Become An Organizational Behaviour Expert
Welcome to the course, “Become An Organizational Behaviour Expert”. General information on the course and its requirements can be found below.
Detailed study of how people interact in organizations, delving into the factors that have the greatest impact on organizational behavior. Topics range from managing individuals and understanding group dynamics to managing conflict and initiating change.
After familiarizing yourself with the following course syllabus, enroll in this course using the “Take This Course” button. Once enrolled, navigate to Unit 1 of the course to read the Unit Introduction and Unit 1 Learning Outcomes. Links and instructions for all unit specific course resources will follow the introductory materials.
Evaluation and Minimum Passing Scores
In order to pass this course, you will need to earn an average mark of 80% or higher on the . Your scores will be tabulated as soon as you complete the course. If you do not pass the course on your first attempt, you may take it again as many times as needed.
Throughout the course you may find practice quizzes or other assignments that will help you master material and gauge your learning. Scores on these assignments contribute to your overall course grade.
This course is delivered fully online. You will be required to have access to a computer or web-capable mobile device and have consistent access to the internet to either view or download the necessary course resources and to attempt any auto-graded course assessments and the final exam.
To access the full course including assessments and the final exam, you will need to be logged into your MathsGee account and enrolled in the course. If you do not already have an account, you may create one, free of charge, here. Although you can access some course resources without being logged into your account, it’s advised that you login to maximize your course experience. For example, the accessibility and progress tracking features are only available when you are logged in.
While learning styles can vary considerably and any particular student will take more or less time to learn or read, we estimate that the “average” student will take 120.75 hours to complete this course. Each overall unit, resource, and activity within the course is similarly tagged with an estimated time advisory. We recommend that you work through the course at a pace that is comfortable for you and allows you to make regular (daily, or at least weekly) progress. It’s a good idea to also schedule your study time in advance and try as best as you can to stick to that schedule.
It may be useful to take a look at these time advisories, to determine how much time you have over the next few weeks to complete each unit, and then to set goals for yourself. Perhaps you can sit down with your calendar and decide to complete the introduction to Subunit 1.1 and Subunit 1.1.1 (a total of 3.5 hours) on Monday night; Subunits 1.1.2 through 1.1.4 (a total of 3.25 hours) on Tuesday night; Subunit 1.2 (4 hours) on Wednesday; Subunit 1.3 (a total of 3.25 hours) etc.
Learning new material can be challenging, so below we’ve compiled a few suggested study strategies to help you succeed.
Take notes on the various terms, practices, and theories as you read. This can help you differentiate and contextualize concepts and later provide you with a refresher as you study.
As you progress through the materials, take time to test yourself on what you have retained and how well you understand the the concepts. The process of reflection is important for creating a memory of the materials you learn; it will increase the probability that you ultimately retain the information.
Pay special attention to Unit 1, as it will lay the ground work for understanding the more advanced, explanatory material presented in the latter units.
Upon successful completion of this course, you will be able to:
- define organizational behavior (OB)
- relate organizational behavior to organizational success
- identify and analyze current trends in organizational behavior
- differentiate among different types of diversity and the benefits of each to organizations
- discuss globalization and the cross-cultural challenges of the workplace
- discuss the effects of physical and mental environments on workers
- assess workplace behavior as a product of attitudes toward work
- discuss elements that influence a person’s perception
- evaluate emotional intelligence and relate it to individual performance
- correlate the effects of motivation on performance
- illustrate what a manager can do to improve motivation
- outline various approaches to job design
- compare and contrast groups and teams
- describe and identify group and team development
- explain group dynamics
- explain the benefits and costs of teams from the organization’s perspective
- discuss the skills required for working effectively in teams
- identify and discuss interpersonal communication styles within groups and teams
- compare and contrast leadership and management
- assess the impact of various leadership approaches on organizational effectiveness;
- define power
- differentiate among the sources of power
- identify and describe the factors of organizational politics
- describe the various types of conflict
- explain how to effectively manage conflict and to resolve conflict with others
- summarize and employ negotiation strategies
- define organizational structure
- identify the basic types of organizational structure
- describe organizational change, methods for accomplishing change within an organization, and the skills necessary for implementing change
- summarize resistance to change
- articulate the meaning and importance of organizational culture
- relate how and why successful organizations manage their culture
Throughout this course, you’ll also see related learning outcomes identified in each unit. You can use the learning outcomes to help organize your learning and gauge your progress.
Lessons Sample lesson
- What Is an Organization?
- Definition - Organizational Behaviour
- History Of Organizational Behaviour
- Emerging Trends in OB and Workplaces
- Micro Level Factors: Understanding People at Work
- Links to Other Sciences - Anthropology
- Links to Other Sciences - Psychology
- Links to Other Sciences - Sociology
- Links to Other Sciences - Management
- Evaluating Research in Organizational Behaviour
- Stress and Emotions
- Employee Job Performance - Predictors of Performance
- Employee Job Performance - Organizational Citizenship Behavior (OCB)
- Employee Job Performance - Absenteeism
- Employee Job Performance - Turnover
- Theories Of Motivation
- Motivation - Job Design
- Motivation - Goals
- Motivation - Improving Organizational Performance
- Defining Groups
- Group Development - Forming
- Group Development - Storming
- Group Development - Norming
- Group Development - Performing
- Groups - Cohesion
- Groups - Loafing
- Groups - Efficacy
- Groups vs. Teams
- Teams - Defining Roles
- Teams - Autonomy and Leadership
- Designing Teams
- Managing Teams
- Making Teams Effective
- Basic Approaches to Leadership
- Modern Issues in Leadership
- Interpersonal Communication
- Managing Relationships in the Workplace
- Emotional and Social Intelligence
- Defining Power
- Pros and Cons of Power
- Dependency and Power
- Dependency and Power - Scarcity
- Dependency and Power - Importance
- Dependency and Power - Substitutability
- Power Bases and Influence
- Legitimate Power
- Reward Power
- Coercive Power
- Expert Power
- Referent Power
- Organizational Politics
- Social Networks
- Ethics and Politics
- Types and Phases of Conflict
- Conflict Is Good
- Causes of Conflict
- Managing Conflict
- Phases of Negotiation
- Phases of Negotiation - Investigation
- Determining Best Alternative to a Negotiated Agreement
- Phases of Negotiation - Presentation
- Phases of Negotiation - Bargaining
- Phases of Negotiation - Closure
- Strategy and Planning
- Third Party Intervention
- Business Cultures
- Defining Culture in an Organization
- Managing Culture
- Managing Multiple Cultures
- Corporate Structure
- Corporate Structure - Centralized
- Corporate Structure - Hierarchy
- Corporate Structure - Departments and Lines of Business
- Corporate Structure - Modern Structures
- Changing the Organization
- Why Change Organizations?
- Resistance to Change
- Planning and Executing Change
- The Changing Landscape of Organizations