SCHOOL OF INTERNATIONAL BUSINESS
DEPARTMENT OF MANAGEMENT
DEPARTMENT OF HOSPITALITY AND TOURISM MANAGEMENT
COURSE TITLE: ORGANIZATIONAL BEHAVIOR
COURSE CODE: BUMAOB470; HPHTOB470
3 semester credits
1. DESCRIPTION
The aim of this course is to provide an overview of main theoretical concepts of organizational
behavior (OB) and their application in contemporary hospitality organizations. The course
covers various topics in OB, which are generally grouped into the individual, group, and
organizational levels of analysis. The course balances conceptual knowledge with practical
application. Lectures will provide a broad overview of the course topic and explain key concepts
to be used in understanding phenomena occurring in the business world. Relevant case studies
will be discussed in class in order to develop students’ skills in applying knowledge to practical
situations.
2. OBJECTIVE
By the end of the course students should be able to:
• Define what is Organizational Behavior and describe its historical perspectives.
• Characterize Managerial Context and Ethics Challenge.
• Define diversity and demonstrate awareness of barriers and challenges to manage
diversity in the workplace.
• Explain and assessing national and organizational cultures using theoretical models.
• Explain and give examples of how personality, values and motivation affect employees’
satisfaction and performance.
• Define groups, their structure and composition, identify the stages of group development
and explain the responses appropriate to each stage.
• Describe different styles of managing conflict and negotiation techniques.
• Explain and provide examples of effective communication.
• Identify different leadership theories and models.
• Identify and explain the dimensions of organizational design and the steps of
organizational change.
3. REQUIREMENTS
Successful completion of Human Resources Management or equivalent is required for this
course.
4. METHOD
Lectures, power point presentations, practical exercises, class-discussions on specific case
studies provided by the instructor, students’ oral presentations, assignments, short videos. Each
week a student may be required to sum up the previous lesson. Pop quizzes may be given
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during the course of the semester. Pop quizzes will be administered at the beginning of the
class and will cover the material discussed in previous class as well as the assigned material
for the day. Pop quizzes are meant to encourage students to take the time to prepare for class
and could have a negative or positive effect on student’s final grade.
This course requires that you participate in class discussions. This means that you should
contribute to class discussions by asking questions, making comments appropriate to the topics
being discussed relating also to your experiences.
Each case study or exercise will be related to a topic or more topics discussed in class; through
these you will be give the opportunity to apply the information provided by the teacher to
concrete business cases.
Also, each week you will be assigned with home-works which may consist in studying a reading
provided by the instructor and answer to short essay questions, prepare short written
assignments or prepare an oral presentation based on case studies (e.g. Hotels and
Restaurant visits). All written home assignments are due at the beginning of the class and
submission by e-mail is not accepted. Additional readings and homework (not currently
mentioned in paragraph 12 – lessons) might be assigned by the instructor in case she thinks it
may support students in their course learning.
Students are encouraged to work individually and/or in teams exploring the Internet and other
databases related to class activities.
As part of the assignment students are expected to fulfill “self-assessments” by registering to
the McGraw Hill web site.
During the course students will be divided into groups for home assignments, case studies and
oral presentations. Please remember, that one of the most important skills required in
organizations is team working so in this course the importance of such ability is emphasized
and you will be encouraged to develop it though working with your classmates.
In group assignments each student member is expected to make her/his contribution.
5. TEXT BOOK – FURTHER READINGS – RESOURCES
TEXT BOOK
Organizational Behavior by Kreitner & al. 9th ed. – approx € 74.50 (expedition expenditures not
included).
The Textbooks are pre-ordered and available at: Paperback Via Oche 4R.
The text book is mandatory for successful completion of the course.
Where applicable, additional materials, handouts and/or notes will be provided by the instructor.
FURTHER READINGS
(Books listed below are available in the FUA library)
Nelson B. & Economy P. , “The management bible”, Wiley, 2005.
Medlik S. & Lockwood A., “Tourism and Hospitality in the 21st Century”, Paperback, 2002.
Barrows C.W., “Introduction to the Hospitality Industry”, 7th edition, Wiley, February 2002.
Woods R.H., “Managing Hospitality Human Resources”, Educational Institute of the American
Hotel & Motel Association, 1995.
LIBRARIES IN FLORENCE
The FUA library is located in Corso Tintori 21. Please consult the posted schedules for official
opening times. Also note that the library is for consultation only and it is not possible to borrow
materials. The library is equipped with a scanner and internet access so that you may save or
email a digital copy of the pages needed.
Students may also utilize additional libraries and research centers within the local community:
Biblioteca Palagio di Parte Guelfa
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Located in Piazzetta di Parte Guelfa between Piazza della Repubblica and Ponte Vecchio.
Please consult the library website for hours of operation: http://www.biblioteche.comune.fi.it/
biblioteca_palagio_di_parte_guelfa/
Biblioteca delle Oblate
Located in via dell'Oriuolo 26. Please consult the library website for hours of operation:
www.bibliotecadelleoblate.it
The Harold Acton Library at the British Institute of Florence
Located in Lungarno Guicciardini 9. Please consult the library website for hours of operation.
This library requires a fee-based student membership. For information: www.britishinstitute.it/en
6. FIELD LEARNING
This course does not include a field learning activity.
7. COURSE MATERIALS
No additional course materials are necessary.
8. COURSE FEES
Course fees cover course-related field learning activities, visits, and support the instructor's
teaching methodologies. Book costs are not included in the course fee. The exact amount will
be communicated by the instructor on the first day of class.
9. EVALUATION – GRADING SYSTEM
10% Attendance
20% Class Participation and Assignments
20% Midterm exam
20% Paper and Oral Presentation
30% Final exam
A = 93-100 %, A- = 90-92%, B+= 87-89%, B = 83-86%, B-=80-82%, C+ = 77-79%, C=73-76%,
C-=70-72%, D = 60-69%, F= 0-59%, W = Official Withdrawal, W/F = Failure to withdraw by the
designated date.
10. ATTENDANCE – PARTICIPATION
Academic integrity and mutual respect between instructor and student are central to the FUA
academic policy and reflected in the attendance regulations. Student presence is mandatory
and counts toward the final grade.
On the second absence the attendance and participation grade will be impacted. Please note
that missing certain field learning activities may count for more than one absence.
On the third absence the instructor may lower the final grade by one letter grade. (Example:
Final grade average of 93% or A will become a B).
The fourth absence constitutes automatic failure of the course. Students with excessive
absences will be asked to withdraw with a W (if before the deadline) or leave the course
with a WF.
Late Arrival and Early Departure
Arriving late or departing early from class is not acceptable. Two late arrivals or early
departures or a combination will result in an unexcused absence. Travel is not an exceptional
circumstance.
Travel (or delays due to travel) is NEVER an excuse for absence from class.
It is always the student's responsibility to know how many absences he or she has in a course.
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If in doubt, speak with your instructor!
Participation: Satisfactory participation will be the result of contributing to class discussions by
putting forth insightful and constructive questions, comments and observations. Overall effort,
cooperation during group work and in-class activities, responsible behavior, and completion of
assignments will be assessed.
11. EXAMS – ORAL PRESENTATION
The Midterm exam accounts for 20% of the final course grade. For exam time and date consult
the course addendum. The time and date of the exam cannot be changed for any reason.
Format: the exam is divided into three sections:
• Part I: 10 Multiple choice questions. Each correct answer is worth 2 points, for a total of
20 points.
• Part II: 10 short-answer questions. Each correct and complete answer (concise
explanations, main ideas, key words, names, etc.) is worth 5 points, for a total 50
points.
• Part III: two essay questions; each correct and complete answer is worth 15 points
(based on content, vocabulary, detail, etc.) for a total of 30 points.
The final Paper and Presentation accounts for 20% of the course grade.
• Format: topic, length, guidelines, and due date will be provided in the course
addendum.
• Material for research will be available in the FUA Library in Corso Tintori 21.
The Final exam accounts for 30% of the final course grade. For exam time and date consult the
course addendum. The time and date of the exam cannot be changed for any reason.
Format: the exam is divided into three sections:
• Part I: 10 Multiple choice questions. Each correct answer is worth 2 points, for a total of
20 points.
• Part II: 10 short-answer questions. Each correct and complete answer (concise
explanations, main ideas, key words, names, etc.) is worth 5 points, for a total 50
points.
• Part III: two essay questions; each correct and complete answer is worth 15 points
(based on content, vocabulary, detail, etc.) for a total of 30 points.
• The Final Exam is cumulative
12. LESSONS
Lesson 1
Lecture
Introduction to the course: course description, purposes, syllabus,
information on exams, etc.
Organizational Behavior
Define Organizational Behavior (OB)
Historical Perspective of OB
Managerial Context and Ethics Challenge
Reading
Kreitner & Kinicki – Chapter 1
Assignment
due for lesson 2:
Exercise1: “Working in organizations: some case examples”.
Exercise2: “Ethical Dilemma”.
Self Assessment: “Ethical Decision-Making Skills”.
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Lesson 2
Lecture
Managing Diversity
Defining diversity
Barriers and Challenges to managing diversity
Effective organizational practices to manage diversity
Organizational culture
Definition, context and dynamics
Culture change
Organizational socialization process
Functions of mentoring
Reading
Kreitner & Kinicki – Chapter 2 &
Assignment
due for lesson 3:
Class will be divided into groups. A copy of an academic article will be
provided to each member of each group. The two groups have to read the
article, answer questions and prepare a class oral presentation (max 15 min)
for the next class.
Note
lesson 1 assignment due at the beginning of the class.
Lesson 3
Lecture
International OB
Culture and OB
Understanding cultural differences
Preparing employees for succeeding
Reading
Kreitner & Kinicki – Chapter 4
Assignment
due for lesson 4:
Self Assessment: “Corporate Culture Preference Scale”.
Essay on shop visit: Choose a shop, restaurant or pizzeria (you are used to
visit), visit it and write a short essay of your experience following the
instructions provided by the instructor in class.
Note
At the beginning of the class: group oral presentation of the assignment of
lesson 2 and discussion.
Lesson 4
Lecture
Individual differences
Personality and self-concept
Abilities and emotions
Values, attitudes, job satisfaction and counterproductive behaviors
Personal values
Work attitudes
Job satisfaction
Reading
Kreitner & Kinicki – Chapter 5 & 6
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Assignment
due for lesson 5: Self-assesment and your “organizational fit”: Make some
self-assessments (on the basis of instructor guidelines) and think critically
about your “profile” and two organizational settings. Visit their web sites,
check for their values and organizational culture, HRM practices etc. How
would it fit together?
Write a short paper based on the instructions provided by the instructor at
the end of class.
Note
lesson 3 assignment due at the beginning of the class.
Lesson 5
Lecture
Social perception and attributions
Perceptions and Stereotypes
Self-fulfilling Prophecy
Causal attributions
Foundations of Motivation
Motivation theories
Reading
Kreitner & Kinicki – Chapter 7 & 8
Assignment
due for lesson 9: Case: The Ritz-Carlton - Class will be divided in groups. A
copy of the case will be provided to each group at the end of the class. The
groups’ members have to read the case, answer the questions and prepare
a short (max 10 minutes) class oral presentation to be held in class.
Note
lesson 4 assignment due at the beginning of the class.
Lesson 6
Lesson 6
Lecture
Improving job performance
Goal setting
Feedback
Reward system
Reinforcement
Reading
Kreitner & Kinicki – Chapter 9
Assignment
Refer to course addendum
Lesson 7
Lecture
Midterm Exam
Lesson 8
Break
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Lesson 9
Lecture
Group dynamics
Group and social networking, development, roles and norms
Structure, composition and threats to effectiveness
Developing and leading effective teams
Work teams, Effective teamwork, Teams in action, Team building
Reading
Kreitner & Kinicki – Chapter 10 & 11
Assignment
due for lesson 10:
Self assessment: Team Role Preference Scale
Write a short essay on your group experience and role played. Further
instructions will be given by the instructor at the end of the class.
Note
At the beginning of the class: Group oral presentation (max 10 minutes
each) of the lesson 5 assignment and discussion on Ritz-Carlton case.
Lesson 10
Lecture
Individual & Group decision making
Models of decision making, Biases and dynamics of decision making
Group decision making
Managing Conflict & Negotiation
Conflict, Managing conflict, Negotiation
Reading
Kreitner & Kinicki – Chapter 12 & 13
Assignment
due for lesson 11: Self-assesment and how to manage conflict: Make some
self-assessments (on the basis of instructor guidelines) and think critically
about your “profile”. Write about a “negative” conflict situation you
experienced and try to “rethink” it applying strategies of conflict handling
learned in this class.
Write a short paper based on the instructions provided by the instructor at
the end of class.
Note
lesson 9 assignment due at the beginning of the class.
Lesson 11
Lecture
Communication
Communication process
Interpersonal communication
Organizational communication
Reading
Kreitner & Kinicki – Chapter 14
Assignment
due for lesson 12:
Prepare a detailed list of communication and listening styles,
“communication strategies” to face barriers managers should have in order
to be effective. Put them in order of priority and motivate your choice. Try to
highlight some specific competencies that manager should have in the hotel
industry. Also consider gender differences.
Note
lesson 10 assignment due at the beginning of the class.
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Lesson 12
Lecture
Influence, Empowerment and Politics
Organizational influences
Social power
Empowerment
Organizational policies
Leadership
Definition and approaches
Theories of Leadership
Additional perspectives on Leadership
Reading
Kreitner & Kinicki – Chapter 15 & 16
Assignment
Refer to course addendum
Note
lesson 11 assignment due at the beginning of the class.
Lesson 13
Lecture
Organizational design, effectiveness and innovation
Definition and perspectives
Organization design
Organizational effectiveness
Managing Change & Stress
Forces of change
Models and dynamics of change
Dynamics of stress
Reading
Kreitner & Kinicki – Chapter 17 & 18
Assignment
Refer to course addendum
Lesson 14
Lecture
Oral presentation
Final exam review
Lesson 15
Lecture
Final Exam
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