal experience, students will practice and develop their negotiation skills and see how negotiations differ depending on the type of situation encountered. Specific topics covered include: the nature of negotiation, the role of negotiation context, interdependence and power, strategies and tactics of distributive bargaining, strategies and tactics of integrative bargaining, negotiation ethics, and interpersonal conflict resolution. This is not a course in collective bargaining, salesmanship, or purchasing (though the course principles and negotiation techniques covered in the course certainly apply to each of these contexts). The course objective is help you think about, practice, and (hopefully) improve your ability to negotiate and bargain your way through life (both personal and professional). Throughout the semester you will have the opportunity to share and critique your classmates' and your own out-of-class bargaining experiences and to practice bargaining in class by negotiating in earnest within the context of different bargaining exercises. After working through each in-class exercise we will discuss the strategies and bargaining tactics you used and consider why they worked or did not work, and the ethical issues surrounding the negotiation in this particular situation.
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BEHAVIORAL DECISION MAKING: BIASES, HEURISTICS AND ERRORS. IE University Instructor:
LEE NEWMAN
Elective
Reasoning, judging and deciding are important aspects of everyday life and are particularly critical in the context of business. For example, managers routinely make decisions...
Reasoning, judging and deciding are important aspects of everyday life and are particularly critical in the context of business. For example, managers routinely make decisions amid uncertainty and too little time; the daily life of the entrepreneur involves knee- jerk judgments, quick decisions, and often emotional attachments; marketers, consultants and financial advisors need to influence by understanding the behavior of their consumers and clients. Research in the behavioral sciences has demonstrated convincingly that despite our best intentions, as decision makers we are often prone to err. We are influenced by biases, swayed by emotions, seduced by information, and we routinely favor “quick and dirty” approaches to making decisions even when more principled models and methods are available. When do we err? How do we err? Why do we do so? And how can we do better? The course is intended for a broad audience of future managers, marketers, consultants, entrepreneurs, or anyone seeking a better understanding of judgment and decision making from a behavioral perspective. After participating in this course, you should expect to: 1. Learn to identify the types of situations that pose challenges to our ability to reason and make good decisions. 2. Recognize important cognitive, emotional and social biases and fundamental limitations that can influence how we reason and decide. 3. Understand a range of our default, “quick and dirty” (heuristic) approaches to decision making and the situations in which these lead to good, bad, and decidedly ugly outcomes. 4. Learn how we can reason and decide more effectively by limiting or avoiding our biases, default approaches, and limitations. 5. Understand how behavioral concepts from the course apply to business contexts such as consumer marketing, financial investing, consulting, and general management.
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Behavioral Management Theory Kansas State U. College of Business Admin. Instructor:
Dr. Bill Turnley, Dr. Brian Niehoff, Dr. Tom Wright
Core
This course functions as a survey course in organizational behavior and theory. The primary objective of this course is to provide a conceptual and empirical understanding of...
This course functions as a survey course in organizational behavior and theory. The primary objective of this course is to provide a conceptual and empirical understanding of the structure and function of human behavior in organizations and the negative and positive social impacts, especially as they pertain to employee well-being, including work-life balance and the management of stress. As part of this inquiry, ethical issues, including the roles of character, leadership, and conflict management, are addressed, along with issues of demographic diversity, religion, corporate citizenship, group cohesion, and cross-cultural management.
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Bus Intelligence/Corp Security Thunderbird School of Global Management Instructor:
Dr. Paul Kinsinger
Elective
This seminar will focus on the role that business intelligence—defined in this class as the systematic collection, synthesization, and analysis of actionable information on...
This seminar will focus on the role that business intelligence—defined in this class as the systematic collection, synthesization, and analysis of actionable information on a company’s external operating environment—can play in strengthening corporate decision-making by illuminating the playing field; how to deal with the ethical issues regarding business intelligence practices. Along the way, you should develop a keener understanding of, and appreciation for, your own executive decision-making process, including your ability to assimilate outside expertise and your innate information and style biases. This, in turn, should help you address your own decision-making "blindspots."
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Business Ethics & Corporate Social Responsibility London Business School Instructor:
Celia Moore
Core
This course covers ethical issues and social responsibility in business.
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Career Strategies Simmons School of Management Instructor:
Cynthia Ingols, Mary Shapiro
Core
Career Strategies is designed for women MBA students to explore their career interests and strategize their career futures. While the syllabus contains many standard diagnostic...
Career Strategies is designed for women MBA students to explore their career interests and strategize their career futures. While the syllabus contains many standard diagnostic instruments and approaches, the classroom discussion is informed by current research and debate on women in management, gender in organizations, work/life balance, and negotiation.
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Clarkson Consulting Group Clarkson University Instructor:
Sandy Fisher
Elective
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Communication and Negotiations Thunderbird School of Global Management Instructor:
Dr. Dennis Leclerc, Dr. Karen Walch
Core
The course provides students with knowledge, skills, insights, and experience necessary to be a communicatively competent international manager and negotiator. Upon completion...
The course provides students with knowledge, skills, insights, and experience necessary to be a communicatively competent international manager and negotiator. Upon completion of this course, students should be able to understand theories of cross-cultural negotiation and how these impact business interactions as well as gain insight into personal and cultural "baggage" that influences your cognitive, affective, and negotiation behavioral processes. Students are also able to expand skills in achieving communication and negotiating competence through the understanding and practice of increased appropriateness, flexibility, and adaptability.
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Communication and Teamwork Building Seoul School of Integrated Sciences and Technologies(aSSIST) Instructor:
Lee, Hyun Joo
Core
Today’s business environments require not only individual abilities for task accomplishment but also understanding team process and teamwork skill. Communication, in this sense,...
Today’s business environments require not only individual abilities for task accomplishment but also understanding team process and teamwork skill. Communication, in this sense, is the “essence of social relational system”, “the heart of organizational behavior”. During the course, the notions of team, teamwork and communication will be defined and reexamined. Students will be able to know about their relevant team role type(s) and integrate themselves with teamwork process based on good communication skills, especially active listening, feedback and conflict management skills, etc.
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Communication Strategies Simmons School of Management Instructor:
Mary Shapiro
Core
Approximately eighty percent of this required course is focused on identifying and managing the challenges to effective communication posed by diversity, defined here by differences...
Approximately eighty percent of this required course is focused on identifying and managing the challenges to effective communication posed by diversity, defined here by differences in personal communication styles, world culture, ethnicity and gender. Students undertake multiple analyses to identify the components of their own communication orientation and explore and practice strategies for communicating with people with diverse approaches. One diagnostic explores the degree to which the student subscribes to the values of their birth culture. In order to increase effectiveness communicating across diversity, students learn strategies that include: recognizing their own orientation, identifying the orientation of others, and responding to those differences. Exercises allow students to strengthen their verbal and written communication strategies and understanding that while there is no one universally right way to communicate, given the multiple protocols (personal, organizational, cultural, hierarchical, gender, virtual) that may be at play, the most effective communication strategy in any particular situation is contextually contingent.
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Communication Strategies and Skills for Business Professionals Illinois State U. College of Business Instructor:
Eric Hoss
Elective
This course covers significant topics related to business management. Issues covered include leadership, sustainability, planning, and communication. After covering the purpose,...
This course covers significant topics related to business management. Issues covered include leadership, sustainability, planning, and communication. After covering the purpose, strategy, and structure of effective leadership communication, the course addresses cultural literacy and cross-cultural leadership communication, leadership through effective external relations and stakeholder management as well as corporate citizenship. The course employs readings and case studies based on real-world experiences of mainstream businesses. The assignments cover many topics that include social and cultural issues. *** This course does discuss how mainstream businesses can be an engine for improving social and environmental conditions.
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Complexities of People and Organizations Rice University (Jesse H. Jones) Instructor:
Jennifer George, Ph.D.
Elective
Complexities of People & Organizations is a seminar focused on contemporary issues in organizational behavior. We will read five books that focus on critical issues that we all...
Complexities of People & Organizations is a seminar focused on contemporary issues in organizational behavior. We will read five books that focus on critical issues that we all face in our work lives and alternative ways in which we can deal with these issues. In our seminar meetings, we will critically discuss what we have read for each class, reflecting on the authors’ perspectives and views as well as our own. It is often said that in these busy times we live in, all of us (including managers and leaders), do not engage in enough self-reflection about what we are doing, why we are doing it, what choices we may or may not have, and why we make the choices and decisions that we do. As Professor Joseph Badaracco recently said in a Harvard Business Review article, “…leaders should learn more about themselves if they want to succeed…you should reflect on how well you can manage yourself…the best reflection involves dialogue with others…” In this seminar, the books we will read will be the springboard for an ongoing dialogue we will have about critical issues we all face. The Seminar will be structured along five key, interdependent themes: the meaning of work, how and why things can go terribly wrong in organizations, alternative approaches to motivating and leading people, work and family, and the realities of managing and leading. Some of the topics we will focus on include the changing nature of work and organizations, the meaning of work in our lives, functions and dysfunctions of alternative ways of organizing, managing, and leading people in organizations, and the intersection of work with the rest of our lives including our families. The issues we will focus on are complex in that there are no right or wrong answers; rather they are nuanced issues that can be viewed from a variety of different perspectives that speak to the complexities and struggles we all face in our work lives and why we end up behaving the way we do.
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