Organizational Behavior

Syllabus

Thematic definition of lectures: 1. Introduction to the theory of organizational behavior. Theoretical basis for understanding the issues of organizational behavior. Development of opinions on the organization and the position of employees in the organization. Determinants of the origin and formation of organizational behavior in terms of organization and employee and their distribution. Definition and concept of the subject Organizational behavior. Approaches of individual scientific disciplines to organizational behavior. Categorical apparatus of organizational behavior. Methodology in organizational behavior. Organizational behavior in practice. 2. Employees in the organization. Individual assumptions of employees in the organization. Work and mental ability of employees. Personality dispositions as one of the prerequisites for performance, efficiency and the formation of interpersonal relationships in the organization. Characteristics, abilities and skills of employees. Forms of identification of individual personal dispositions of employees. Methods of employee development and training. Application of knowledge of personality psychology in organizational behavior. The importance of staff deployment for the formation of organizational behavior. 3. Value orientation of employees, groups and organizations. Organizational development of employees and organizations through attitudes and value orientation. Identification of components of the employee value system. Defining the value orientation of the organization. The degree of difference between the value system of the organization and the individual values of employees. Typology of employees with regard to their individual ranking of values. Values as a motivating element of management in terms of shaping organizational behavior. Changes in value orientation and attitudes. 4. Performance motivation in the organization. Definition of the term performance motivation. Basic motivational elements for increasing individual and group performance. Performance ability, its individual and organizational attributes. Methods of identifying psychological and economic motivational factors. Formulation of organizational, group and individual motivational programs. Models of performance motivation with respect to the individuality of employees and the focus of the organization. Motivational tools and their application in the organization in relation to organizational goals and organizational culture. 5. Employee career development. Career as a professional career of an employee. Employee career cycle and its dimensions. Career planning and management in an organization. The role of the employee, manager and organization in the process of career development. Career types of employees and their management in the organization. Internal and external perception of career. Career as a motivational and performance element. Career growth as a part of organizational policy. Career problems and their identification. Talent management, a targeted approach to the talent management process in an organization. 6. Working group in the organization. Characteristics of the working group as a starting point for the management of individuals and the whole group. Group dynamics and ways of managing individual stages with the aim of effective performance. Methods for identifying group interpersonal structures and their use in management. Basic differences between team and work group. Team design and basic role of employees in the team. The role of the manager in the team. Basic characteristics of group and team work. 7. Conflicts in the organization. Disputes, conflict and crisis situations in the organization. Causes and sources of their origin at the level of individual diversity, working group and organization. Identification, resolution and elimination of conflict situations and conflicts. Typology of conflicts. Positive and negative conflict and their influence on organizational behavior. Dynamics of organizational relationships and the formation of interpersonal relationships. Classical and alternative models of conflict resolution. Mobbing as a consequence of uncontrolled and unresolved interpersonal or intrapersonal conflicts. Forms, course, consequences. 8. Communication in the organization. Specifics of organizational communication with respect to the nature of the organizational structure. Communication tools used at various levels of the organizational structure. Subjects and bearers of organizational communication. Communication styles and their identification in the organization. Interpersonal, organizational, mass communication - subjects, form, course, specifics. Crisis communication in the period of planned and unplanned changes, when threatening the goals and existence of the organization. Virtual communication - specifics, benefits and risks. Barriers and interferences in organizational communication, identification of their sources and carriers. 9. Manager in the organization. Personality dispositions of the manager in connection with the effective management of management processes at individual levels of the organizational structure. Properties and management skills of a successful manager. Charisma and manager. Dimensions of leadership. Powers and managerial competencies of managers with regard to the level of management. Decision-making at individual levels of management. Manager and leader in the process of shaping organizational behavior. Current trends in requirements for manager competence. 10. Management in the organization. Management styles and their optimal use in specific types of work groups and teams. Leadership style theory. Contingency leadership model. Transformation and transactional management model. Formal and informal leader in the working group. Measuring the success of leadership style. Working group management processes. Assigning and delegating work tasks to employees - procedures, benefits and barriers. Coaching as an effective approach in management. Crisis management - specifics, possibilities, risks. Use of creative and innovative methods in the management of working groups. 11. Power, relationships and roles in the organization. Defining power and authority. Formal and informal power. The main sources of power and their effectiveness in the organization. Building power and the means of building it. Personality and power. Tools of power in management in terms of shaping organizational behavior. The level and formation of interpersonal relationships in the organization depending on the position in the organizational structure. Formal and informal role. 12. Change management in the organization Characteristics of organizational change and organizational development. Typology of changes in the organization and their specifics. Implementation and management of change in the organization. Models of implementing changes from the perspective of the manager and employee. Employees and perception of changes in the organization. Preparedness for change and forms of resistance to change. Resistance management techniques for change. Evaluation of the change process. The role of the manager in the process of change management. 13. Organizational culture and ethics. Organizational culture as a part of strategic development of organization. Typology and formation of organizational culture. Elements of organizational culture - symbols, values, beliefs. Strong and weak organizational culture. Attributes of a healthy organizational culture. Organizational culture in international organizations - dimensions of national cultures. Ethics as a part of organizational culture. Managerial ethics and code of ethics of the organization as a tool to increase its effectiveness. Function and adherence to the code of ethics. Thematic definition of exercises: 1. Introduction to the theory of organizational behavior. Application of theoretical knowledge of organizational behavior in the organization. Comparison of individual approaches to the organization and employees from a historical point of view - the use of principles in the present. Use of quantitative, qualitative and mathematical methods in research for the development of organizational behavior. Comparison of approaches to the organization from the point of view of individual scientific disciplines. Organizational behavior and application in managerial practice. 2. Employees in the organization. Use of some methods to identify individual personal dispositions of employees. Simulation of assessment center and other ways of learning about individual assumptions and abilities of employees - interview, test techniques, case studies, model situations. Application of knowledge of personality psychology in organizational behavior. Individual and group assignments to get acquainted with the methods of development and training of employees. Preparation and feedback in the field of communication between the manager and candidates. Use of knowledge in the effective deployment and adaptation of employees. 3. Value orientation of employees, groups and organizations. The use of value and attitude scales in identifying the value orientation of employees and the organization. Procedures for creating and evaluating value and attitude scales in accordance with the values of the organization. Values as a motivating element of management in terms of shaping organizational behavior - the use of practical knowledge. Individual typology with respect to the individual ranking of values. Ways of using knowledge in an individual approach to employees as well as in setting up and managing teams. 4. Performance motivation in the organization. Procedures for identifying the basic motivational elements for increasing individual and group performance. Application of motivational theories to the specific needs of the organization. Motivational tools and their application in the organization in relation to organizational goals. Solution of case studies focused on effective motivation of employees. Use of model situations and simulation of motivational interviews. Creation of motivational programs based on individual and organizational goals. 5. Employee career development. Ways and possibilities of identifying individual career types. Compilation of career planning and management schemes for employees based on specific attributes - individual and group processing of issues. Evaluation from the perspective of the employee, manager and organization. Describing the main problems in the implementation of a career plan. Preparing and compiling your own career plan. Talent management process. Solution of case and model tasks. 6. Working group in the organization. Verification and comparison of work in a working group and team from the point of view of solving a specific task. Use of methods to identify group and team roles. Procedures for assembling an effective group and team with respect to the individual team role and type of work task. Model exercises for solving tasks in group and team work. Training in group communication, interaction and joint solution of work tasks. Advantages and limitations. 7. Conflicts in the organization. The difference between dispute, conflict and crisis situation - attributes, differences in relationships, communication, management and resolution. Identifying the causes of conflicts in the working group - intrapersonal, interpersonal and intergroup. Solving group assignments and guided discussion. Getting acquainted with the possibilities and procedures of resolving and eliminating conflicts. Use of model situations and role playing in conflict management. Identifying preferred individual conflict resolution strategies. 8. Communication in the organization. Communication tools and their use in the organization. Methods of analysis of sources of communication barriers in organizational communication. Principles of using communication styles - comparison, advantages, limitations, guided discussion. How to communicate in times of crisis. Specifics of virtual communication, online communication. Use of online platforms. Training in solving specific communication situations in the organization. Principles of comparison of team and managerial communication. 9. Manager in the organization. Identifying the role of manager and leader in the process of shaping organizational behavior. Properties and management skills of a successful manager. Determining basic management styles and their optimal use in specific types of work groups and teams. Powers and managerial competencies of managers with regard to the level of management. Solution of case studies, individual and group solutions, discussion. Current trends in requirements for manager competence. 10. Management in the organization. Use and practice of some specific management approaches in the working group - classical approaches, transformational and transactional approach, formal and informal approach, coaching approach. Applying the sociometric method to identify internal relationships in a working group, important in choosing a managerial approach to the manager. Solution of model situations. Elaboration and use of SWOT analysis when assigning specific tasks. Principles of task delegation - model situations. Principles of crisis management. Principles of innovative management. 11. Power, relationships and roles in the organization. Ways of using tools of power in management in terms of shaping organizational behavior. Identification of specific forms of power relations in the organization. Comparison of manifestations of formal and informal power - ways of communication, acceptance by employees, efficiency, risks. Tools of power - connection with position and role within the organizational structure - how to use them effectively. Solution of individual and group assignments, case studies, guided discussion. 12. Change management in the organization. Identification of attributes of different types of changes in the organization - summarization, comparison, access options by employees and managers. Getting acquainted with the possibilities of using different models of implementing change in the organization. Elaboration of possibilities of manager's approach to resistance and rejection of changes by employees. Form of communication with employees in the period of preparation and implementation of changes. Group cooperation in solving model tasks. 13. Organizational culture and ethics. Typology and formation of organizational culture. How to identify organizational culture in terms of individual attributes - symbols, values, beliefs. Specifics of organizational culture in international organizations - dimensions of individual national cultures. Model codes of ethics. Procedures for creating an image in relation to social and business ethics. Identifying the main bearers of the company's image. Solution of group assignments and case studies.