Organizational Behavior, Syllabus Fall 2011, MGT 311, The Catholic University of America
Organizational Behavior, MGT 311, Syllabus Fall 2011, The Catholic University of America
Following and linked are the two books for MGT 311 Organizational Behavior for the Fall 2011.
1) A Primer on Organizational Behavior, 7th Edition
James L. Bowditch (Boston College), Anthony F. Buono (Bentley College)
November 2007, ©2008
2) Classics of Organizational Behavior Fourth Edition
Walter E. Natemeyer and Paul Hersey
Aug 29, 2011-
Dec 17, 2011
Mo 1:10PM – 3:40PM
Organizational Behavior (Lecture)
Chapter 1. Management And Organizational Behavior.
Learning About Organizational Behavior.
Ethics and Organizational Behavior.
A Historical Framework for the Study of Management and OB.
Neoclassical Management and Organization Theory.
Modern Management and Organization Theory.
Societal Change and Organizational Behavior.
OB and Advanced Information and Manufacturing Technologies.
The Quality Movement.
Discontent, Cynicism, and Fear in the Workplace.
Sociodemographic Diversity in the Workplace.
Fads and Foibles in Management.
Chapter 2. Perception, Attitudes, And Individual Differences.
Basic Internal Perceptual Organizing Patterns.
External Factors in Perception.
Social and Interpersonal Perception.
Schemas and Scripts.
Perception and Individual Differences.
Perception, Individual Differences, and Decision Making.
Attitudes and Attitude Formation.
Conclusion: The Social Context of Judgment and Choice.
Chapter 3. Motivation.
Managerial Assumptions about Human Nature.
Static-Content Theories of Motivation.
Maslow’s Hierarchy of Needs.
Alderfer’s ERG Theory.
McClelland’s Theory of Socially Acquired Needs.
Needs and Goal Orientation.
Herzberg’s Motivator-Hygiene Theory.
Managerial Application: Work Design and Job Enrichment.
Process Theories of Motivation.
Path-Goal Theory of Motivation.
Managerial Application: Management by Objectives.
Environmentally Based Theories of Motivation.
Operant Conditioning and Reinforcement Theory.
Managerial Application: Organizational Behavior Modification.
Punishment and Discipline.
Social Comparison Theory.
Intrinsic and Extrinsic Rewards and Motivation.
Managerial Application: Gainsharing.
Motivation and the Psychological Contract.
Organizational Commitment and the Psychological Contract.
Choosing an Appropriate Motivational Model.
Contrasting Motivation and Learning.
Chapter 4. Communication.
The Communication Process.
Barriers to Effective Communication.
Improving Interpersonal Communication.
Organizational Symbols and Rituals.
Media Richness and Communication Effectiveness.
Envisioning and Communicating Organizational Change.
Ethics in Organizational Communication.
Chapter 5. Group Dynamics.
Types of Groups.
Primary and Secondary Groups.
Formal and Informal Groups.
Heterogeneous and Homogeneous Groups.
Interacting and Nominal Groups.
Permanent and Temporary Groups.
Basic Attributes of Groups.
Individual and Group Status.
Group (Organizational) Commitment.
Choice-Shift (Risky-Shift) Phenomenon.
Group Process and Development.
Group and Organizational Socialization.
Observation of Group Process.
Chapter 6. Work Teams And Intergroup Relations: Managing Collaboration And Conflict.
Teams and Social Identity Theory.
Trust Building and Teamwork.
Teams in Action.
Conclusion: Implications for Managers.
Chapter 7. Leadership, Power, And The Manager.
Leadership and Power.
Power and Authority.
Types of Power.
The Need for Power in Managerial Performance.
Theories of Leadership.
Behavioral and Functional Theories.
Leadership and Management.
Mintzberg’s Managerial Role Set.
The Role of the General Manager.
Implications for Management and Leadership.
Substitutes for Leadership as Supervision.
Transformational Leadership and Organizational Change.
Gender, Power, and Leadership.
Leadership: A Synthesis.
Chapter 8. Macro-Organizational Behavior: The Organization’s Environment.
Defining Organizational Environment.
Environmental Change and Uncertainty.
Controlling the Environment.
The International Environment.
Globalization and Organizational Behavior.
Transferability of Management Practices.
Societal Culture and Management.
Chapter 9. Organization Structure And Design.
Key Organization Structure Challenges.
Determinants of Structure.
The Functional Organization.
The Divisionalized Form.
Market-Based, Network Organizational Forms.
Chapter 10. Organizational Culture And Effectiveness.
Uniqueness of Organizational Cultures.
Objective and Subjective Organizational Culture.
Diagnosing Organizational Culture.
Culture Change in Organizations.
Culture as Sustained Competitive Advantage.
Ethical Considerations and Organizational Culture.
One-Dimensional Views of Effectiveness.
Competing Values and Organizational Effectiveness.
Chapter 11. Organization Development And Change.
Survey Research and Feedback.
The Nature of Organization Development.
Intervention Strategies and Change.
Managing Organizational Change.
Approaches to Organizational Change.
Enabling Large-Scale Organizational Change.
Interventions and Organizational Politics.
Resistance, Support, and Coping with Change.
Organizational Downsizing, Retrenchment, and Resizing.
Section I: ORIGINS OF ORGANIZATIONAL BEHAVIOR
1. The Principles of Scientific Management (Frederick Winslow Taylor)
2. The Giving of Orders (Mark Parker Follett)
3. The Hawthorne Experiments (Fritz J. Roethlisberger)
4. Overcoming Resistance to Change (Lester Coch and John R. P. French, Jr.)
5. The Human Side of Enterprise (Douglas M. McGregor)
Section II: MOTIVATION AND PERFORMANCE
1. A Theory of Human Motivation (Abraham H. Maslow)
2. Achievement Motivation (David C. McClelland)
3. One More Time: How Do You Motivate Employees? (Frederick Herzberg)
4. Existence, Relatedness, and Growth Model (Clayton P. Alderfer)
5. Expectancy Theory (John P. Campbell, Marvin D. Dunnette, Edward E. Lawler, III, and Karl E. Weick Jr.)
6. On the Folly of Rewarding A, While Hoping for B (Steven Kerr)
7. Goal Setting–A Motivational Technique That Works (Gary P. Latham and Edwin A. Locke)
Section III: INTERPERSONAL AND GROUP BEHAVIOR
1. Cosmopolitans and Locals (Alvin W. Gouldner)
2. Assets and Liabilities in Group Decision Making (Norman R. F. Maier)
3. Origins of Group Dynamics (Dorwin Cartwright and Alvin Zander)
4. Group and Intergroup Relationships (Edgar H. Schein)
5. Groupthink (Irving L. Janis)
6. Transactional Analysis (Muriel James and Dorothy Jongeward)
7. The Johari Window (Jay Hall)
8. The Abilene Paradox: The Management of Agreement (Jerry B. Harvey)
9. Stages of Group Development (Bruce W. Tuckman and Mary Ann C. Jensen)
10. Self-Directed Work Teams (Ralph Stayer)
Section IV: LEADERSHIP
1. The Managerial Grid (Robert Blake and Jane Mouton)
2. How to Choose a Leadership Pattern (Robert Tannenbaum and Warren H. Schmidt)
3. Leadership Decision Making (Victor H. Vroom and Arthur G. Jago)
4. One Minute Management (Kenneth H. Blanchard)
5. Fundamental Leadership Practices (James M. Kouzes and Barry Z. Posner)
6. Management and Leadership (John P. Kotter)
7. Servant Leadership (Robert K. Greenleaf)
8. Situational Leadership (Paul Hersey)
9. Crucibles of Leadership (Warren G. Bennis and Robert J. Thomas)
Section V: POWER AND INFLUENCE
1. Is It Better to Be Loved of Feared? (Niccolo Machiavelli)
2. The Bases of Social Power (John R. P. French, Jr. and Bertram Raven)
3. Position Power and Personal Power (Amitai Etzioni)
4. Who Gets Power–and How They Hold on to It (Gerald R. Salancik and Jeffrey Pfeffer)
5. The Power of Leadership (James MacGregor Burns)
6. Situational Leadership and Power (Paul Hersey and Walter E. Natemeyer)
Section V: ORGANIZATIONS, WORK PROCESSES, AND PEOPLE
1. Bureaucracy (Max Weber)
2. The Individual and the Organization (Chris Argyris)
3. Mechanistic and Organic Systems (Tom Burns and G. M. Stalker)
4. Management Systems 1-4 (Rensis Likert)
5. Management by Objectives (George S. Odiorne)
6. Differentiation and Integration (Paul R. Lawrence and Jay W. Lorsch)
7. What’s Missing in MBO? (Paul Hersey and Kenneth H. Blanchard)
8. Reengineering Work Processes (Michael Hammer and James Champy)
Section VII: INCREASING LEADERSHIP AND ORGANIZATIONAL EFFECTIVENESS
1. Skills of an Effective Administrator (Robert L. Katz)
2. Leadership Effectiveness Can Be Learned (Peter F. Drucker)
3. Organization Development (Wendell French)
4. In Search of Excellence (Thomas J. Peters and Robert H. Waterman)
5. The Learning Organization (Peter M. Senge)
6. Competing for the Future (Gary Hamel and C. K. Prahalad)
7. Emotional Intelligence (Daniel Goleman)
8. The Level 5 Leader (Jim Collins)
9. Feedforward (Marshall Goldsmith)