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3235: Organizational Behavior ( efterår 2010 - 10 ECTS )

Rammer for udbud

  • Uddannelsessprog: dansk
  • Niveau:   COURSE LEVEL: Compulsory course in the 3rd semester of the Business Administration programme. Elective course for bachelor's (3rd year) and master's levels  
  • Semester/kvarter:  SEMESTER FOR WHICH THE COURSE DESCRIPTION APPLIES: Fall 2010  
  • Timer per uge:   NUMBER OF HOURS PER WEEK: 2+2 lectures per week or equivalent  
  • Deltagerbegrænsning:
  • Undervisningssted: Århus
  • Hovedområde: Det Samfundsvidenskabelige Fakultet
  • Udbud ID: 23525

Formål

 

LEARNING OBJECTIVES:

These skills will be documented by the student's ability to

  1. Identify, describe, explain and analyze essential parts of selected classic and modern theories of organizational behavior regarding individual, group and social, and organizational processes.
  2. Compare and contrast theories and concepts at and between the individual, group and organizational levels.
  3. Argue for selection of the appropriate theory and concept when analyzing known as well as unknown problems and cases.
  4. Argue for strengths and weaknesses of concepts and theories when applying them in different situations.
  5. Argue for strengths and weaknesses of concepts and theories when considering the strength of support that research has provided for the usage of the given concepts and theories.
  6. Reflect on consequences for real life situations and for theory development in organizational behavior.

Indhold

 

COURSE DESCRIPTION:

The aim of the course is to provide students with a basic framework for understanding, analyzing and handling dilemmas, contradictions and paradoxes faced by organizational member, whether being employees or managers. The course revolves around the everyday practice of organizing, which means that focus is on processes:

 

  • The individual processes include personality dynamics, values, attitude and emotions, perception and diversity, motivation and occupational stress.
  • The group and social processes concern communication, group dynamics, teams and teamwork, leadership, decision making, power, politics and conflicts.
  • The organizational processes relate to organizational structure and types, organizational design and effectiveness, organizational and international culture, change, learning and knowledge management, corporate social responsibility and ethics.

 

By the end of the course students should have come to a theoretically informed position of how the challenges of organizational complexity can or should be met.

 

Based on the theories and concepts in the literature of the course and the literature of the prerequisite course the student will be able to understand organizational behavior in private and public organizations and prepare reasoned suggestions to the solution of specific problems and situations in such organizations.

 

Faglige forudsætninger

Prerequisites: Organization, Strategy and Marketing

 

Underviser

 

LECTURER: Karina Skovvang Christensen

 

Undervisnings- og arbejdsform

 

TEACHING METHOD: Mostly lectures. The lectures are supported by (at least) two compulsory group assignments.

 

 

TEACHING LANGUAGE: Danish

 

Litteratur

  • Beer, Michael & Elizabeth Collins. 2008. Engstrom Auto Mirror Plant: Motivating in Good Times an Bad. Harvard Business School Case #2175
  • Brown, John Seely and Paul Duguid. 2000. Balancing Act: How to Capture Knowledge Without Killing It. Harvard Business Review, Vol. 78, No. 3 (May-June), pp. 73-80.
  • Buelens, Marc, Herman van den Broeck, Karlien Vanderheyden, Robert Kreitner and Angelo Kinicki. 2006. Organisational Behaviour, 3. udgave, Maidenhead: McGraw-Hill Education, pp. 1 - 440; 588 - 668.
  • Burton, Diane M. 1998. Rob Parson at Morgan Stanley (A). Harvard Business School Case #9-498-054, pp. 1-16.
  • Cerny, Keith. 1996. Making Local Knowledge Global. Harvard Business Review, Vol. 74, No. 3 (May-June), pp. 22-26.
  • Eisenhardt, Kathleen M., Jean L. Kahwajy & L.J. Bourgeois III. 1997. How Management Teams Can Have a Good Fight. Harvard Business Review, Vol. 75, No. 4, pp. 77-85.
  • Ely, Robin J. 2006. Managing Diversity at Cityside Financial Services. Harvard Business School Case #9-405-047, pp. 1-4.
  • Frisch, Bob. 2008. When Teams Can't Decide. Harvard Business Review, Vol. 86, No. 11 (November), pp. 121-126.
  • Garvin, David A. and Michael A. Roberto. 2001. What You Don't Know About Decision Making. Harvard Business Review, Vol. 79, No. 9 (September), pp. 108-116.
  • Gosling, Jonathan and Henry Mintzberg. 2003. The Five Minds of a Manager. Harvard Business Review, Vol. 81, No. 11 (November), pp. 54-63.
  • Hansen, Morten T. 2009. When Internal Collaboration Is Bad for Your Company. Harvard Business Review, Vol. 87, No. 4 (April), pp. 83-88.
  • Hansen, Morten T. & Bolko von Oetinger. 2001. Introducting T-Shaped Managemers: Knowledge Managements's Next Generation. Harvard Business Review, Vol. 79, No. 3, pp. 106-116.
  • Hansen, Morten T. and Nitin Nohria. 2004. How to Build Collaborative Advantage. MIT Sloan Management Review, Vol. , No. , pp. 22-30.
  • Hansen, Morten T., Nitin Nohria and Thomas Tierney. 1999. What's your strategy for managing knowledge? Harvard Business Review, Vol. 77, No. 2 (March-April), pp. 106-116.
  • Heckhausen, Jutta & Hans Heckhausen. 2008. Motivation and Action: Introduction and Overview. In Jutta Heckhausen & Hans Heckhausen (eds.). Motivation and Action, Cambridge: Cambridge University Press, pp. 1-9.
  • Hofstede, Geert. 1980. Motivation, Leadership, and Organization: Do American Theories Apply Abroad? Organizational Dynamics, Summer, pp. 42-63.
  • Kotter, John P. 1995. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, Vol. 73, No. 2 (March-April), pp. 59-67.
  • Leonard, Dorothy and Walter Swap. 2004. Deep Smarts. Harvard Business Review, Vol. 82, No. 9, pp. 89-97.
  • Loverman, Gary W., Leonard A. Schleisinger, and Robert T. Anthony. 1993. Euro Disney: The First 100 Days. Harvard Business School Case #9-693-013, p. 23
  • McClelland, David C. & David B. Burnham. 2003 (1976). Power Is the Great Motivator. Harvard Business Review, Vol. 81, no. 1 (January), pp. 117-126.
  • Mintzberg, Henry. 1990. The Manager's Job: Folklore and Fact. Harvard Business Review, Vol. 68, No. 2 (March-April), pp. 163-176.
  • Nonaka, Ikujiro. 1991. The Knowledge-Creating Company. Harvard Business Review. November-December, pp. 96-104.
  • Rogers, Paul and Marcia Blenko. 2006. Who Has the D?: How Clear Decision Roles Enhance Organizational Performance. Harvard Business Review, Vol. 84, No. 1, (January), pp. 52-61.
  • Roos, Johan and Georg von Krogh. 1994. What you see depends on who you are - Think about epistemology. IMD Perspectives of Managers. No. 7. September, pp. 1-4.
  • Sokolowski, Kurt, Heinz-Dieter Schmalt, Thomas A. Langens & Rosa M. Puca. 2000. Assessing Achievement, Affiliation, and Power Motives All at Once: The Multi-Motive Grid (MMG). Journal of Personality Assessment, Vol. 74, no. 1, pp. 126-145.
  • Spreier, Scott W., Mary H. Fontain & Ruth L. Malloy. 2006. Leadership Run Amok - The Destructive Potential of Overachievers. Harvard Business Review, Vol. 84, no. 6 (June), pp. 1-10.
  • Thomas, David A. and Robin J. Ely. 1996. Making Differences Matter: A New Paradigm for Managing Diversity. Harvard Business Review, Vol. 74, No. 5 (September-October), pp. 79-90.
  • Zaleznik, Abraham. 1992. Managers and Leaders: Are They Different? Harvard Business Review, Vol. 70, No. 2 (March-April), pp. 126-135.

Required readings........................................................................ approx. 800 pages

Supplementary literature

  • Bakka, Jørgen Frode and Egil Fivelsdal. 2008. Organisationsteoriens korte historie. In Jørgen Frode Bakka and Egil Fivelsdal. Organisationsteoriens klassiskere - Fra Clausewitz og Weber til Simon og Drucker, 2. udgave, Handelshøjskolens Forlag: København, pp. 1-23.
  • Beer, Michael and Nitin Nohria. 2000. Cracking the Code of Change. Harvard Business Review, Vol. 78, No. 3 (May-June), pp. 133-141.
  • Christensen, Karina Skovvang & Heine Kaasgaard Bang. 2003. Knowledge Management in a Project Oriented Organization: Three Perspectives. Journal of Knowledge Management, Vol. 7, No. 4, pp. 116-128.
  • Christensen, Karina Skovvang & Per Nikolaj Bukh. 2009. Knowledge Management in Projects: Insights from Two Perspectives. International Journal of Knowledge Management Studies, Vol. 3, No. 3/4, pp. 313-330.
  • Christensen, Karina Skovvang & Per Nikolaj Bukh. 2009. Strategi for videnledelse: En bedrift i praksis. I Strategi & driftsøkonomi, Per Nikolaj Bukh & Niels Peter Mols (eds.) København: Gyldendal Business, pp. 133-147.
  • Christensen, Karina Skovvang & Per Nikolaj Bukh. 2008. Skal vi altid dele viden? I Knowledge Management, Per Nikolaj Bukh & Karina Skovvang Christensen (eds.). København: Børsen Forum. 
  • Christensen, Karina Skovvang & Per Nikolaj Bukh. 2009. Knowledge Managmeent in Projects: Insights from Two Perspectives. International Journla of Knowledge Management Studies, Vol. 3, No. ¾, pp. 313-330.
  • Christensen, Karina Skovvang & Per Nikolaj Bukh. 2009. Strategi for videnledelse: En bedrift i praksis. I Strategi & driftsøkonomi, Per Nikolaj Bukh & Niels Peter Mols (eds.). København: Gyldendal Business, pp. 133-147.
  • Cialdini, Robert B. 2001. Harnessing the Science of Persuation. Harvard Business Review, Vol. 79, No. 10 (October), pp. 72-79. 
  • Duck, Jeanie Daniel. 1993. Managing Change: The Art of Balancing. Harvard Business Review, Vol. 71, No. 6 (November-December), pp. 109-118.
  • Eisenhardt, Kathleen M. 1989. Making Fast Strategic Decisions in High/Velocity Environments. Academy of Management Journal, Vol. 32, No. 3, pp. 543-576. 
  • Eisenhardt, Kathleen M. 1990. Speed and Strategic Choice: How Managers Accelerate Decision Making. California Management Review, Vol. , No. , pp. 39-54. 
  • Ely, R. 2006. Managing Diversity at Spencer Owens & co. Case 9-405-048, Boston: Harvard Business School. 
  • Ely, Robin J. & David A. Thomas. 2001. Cultural Diversity at Work: The Effects of Diversity Perspectives on Work Group Processes and Outcomes. Administrative Science Quarterly, Vol. 46, No. 2, pp. 229-273. 
  • Hackman, J. Richard, Greg Oldham, Robert Janson & Kenneth Purdy. 1975. A New Strategy for Job Enrichment. California Management Review, Vol. 17, No. 4, pp.57-71.
  • Keer, Steven. 1975. On the Folly of Rewarding A, While Hoping for B. Academy of Management Journal, Vol. 18, No. 4, pp. 769-783.
  • Kramer, Roderick M. 2003. The Harder They Fall. Harvard Business Review. Vol. 81, No. 10
    (October), pp. 58-66
  • McClelland, David C. 1991. The Urge to Achieve. In Jay M. Shafritz and J. Steven Ott Classics of Organization Theory, Third Edition, Wadsworth Publishing Company: Belmont, California, pp. 181-187.
  • O'Reilly, Charles. 1989. Corporations, Culture and Commitment: Motivation and Social Control in
    Organizations. California Management Review, Vol. , No. , pp. 9-25
  • Sirkin, Harold L., Perry Keenan, and Alan Jackson. 2005. The Hard Side of Change Management. Harvard Business Review, Vol. 83, No. 10, pp. 108-118.
  • Thomas, R. Roosevelt Jr. 1990. From Affirmative Action to Affirming Diversity. Harvard Business Review, Vol. 68, No. 2 (March-April), pp. 107-117.

Non-Required readings........................................................................ approx. 450 pages

Bedømmelse

 

FORM OF ASSESSMENT: 4 hour written exam
It is a prerequisite that the two assignments are approved.

 

EXAMINATION AIDS ALLOWED:  None