Organizational Behavior: Principles| Theories| Applications

Explore the nature and purpose of organizations, their foundation, and how they achieve goals and effectiveness through specialization, economies of scale and scope, external environment, and governance.

Organizational behavior studies how individuals and groups interact within organizations and with their environment to improve organizational effectiveness, satisfy stakeholders, and harness human skills for goal achievement.

Explore the foundations of organizational behavior by examining individual differences, whole person behavior, human dignity, and the social system of organizations, along with mutuality of interest and holistic concepts.

Understand the importance of organizational behavior in guiding actions, predicting workplace dynamics, and improving communication, motivation, and interpersonal relations. Examine its shortcomings, including stress, conflicts, and tendency toward quick fixes.

Explore how organizational behavior blends psychology, sociology, anthropology, and political science into an applied, interdisciplinary framework and a contingency approach across individual, interpersonal, and organizational levels.

Explore contextual perspectives of organizational behavior, including the human resource, system, contingency, productivity, and interactionism approaches, and how inputs are transformed into outputs to shape organizational effectiveness.

Explore the emerging challenges in organizational behavior, including managing diversity, ethical behavior, technological transformation, and globalization.

Explore the emerging challenges in organizational behavior, including gender diversity and stereotypes, dual career couples, and a shifting workforce. Examine empowerment and globalization as drivers of talent management.

Explore how technology transformation reshapes organizations through automation and information technology, balancing human skills with machines, and addressing outsourcing, downsizing, virtual offices, and global collaboration.

Promote organizational ethics by aligning decisions with shared values, codes of ethics, and responsible management, addressing dilemmas to build credibility.

Explore the foundations of individual behavior by examining personal factors, age, sex, education, abilities, marital status, dependents, and creativity, and their impact on performance, turnover, and absenteeism.

Explore how external environmental factors shape individual behavior, including economic conditions, wage, job security, and technological change, and how culture, work ethics, and rewards influence motivation within organizations.

Examine how individuals join and remain with organizations, attend, perform tasks, and practice organizational citizenship. Contrast theory X and Y with economic, self-actualization, behavioristic, humanistic, rational, and emotional models.

Personality forms a stable pattern of internal states and observable behaviors. Explore how genetics and environment shape it, and examine type, trait, psychoanalytic, social learning, and humanistic theories, including introverts and extroverts.

Explore Freud's psychoanalytic theory, the iceberg mind, and the id, ego, and the superego, using free association to explain unconscious drivers of behavior and organizational behavior.

Explore psychoanalytic theory, social learning theory, and humanistic theory, focusing on how learning, observation, and self-actualization shape behavior. Key ideas include self-concept, self-regulation, and the impact of situation on behavior.

Explore the meaning of learning, its five components, and how explicit and tacit knowledge shape relatively permanent behavior and knowledge management through classical, operant, cognitive, and social learning.

Explore classical conditioning, with Pavlov's dog and unconditioned versus conditioned stimuli, then contrast operant conditioning, reinforcement, and consequences shaping voluntary organizational behavior.

Explore social learning theory, or observational learning, detailing attention, retention, rehearsal, and motivation as learners imitate models, gain self-efficacy, and shape behavior in organizations.

Delve into the cognitive theory of learning, showing how past experiences and cognitions guide choices, with principles of learning, motivations, reinforcement, and reinforcement schedules in organizations.

The lecture explains reinforcement schedules—fixed and variable interval and ratio—and how they influence behavior, then outlines learning curves, plateaus, whole vs part learning, learning styles, and the meaningfulness of material.

Explore how learning and organizational behavior shape individual performance through stimulus generalization, reinforcement, and training. Discover how feedback and discrimination guide behavior and improve job performance.

Explore how perception interprets sensory information to form experience, and why the same event is perceived differently. Learn how situational and internal factors—learning, needs, age, interest, ambivalence, paranoid perception—shape perception.

Explore how attitudes and values shape behavior by examining beliefs, feelings, and action tendencies, the three ABC components, and how work stimuli influence responses.

Attitude formation arises from direct experience and social influences such as family, peers, neighborhood, economic status, and mass media. Classical and operant conditioning, plus vicarious learning, reinforce attitudes.

Explore the functions of attitudes: adjustment, ego defense, expressive, and knowledge, and how managers can change attitudes by altering underlying conditions.

Explore the challenges and strategies for changing attitudes in organizations, including overcoming escalation of commitment and cognitive dissonance, and practical methods to shift self and employee attitudes.

Explore work-related attitudes, especially job satisfaction and organizational commitment, and their impact on turnover and absenteeism. Review Herzberg's two-factor theory and Locke's value theory in relation to job satisfaction model.

Examine how wage fairness, promotions, nature of work, organizational policies and procedures, working conditions, and group and supervisory dynamics shape employee job satisfaction and related attitudes.

Explore the consequences of job satisfaction, including its relationships with productivity, turnover, attendance, safety, absenteeism, job stress, and unionization, and the roles of rewards and performance.

Explore how organizations measure job satisfaction through surveys, rating scales like the Job Descriptive Index, interviews, and critical incidence to diagnose attitudes, improve communication, and align rewards with performance.

Investigate organizational commitment as a job-related attitude, detailing effective, continuous, and normative commitment and how they relate to loyalty, effort, and organizational values.

Explore applied motivational practices in organizations, including rewards, job design, empowerment, and goal setting, and examine membership, seniority, job status, and competency-based rewards impact on motivation.

Explore how job design assigns tasks, considers interdependencies, and balances organizational, environmental, and behavioral factors to influence productivity and turnover.

Explore the five job design approaches: job rotations, job engineering, enlargement, enrichment, and socio-technical systems, and their complexity and impact dimensions, benefits, drawbacks, and the golden rules of work design.

Explore how reinforcement and the law of effect drive behavioral modification in organizations. Identify critical behaviors, measure baselines, and apply intervention strategies to shape consequences and sustain desirable performance.

Explore empowerment as a process that builds self-efficacy, ownership, and motivation by removing powerlessness and applying merit-based practices, while illustrating goal setting theory for performance.

Explore how managers address problem employees by leveraging their energy, applying quality of work life concepts, and using motivation techniques like MBO, flexi-time, two-tier pay, and flexible benefits.

Explore work stress in modern organizations, illustrating positive and negative stress, and show how perceptions, past experiences, social support, and individual differences shape stress responses.

Analyze how work stress originates from individual, group, and organizational levels and how perception, past experience, social support, and individual differences moderate its behavioral, cognitive, and physiological outcomes.

Identify stressors and apply individual strategies—muscle relaxation, meditation, cognitive restructuring, and time management—and support with organizational programs like wellness programs, job redesign, flexible hours, and employee assistance programs.