Through an examination of the concepts of rites, rituals, customs, and ceremonies, students will come to understand the role organizational culture plays in the functioning of an effective organization.

Policy:

Total

• State why an understanding of human behavior in organizations is critical to a successful career in management
• Describe the multidisciplinary origins of the study of organizational behavior
• Describe some of the factors that influence personality
• Apply and/or give examples of at least 4 theories of human motivation
• Describe at least 4 factors that could effect an employee's level of job-related motivation
• Give examples of how job design and employee motivation are interrelated
• Apply motivational theories to resolve problems of employee absenteeism, turnover, stress, job satisfaction, job performance and organizational commitment
• Describe the evolution of leadership theories
• Apply Blanchard's modified situational leadership theory to the diagnosis and resolution of real leadership problems
• Apply Vroom's situational leadership theory to the diagnosis and resolution of real leadership problems
• define organizational politics
• Analyze organizational leadership positions in order to determine a leader's source of power
• Give examples of how political behaviors permit employees to implement their values (projects, programs) within the organization
• Explain the difference between equity and equality from a coalition formation perspective
• Demonstrate an ability to apply the dependence theory of power in simulated bargaining exercises
• Describe an elementary model of communications
• Use a model of communications to describe why communication in an organization can break down
• Explain why effective communication systems are particularly important in a pluralistic, multicultural workforce
• Describe the positive and negative aspects of team membership
• Describe the organizational factors affecting teams
• Recognize organizational cultures in which groups function
• Describe the way teams contribute to the organization
• Describe the methods for team formation
• Recognize the stages of team development
• Describe the factors affecting selection of team members
• Distinguish between team norms and team roles
• Describe decision-making processes within teams
• Respect individual, cultural, social, gender, interdisciplinary differences in a team environment
• Fulfill roles and responsibilities assigned to team members
• Respect and respond appropriately to different team members’ personality styles
• Practice a win-win philosophy in team endeavors
• Value cooperation without compromise in team decision processes
• Share resources, ideas, and feelings with team while working in a team environment
• Explain the value of divergent opinions in team meetings
• Demonstrate a willingness to modify opinions based on new information contributed when working on team projects
• Demonstrate an willingness to positively reinforce the contributions of others when working on team projects
• Explain different models of conflict resolution
• Demonstrate accountability/responsibility for team tasks and team maintenance
• Use appropriate speaking and listening skills within teams
• Give, solicit, and respond to constructive feedback when working in teams
• Participate effectively in team meetings
• Use controversy creatively in team decision making
• Identify team process problems and take appropriate corrective action
• Explain the importance of leadership roles in responding appropriately to the various stages of group development
• Prepare and follow schedules a required by team projects
• Demonstrate a willingness to participate actively in the team processing during team projects

Instructor

Instructor

Associate Dean (signature)

• Assignments: Assignments must be done on an individual basis unless otherwise specified by the instructor.
• Attendance: The attendance policy as outlined in the current BCIT Calendar will be enforced.
• Course Outline Changes: The material specified in this course outline may be changed by the instructor. If changes are required, they will be announced in class.
• Ethics: BCIT assumes that all students attending the Institute will follow a high standard of ethics. Incidents of cheating or plagiarism may, therefore, result in a grade of zero for the assignment, quiz, test, exam, or project for all parties involved and/or expulsion from the course.
• Illness: A doctor’s note is required for any illness causing you to miss assignments, quizzes, tests, projects or exams. At the discretion of the instructor, you may complete the work missed or have the work prorated (i.e. an average is given according to your performance throughout the course).
• Labs: Lab attendance is mandatory. Lab exercises are due at the end of the lab period.

Week

Material to be Covered

Chapter Readings

1

• Contributions of Other Social Sciences
• • Industrial Psychology
  • Sociology
  • Anthropology
  • Political Science
• Hawthorne Studies
  • implications for managers
• Douglas MacGregor (Theory X versus Theory Y)
  • relationship between managers and employees within the organization

• Introductions

2

• Theories of Human Behavior - a Psychological Approach
  • Factors affecting personality
    • Cultural variables
      • Geert Hofstede's studies
• • The Human Side of Enterprise (D. Mc Gregor)
  • Employing the Whole Man (P. Drucker)
  • Characteristics of Achievers (D.C. McClelland)

• MBTI
• McClelland's TAT
  • nAch and entrpreneurs

3 & 4

• A Needs Approach -- Maslow
• McClelland's Acquired Needs
• Thematic Apperception Test (TAT)
• Herzberg's Two- Factor Theory
• Job Design (Hackman & Oldham)
• Equity of Rewards in the Workplace
• Expectancy, Instrumentality, and Valence
• On the Folly of Rewarding "A", While Hoping for "B" (S. Kerr)
• An examination of piece rates (pro and con)

Chapter 4: Applied Motivation Practices

• In-class Case: determining Harry's motivation
• Assignment: Motivation Cases

5 & 6

• Historical Review of the Study of Leadership
• Trait Theories
• Ohio State Studies
• Variations of this Approach
• Situational Variables
• The Blanchard Model
• The Vroom Model
• Path-Goal Theory of Leadership (House & Mitchell)

• Blanchard questionnaire & discussion of results
• In-class Case: Coast Guard Cutter dilemma using Vroom's model
• Assignment: Leadership Cases

7

• Teams defined
• Reasons for joining teams
• • Selection criteria
  • Goals (objectives)
• Norms and Roles
• • Deviance
  • Conformity
  • Dysfunctional behaviors
  • Social Loafing
• Group Processes
• • Communication
  • Responsibility
  • Accountability
  • Respect
  • Evaluation
• Decision making
• • Consensus
  • Cooperation
  • Constructive conflict
  • Groupthink

• Exercise: brainstorm pros and cons of teams
  • create a team charter
• Exercise: group interaction analysis including sociogram -- discussion of team and individual behaviors

8

• Power defined
• Sources of Power
• Power as a Function of Dependence
• Political Behavior in the Organization
• Coalition Formation
• Control of Information
• Patterns of Political Behavior in Organizations (Farrell & Petersen)

• Exercise: Coalition formation

9

• Conflict Defined
• Benefits of Conflict
• Dysfunctional Nature of Organizational Conflict
• Interpersonal Approach to Conflict Management
• Structural Approach to Conflict Management

• Exercise: Prisoner's Dilemma

9

• A Model of Communication
• • Encoding and Decoding
  • Feedback
  • 'Noise' During Transmission
• Using the Appropriate Communications Medium
• Barriers to Effective Communication
• • Language
  • Semantics
  • Filtering
  • Cultural Differences
  • Perception

• Exercise: 4-party bargaining exercise
• Exercise: communication channels and media

If time permits

• Organizational Culture Defined
• Organizational Subcultures
• • Stories, Rites, Rituals, Ceremonies
• Culture and the New Employee -- Communicating the Culture

• Exercise: simulated culture

10

FINAL EXAM