Management 2
Course Description
Course Number
Schools
Name(s) of Degree Course(s)
Type of Degree
Name of Module / Major / Minor
Module Level
Module Type
ECTS Credits
Total study time in hours
(contact lessons, guided and individual self-study)
Responsible Lecturer
Organizational Behavior I
IM-010102S1.SN/09
School of Business
Business Administration (International Management)
Bachelor of Science
Management 2 (Total 6 ECTS-Credits)
B
I
A
S
C
R
M
4 ECTS-Credits
Contact lessons: 48 h (16 weeks, 3 hrs of lecture per week)
Self-study:
72 h
Total
120 h
Telephone/E-Mail
Learning Objectives
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:
Course Contents
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•
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, SelfLeadership, Online Leadership)
•
understand the key elements of an organization's structure
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
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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 selfmanagement, 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, Skillbased 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, CentralizaVersion ab SJ 14/15
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tion/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
Methods
Language
- Lectures
- Class discussions
- Group work/case studies
- Presentations
English
Assessment(s)
Written examination: 80 minutes
Weight: according to no. of credits
Date of module examination: End of semester
References
General Requirements or
Previous Module(s) / Course(s)
Subsequent Module(s)/Course (s)
→ A minimum grade of 3.1 must be reached in this course
in order to pass the module.
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)
None
Organizational Behavior II (Management 4)
Remarks
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