代做MG-GY 6013 E Organization Behavior Fall 2025帮做R编程

Department of Technology Management and Innovation

MG-GY 6013 E Organization Behavior

Fall 2025

Course Description:

Introduction to theory, research, and practice to better understand human behavior. in organizations.  Topics include motivation and job satisfaction; decision making; group dynamics; work teams; leadership; communication; power, politics, and conflict; organization culture, structure, and design; impact of technology; management of work stress; organizational change and development; and career management. Analysis of organizational behavior. problems by self-assessment, case studies and simulations.

Course Objective:

· Develop teamwork and cooperation skills.

· Develop written and oral communications skills.

· Develop analytic and problem-solving skills.

· Enhance self-awareness and human relations skills.

Course Structure:

This course is On-Site and will meet once a week on Wednesdays. Brightspace is the learning management system we will use for assignments, announcements, and emails. All assignments will be provided in the designated Brightspace section (Assignments) prior to the start of the course. Students are responsible for ensuring they understand the requirements and are responsible for checking Brightspace prior to the beginning of the course, and subsequently prior to each class for any updates. The course is comprised of several different components. Each component is designed to provide you with a specific set of skills, tools, analytical framework, and knowledge. Collectively, the course components should provide you with a balanced and robust foundation in Organizational Behavior. that you can reference in your careers and further education.

Specifically:

· In Class Interactive Component. This is a highly interactive class that provides you with a great opportunity to learn, to challenge yourself and others, and develop your critical thinking and communication skills. Come to class ready to work, participate, contribute, and have some fun. My teaching style. is direct and facilitative, please feel free to challenge me, ask me questions and draw upon my experience in business, as well as my subject matter expertise.

· Case Component. We will discuss at least one case per week; to practice analysis of organizational situations, and to learn how to recommend various interventions or redesign opportunities. This is to practice perception, analysis, action capability, and to learn vicariously from others’ situations.

o Intellectual Component: This component focuses more on your cognitive abilities, and includes reading, learning models of behavior, design, and leadership, discussing ideas from the readings and from other sources. Specifically, in this class we will focus on 4 dimensions of learning, knowledge transfer and skill development: a. Factual Knowledge is knowledge that is basic to specific disciplines. This dimension refers to essential facts, terminology, details or elements students must know or be familiar with in order to understand a discipline or solve a problem in it.

o Conceptual Knowledge is knowledge of classifications, principles, generalizations, theories, models, or structures pertinent to a particular disciplinary area.

o Procedural Knowledge refers to information or knowledge that helps students to do something specific to a discipline, subject, and area of study. It also refers to methods of inquiry, very specific or finite skills, algorithms, techniques, and particular methodologies.

o Metacognitive Knowledge is the awareness of one's own cognition and particular cognitive processes. It is strategic or reflective knowledge about how to go about solving problems, cognitive tasks, to include contextual and conditional knowledge and knowledge of self.

· Team Performance Component. You will have one team project assignment this semester. You will formally write-up your project and briefly present your findings and your experience as a team to the class. Group members will be expected to clearly identify their contributions and will be assessed on the content and quality of that contribution individually. The individual effort will be 60% of the final project grade and the remaining 40% for the group effort (based on team work, sharing knowledge, learning, and building consensus), and presentation. Thus, the overall grade for the final project will be a combination of the individual contribution (60%) and the group contribution and presentation (40%).

o Individual Performance Component: Each student will be expected prepare a 3 to 5-page written paper which reports on one framework or theory involved in solving the team’s case.  For example, if the problem in the case relates to supervisor-subordinate communication, each team member will research and report on one aspect of that issue, e.g. cross-cultural communication.

Readings:

· Robbins, Stephen P. and Judge, Timothy A. (2019) “Organizational Behavior” 18^th Ed., Pearson ISBN 978-0134729329, or 0134729323 (an eText version is available but the MyLab option will not be used).

· All assigned readings and cases will be posted to Brightspace

· Power-point lecture slides and any handouts will be posted to Brightspace with each week’s lesson.

Course Assignments and Grading:

Participation and Graded Assignments/Activities	Percent
Individual Term Paper (Individual grade)	30%
Class Participation (based on ACTIVE ORAL PARTICIPATION in all IN-CLASS DISCUSSIONS)	05%
Final – Group paper (Group shared grade)	20%
Quizzes	45%
Total	100%

Major Assignments

Group Project and Presentation (30 points): Each team will be assigned a Case from the cases scenarios supplied by the professor. The team is tasked to solve the problem presented in the case using the concepts and frameworks presented in lectures and reviewed in the text.  For example, XYZ Tech has a turnover problem,

1) What does your team believe are the root causes of the problem?

2) What methods and interventions would your team propose to solve the problem?

3) How would you test to see if the problem is fixed?

Preparing Your Case Study:

It helps to have a system when sitting down to prepare a case study as the amount of information and issues to be resolved can initially seem quite overwhelming. The following is a good way to start.

At this point, the task consists of two parts:

1. A detailed reading of the case, and then

2. Analyzing the case.

When you are doing the detailed reading of the case study, look for the following sections:

1. Opening paragraph: introduces the situation.

1. Background information: industry, organization, products, history, competition, financial information, and anything else of significance.

2. Specific (functional) area of interest: marketing, finance, operations, human resources, or integrated.

3. The specific problem or decision(s) to be made.

4. Alternatives open to the decision maker, which may or may not be stated in the case.

5. Conclusion: sets up the task, any constraints or limitations, and the urgency of the situation.

Most, but not all case studies will follow this format. The purpose here is to thoroughly understand the situation and the decisions that will need to be made. Take your time, make notes, and keep focused on your objectives.

Analyzing the case should take the following steps:

1. Defining the issue(s)

2. Analyzing the case data

3. Generating alternatives

4. Selecting decision criteria

5. Analyzing and evaluating alternatives

6. Selecting the preferred alternative

7. Developing an action/implementation plan

Defining the issue(s)/Problem Statement

The problem statement should be a clear, concise statement of exactly what needs to be addressed. This is not easy to write! The work that you did in the short cycle process answered the basic questions. Now it is time to decide what the main issues to be addressed are going to be in much more detail. Asking yourself the following questions may help:

1. What appears to be the problem(s) here?

2. How do I know that this is a problem? Note that by asking this question, you will be helping to differentiate the symptoms of the problem from the problem itself. Example: while declining sales or unhappy employees are a problem to most companies, they are in fact, symptoms of underlying problems which need to addressed.

3. What are the immediate issues that need to be addressed? This helps to differentiate between issues that can be resolved within the context of the case, and those that are bigger issues that needed to addressed at a another time (preferably by someone else!).

4. Differentiate between importance and urgency for the issues identified. Some issues may appear to be urgent, but upon closer examination are relatively unimportant, while others may be far more important (relative to solving our problem) than urgent. You want to deal with important issues in order of urgency to keep focused on your objective. Important issues are those that have a significant effect on:

1. profitability,

2. strategic direction of the company,

3. source of competitive advantage,

4. morale of the company's employees, and/or

5. customer satisfaction.

The problem statement may be framed as a question, eg: What should Joe do? or How can Mr. Smith improve market share? Usually the problem statement has to be rewritten several times during the analysis of a case, as you peel back the layers of symptoms or causation.

Analyzing Case Data

In analyzing the case data, you are trying to answer the following:

1. Why or how did these issues arise? You are trying to determine cause and effect for the problems identified. You cannot solve a problem that you cannot determine the cause of! It may be helpful to think of the organization in question as consisting of the following components:

1. resources, such as materials, equipment, or supplies, and

2. people who transform. these resources using

3. processes, which creates something of greater value.

Now, where are the problems being caused within this framework, and why?

2. Who is affected most by this issues? You are trying to identify who are the relevant stakeholders to the situation, and who will be affected by the decisions to be made.

3. What are the constraints and opportunities implicit to this situation? It is very rare that resources are not a constraint, and allocations must be made on the assumption that not enough will be available to please everyone.

4. What do the numbers tell you? You need to take a look at the numbers given in the case study and make a judgement as to their relevance to the problem identified. Not all numbers will be immediately useful or relevant, but you need to be careful not to overlook anything. When deciding to analyze numbers, keep in mind why you are doing it, and what you intend to do with the result. Use common sense and comparisons to industry standards when making judgements as to the meaning of your answers to avoid jumping to conclusions.

Generating Alternatives

This section deals with different ways in which the problem can be resolved. Typically, there are many (the joke is at least three), and being creative at this stage helps. Things to remember at this stage are:

1. Be realistic! While you might be able to find a dozen alternatives, keep in mind that they should be realistic and fit within the constraints of the situation.

2. The alternatives should be mutually exclusive, that is, they cannot happen at the same time.

3. Not making a decision pending further investigation is not an acceptable decision for any case study that you will analyze. A manager can always delay making a decision to gather more information, which is not managing at all! The whole point to this exercise is to learn how to make good decisions, and having imperfect information is normal for most business decisions, not the exception.

4. Doing nothing as in not changing your strategy can be a viable alternative, provided it is being recommended for the correct reasons, as will be discussed below.

5. Avoid the meat sandwich method of providing only two other clearly undesirable alternatives to make one reasonable alternative look better by comparison. This will be painfully obvious to the reader, and just shows laziness on your part in not being able to come up with more than one decent alternative.

6. Keep in mind that any alternative chosen will need to be implemented at some point, and if serious obstacles exist to successfully doing this, then you are the one who will look bad for suggesting it. Once the alternatives have been identified, a method of evaluating them and selecting the most appropriate one needs to be used to arrive at a decision.

Key Decision Criteria

A very important concept to understand, they answer the question of how you are going to decide which alternative is the best one to choose. Other than choosing randomly, we will always employ some criteria in making any decision. Think about the last time that you make a purchase decision for an article of clothing. Why did you choose the article that you did? The criteria that you may have used could have been:

1. fit

2. price

3. fashion

4. color

5. approval of friend/family

6. availability

Note that any one of these criteria could appropriately finish the sentence, the brand/style. that I choose to purchase must.... These criteria are also how you will define or determine that a successful purchase decision has been made. For a business situation, the key decision criteria are those things that are important to the organization making the decision, and they will be used to evaluate the suitability of each alternative recommended.

Key decision criteria should be:

1. Brief, preferably in point form, such as

1. improve (or at least maintain) profitability,

2. increase sales, market share, or return on investment,

3. maintain customer satisfaction, corporate image,

4. be consistent with the corporate mission or strategy,

5. within our present (or future) resources and capabilities,

6. within acceptable risk parameters,

7. ease or speed of implementation,

8. employee morale, safety, or turnover,

9. retain flexibility, and/or

10. minimize environmental impact.

2. Measurable, at least to the point of comparison, such as alternative A will improve profitability more that alternative B.

3. Be related to your problem statement, and alternatives. If you find that you are talking about something else, that is a sign of a missing alternative or key decision criteria, or a poorly formed problem statement.

Evaluation of Alternatives

If you have done the above properly, this should be straightforward. You measure the alternatives against each key decision criteria. Often you can set up a simple table with key decision criteria as columns and alternatives as rows, and write this section based on the table. Each alternative must be compared to each criteria and its suitability ranked in some way, such as met/not met, or in relation to the other alternatives, such as better than, or highest. This will be important to selecting an alternative. Another method that can be used is to list the advantages and disadvantages (pros/cons) of each alternative, and then discussing the short and long term implications of choosing each. Note that this implies that you have already predicted the most likely outcome of each of the alternatives. Some students find it helpful to consider three different levels of outcome, such as best, worst, and most likely, as another way of evaluating alternatives.

Recommendation

You must have one! Business people are decision-makers; this is your opportunity to practice making decisions. Give a justification for your decision (use the KDC's). Check to make sure that it is one (and only one) of your Alternatives and that it does resolve what you defined as the Problem.

Structure of the Written Report

Papers should be at least 25 pages in length double spaced written using the APA format.  For this course, the report should have the following sections in this order:  

1. Title page

2. Table of contents

3. Executive summary

4. Problem (Issue) statement

5. Data analysis

6. Key Decision Criteria

7. Alternatives analysis

8. Recommendations

9. Action and Implementation Plan

10. Exhibits

Teams will meet in class and virtually to discuss the evidence presented in the case and to apply the learning of each situation and complete their case analysis and recommendations using PowerPoint slides (details to be provided later). Each team will work a unique case, no two teams will work on the same case. Teams will be graded on team participation, quality of presentation, the amount of course knowledge presented in the case presentation, and appropriateness of the final solution to the case.

Individual Student Term Paper (25 points):  Students will prepare a written paper which reports on one framework, major topic, or theory identified in the team’s case.  For example, if the problem in the case relates to supervisor-subordinate communication, each team member will research and report on one aspect of that issue, e.g. cross-cultural communication, motivation, leadership, etc.

Papers are to be well researched with at least 3 - 4 reputable referenced resources, 10 to 12-pages in length, double-spaced, 10pt Arial font, written using the APA format. The following format may be used in the construction of the paper:

1. Abstract

2. Definitions – definition of the framework or theory

3. Literature Review – research on the topic from the perspective of at least two proponents of the framework or theory.

4. Organizational Advantages / Disadvantages

5. Implication for Managers

6. Conclusions

7. References