Class Schedule And Course Topics Overview

Class Schedule and Course Topics Overview

Please look under this page (Class Schedule). The schedule outlines the weekly topics, assignments, and learning objectives for the course. It includes detailed instructions for reading chapters, viewing videos, completing skill assessments and quizzes, and preparing for discussions and projects related to organizational behavior, teamwork, stress management, trust, problem solving, power dynamics, motivation, conflict resolution, leadership, organizational dysfunction, change management, career development, and international differences. Some assignments are due specific dates, and students are expected to review case studies, participate in discussions, and complete various assessments as outlined.

Paper For Above instruction

The course syllabus and schedule serve as a comprehensive guide to the classroom curriculum, designed to foster an understanding of core organizational concepts and develop practical skills in management and leadership. The weekly modules systematically address critical areas such as self-awareness, communication, teamwork, stress management, trust building, problem solving, power, motivation, negotiation, leadership, organizational change, and international cultural differences. These topics are supplemented with readings, videos, case discussions, skill assessments, and project work, encouraging active participation and critical thinking.

The initial weeks focus on foundational skills, beginning with an introduction to the course, understanding class requirements, and cultivating critical thinking. Students are encouraged to reflect on their personal strengths, ethical values, and self-awareness through reading and assessment activities. The emphasis on self-awareness sets the stage for effective communication and collaboration with diverse team members, recognizing how diversity enhances teamwork productivity. Discussions exploring stages of team development guide students in creating effective team contracts and understanding group dynamics.

Throughout the course, there is a continuous emphasis on applying theoretical concepts to practical situations. For example, peers examine case studies to understand dilemmas and ethical considerations, which enhances decision-making skills. Similarly, assignments related to stress, trust, problem-solving, and power dynamics are designed to deepen students' comprehension and ability to navigate complex organizational environments. Viewing videos, reading articles, and participating in discussions broaden their perspective on topics such as integrity's role in trust, sources of power, and oversight of unethical behavior.

Management-specific topics include analyzing different forms of power within organizations, understanding motivational processes, and differentiating between management and leadership roles. Practical skills are reinforced through quizzes, assessments, and project assignments, encouraging students to synthesize their knowledge and apply it to real-world scenarios including organizational change and conflict resolution. Critical thinking about leadership styles, organizational dysfunction, and change management prepares students for effective management practices.

The global dimension of organizational behavior is integrated into the curriculum through discussions on cultural differences using Hofstede’s dimensions and international case studies. These analyses illustrate how cultural contexts influence behavior and management at a multinational level. Final projects and career development plans enable students to reflect on their personal and professional growth areas, set career goals, and develop strategies to achieve them.

Overall, this course aims to equip students with a robust understanding of organizational dynamics, enhance their problem-solving and leadership capabilities, and prepare them for managerial roles in diverse settings. The structured schedule, with clear objectives and assignments, fosters a disciplined yet flexible learning environment where students actively engage with material and develop essential business and organizational skills.

References

• Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2020). Organizations: Behavior, Structure, Processes (14th ed.). McGraw-Hill Education.
• Robbins, S. P., & Coulter, M. (2018). Management (14th ed.). Pearson.
• Hofstede, G. (2001). Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. Sage Publications.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Schriesheim, C. A., & Neider, L. L. (2017). Power and influence in organizations. In J. P. Wright (Ed.), The Oxford handbook of organizational behavior (pp. 469–491). Oxford University Press.
• Miner, J. B. (2015). Organizational Behavior: Foundations, Realities, and Challenges. Routledge.
• Yukl, G. (2019). Leadership in Organizations (9th ed.). Pearson.
• Sadri, G. (2017). Managing Organizational Change. Routledge.
• Hargie, O., & Dickson, D. (2004). Skilled Interpersonal Communication: Research, Theory and Practice. Routledge.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5–41.