Self-Study
13
Basic
Business Mgmnt and Org
There are no prerequisites.

Course Description

The field of organizational behavior covers the body of knowledge derived from actions and attitudes exhibited within organizations. It can help managers understand the complexity within organizations, identify problems, determine the best ways to correct them, and establish whether the changes would make a significant difference. This course examines of human relations theory and individual, group, and organizational performance in relation to organizational structure in contemporary business and public agencies. It's an interdisciplinary field, drawing on concepts from a variety of subject areas. Covered are personality and attitudes, work motivation, interpersonal and group processes, organizational design and development, and decision making.



Instructor

Delta Publishing

For many years, Delta Publishing has offered a wide variety of continuing education courses for financial professionals. Topics covered by Delta’s courses include accounting, financial management, budgeting, investments, financial statement reporting, business management, IFRS, ethics, valuations, real estate, and business writing. The diversity and breadth of Delta’s course offerings make the company a prolific and unique contributor to the CPE world. Delta’s well-credentialed authors and contributors have also been published in numerous academic and professional journals and quoted by some of the leading financial media outlets.



Course Specifics

Business Mgmnt and Org
Jan 2, 2018
There are no prerequisites.
SS6120176
279
None


Compliance Information

103220
Qualifies for CA Fraud: No


Learning Objectives

Upon successful completion of this course, participants will be able to:

Chapter 1

  • Define organizational behavior.
  • Trace the historical roots of organizational behavior.
  • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement.
  • Describe contemporary organizational behavior - its characteristics, concepts, and importance.
  • Identify and discuss contextual perspectives on organizational behavior.

Chapter 2

  • Explain managerial perspectives on organizational behavior.
  • Describe the manager's job in terms of managerial functions, roles, and skills.
  • Describe the four main forces in the environment that post the most opportunities and problems for organizations today.
  • Discuss how to manage for effectiveness from the perspective of organizational behavior.

Chapter 3

  • Define motivation.
  • Explain need hierarchy theory and how it applies in organizations.
  • Outline the basic assumptions of expectancy theory and its implications in organizations.
  • Explain how goals can be set to motivate high levels of job performance.
  • Describe ways in which jobs can be designed so as to enhance motivation.
  • State the implications of the social information processing model.

Chapter 4

  • Define attitude and its three basic components.
  • Describe two theories of job satisfaction.
  • Identify the consequences of having dissatisfied employees.
  • Describe ways of boosting job satisfaction.
  • Distinguish between three fundamental forms of organizational commitment.
  • Identify the benefits of having a committed workforce.
  • Describe ways of developing organizational commitment.
  • Distinguish between the concepts of prejudice, stereotypes, and discrimination.
  • State biases that can influence person perception without perceivers being aware of their influences.
  • Demonstrate why the effective management of diversity is imperative for all kinds of organizations and the steps that organizations can take to ensure that different kinds of people are treated fairly and that the organization is able to take advantage of all they have to offer.
  • Describe the two major forms of sexual harassment and the steps organizations can take to combat sexual harassment.
  • Distinguish between affirmative action plans and diversity management programs.

Chapter 5

  • Define communication.
  • Describe the various steps in the communication process.
  • Distinguish between different forms of verbal media and their relative effectiveness.
  • Identify the types of formal messages that flow in different directions within an organization chart.
  • Describe how informal communication is different than formal communication in an organization.
  • Identify various methods for improving organizational communication.
  • Define power.
  • Identify the four main types of position power and the four main types of personal power.
  • Define organizational politics.
  • Identify the major forms that organizational politics takes.
  • Describe steps that can be taken to minimize the effects of organizational politics.

Chapter 6

  • Define and distinguish between various types of formal and informal groups.
  • Discuss the role of norms in organizations and how they develop.
  • Explain the social facilitation effect.
  • Describe the social loafing effect and how it may be overcome.
  • Define team and explain what makes a team different from an ordinary work group.
  • Describe the general effectiveness of work teams.
  • Identify ways of overcoming obstacles to team effectiveness.
  • Summarize the nature of four important kinds of groups in organizations and how and why they help an organization achieve its goals.

Chapter 7

  • Define leadership and distinguish between leadership and management.
  • Describe the trait approach to leadership.
  • Identify the types of behavior that have been most strongly associated with effective leadership.
  • Describe the leader-member exchange model of leadership.
  • Differentiate between charismatic leaders and transformational leaders.
  • Explain how leading teams differs from leading individuals.
  • Describe the basic tenets of LPC contingency theory and how it may be applied.
  • Explain the path-goal theory of leadership.
  • Discuss situational leadership theory.

Chapter 8

  • Describe organizational citizenship behavior and how it may be promoted.
  • Distinguish between prosocial behavior and cooperation.
  • Identify factors that promote interpersonal cooperation.
  • List the causes of conflict in organizations.
  • Identify the positive and negative consequences of conflict in organizations.
  • Outline techniques for managing conflict in organizations.
  • Define stress and identify the various causes of stress in organizations.
  • Discuss the major effects of stress on people in organizations.
  • Identify various ways stress can be managed on the job.

Chapter 9

  • Identify the eight steps in the decision-making process.
  • Outline the various categories of decisions that are made in organizations.
  • Distinguish between the rational-economic and the administrative models of decision making.
  • Explain how various cognitive biases operate when people make decisions.
  • Identify various factors that contribute to imperfect decision making in organizations.
  • Describe the conditions under which individuals make better decisions than groups, and vice versa.
  • Describe the phenomenon of groupthink and ways of overcoming it.
  • Demonstrate how the Delphi technique and the nominal group technique are used to improve the quality of decisions made by groups.
  • State why people make unethical decisions in organizations and what can be done about it.

Chapter 10

  • Define organizational culture.
  • Distinguish between dominant culture and subcultures.
  • Outline culture's role in organizations.
  • Identify factors that lead to the creation of organizational culture.
  • List the tools through which organizational culture is transmitted.
  • Describe the effects of organizational culture on organizational functioning.
  • Summarize the factors responsible for getting organizational culture to change.
  • Define creativity and describe the basic components of individual and team creativity.
  • Define innovation and identify the basic components of innovation and the various stages of the innovation process.

Chapter 11

  • Define organizational structure.
  • Distinguish between five aspects of organizational structure that are represented in an organization chart.
  • Distinguish between functional organizations, product organizations, and matrix organizations.
  • Describe the new form of organization known as the horizontal organization.
  • Define organizational design.
  • Distinguish between classical and neoclassical approaches to organizational design.
  • Discuss the contingency approach to organizational design.
  • Define the boundaryless organization.
  • Explain the differences between the five organizational forms identified by Mintzterg.
  • Identify two different types of interorganizational designs.

Chapter 12

  • Distinguish between different types of change in organizations, giving examples of each.
  • Identify the three main ways in which organizations may change.
  • Outline the general conditions under which organizational change is likely to occur.
  • State why people are resistant to change in organizations and ways in which this resistance may be overcome.
  • Define organizational development.
  • Discuss four techniques of organizational development and describe the effectiveness of each.
  • Discuss the sides of the ethical debate with respect to using OD techniques.


Table of Contents

Chapter 1 – An Introduction to Organizational Behavior

Learning Objectives

The Meaning of Organizational Behavior

Historical Roots of Organizational Behavior

Scientific Management

Classical Organization Theory

The Emergence of Organizational Behavior

Precursors of Organizational Behavior

The Hawthorne Studies

Human Relations Movement

Toward Organizational Behavior

Contemporary Organizational Behavior

Characteristics of the Field

The Importance of Organizational Behavior

Contextual Perspectives on Organizational Behavior

Systems and Contingency Perspectives

Interactionalism

Chapter 1 Review Questions

Chapter 2 – Managing People and Organizations

Learning Objectives

Managerial Perspectives on Organizational Behavior

Management Functions, Roles, and Skills

Managerial Functions

Managerial Roles

Managerial Skills

Managerial Challenges

Challenge 1:  The Changing Social and Cultural Environment

Challenge 2:  The Evolving Global Environment

Challenge 3:  Advancing Information Technology

Challenge 4: Shifting Work and Employment Relationships

Managing for Effectiveness

Individual-Level Outcomes

Group- and Team-Level Outcomes

Organization-Level Outcomes

Chapter 2 Review Questions

Chapter 3 – Motivation

Learning Objectives

Definition of Motivation

Motivating by Meeting Basic Human Needs

Maslow's Need Hierarchy Theory

Physiological Needs

Safety Needs

Social Needs

Esteem Needs

Self-Actualization Needs

Alderfer’s ERG Theory

Equity Theory: The Importance of Being Fair

Balancing Outcomes and Inputs

Responding to Inequities on the Job

Expectancy Theory: Believing You Can Get What You Want

Three Components of Motivation

The Role of Motivation in Performance

Procedural Justice Theory

Goal Setting: Taking Aim at Performance Targets

Assign Specific Goals

Assign Difficult, But Achievable, Performance Goals

Provide Feedback Concerning Goal Attainment

Designing Jobs that Motivate

Job Enlargement: Doing More of the Same Kind of Work

Job Enrichment: Increasing Required Skills and Responsibilities

The Job Characteristics Model

The Motivating Potential Score

Job Design: The Social Information Processing Model

Chapter 3 Review Questions

Chapter 4 – Work Related Attitudes

Learning Objectives

What is an Attitude? A Definition.

Job Satisfaction: Feelings about our Work

Theories of Job Satisfaction and Their Implications

Tips for Boosting Job Satisfaction

Attachment to Companies: Organizational Commitment

Varieties of Organizational Commitment

Approaches to Developing Organizational Commitment

Negative Attitudes toward Co-Workers: Prejudice

Anatomy of Prejudice: Basic Distinctions

Strategies for Overcoming Workplace Prejudice: Managing a Diverse Workforce

Sexual Harassment

Chapter 4 Review Questions

Chapter 5 – Organizational Communication & Power

Learning Objectives

The Basic Nature of Communication

The Communication Process and Its Role in Organizations

Oral and Written Communication: The Power of Words

Formal and Informal Communication

Formal Communication: Messages Directed Through Organizational Structure

Informal Communication: Beyond the Organization Chart

Strategies for Improving Organizational Communication

Power: Having an Impact On Others

Influence That Comes with the Office: Position Power

Influence That Comes from the Individual: Personal Power

Organizational Politics: Possible Abuses of Power

Chapter 5 Review Questions

Chapter 6 – Groups & Teams in Organizations

Learning Objectives

The Nature of Groups

What is a Group?

Formal and Informal Groups

Group Development Over Time: The Five-Stage Model

Group Dynamics: People Working with Others

Group Norms: Unspoken Rules of Group Behavior

Social Facilitation: Performing in the Presence of Others

Social Loafing: "Free Riding" When Working with Others

Teams: Empowered Work Groups

What is a Team? Key Characteristics

Types of Teams

Work Teams: What is the Payoff?

Teams at Work: How Good is Their Track Record?

Obstacles to Team Effectiveness and How to Overcome Them

Important Organizational Groups

Chapter 6 Review Questions

Chapter 7 – Leadership

Learning Objectives

What is Leadership?

The Trait Approach: Are Some People Really "Born Leaders"?

The Behavior Approach: What Do Leaders Do?

Two Critical Leadership Behaviors

Leaders and Followers

The Leader-Member Exchange (LMX) Model: The Importance of Being in the "In-Group"

Charismatic Leaders: That "Something Special"

Transformational Leadership: Beyond Charisma

Leading Teams: Special Considerations

Contingency Theories of Leader Effectiveness

Fiedler’s Contingency Theory: Matching Leaders and Tasks

Path-Goal Theory: Leaders as Guides to Valued Goals

Situational Leadership Theory: Adjusting Leadership Style to the Situation

The Vroom and Yetton Model: Determining the Level of Subordinate Participation in Decision Making

Chapter 7 Review Questions

Chapter 8 – Prosocial Behavior, Cooperation, Conflict, & Stress

Learning Objectives

Prosocial Behavior: Helping Others

Organizational Citizenship Behavior: Above and Beyond Job Requirements

Whistle-Blowing: Helping through Dissent

Cooperation: Providing Mutual Assistance

Cooperation within Organizations

Cooperation between Organizations

Conflict: The Inevitable Result of Incompatible Interests

Causes of Conflict

Conflict Management Techniques

Stress in Organizations

What is Stress?

Causes of Stress

Managing Stress: Some Effective Techniques

Chapter 8 Review Questions

Chapter 9 – Making Decisions in Organizations

Learning Objectives

The Basic Nature of Organizational Decision Making

A General Model of Decision Making

Varieties of Organizational Decisions

Approaches to Decision Making in Organizations

The Rational-Economic Model: In Search of the Ideal Decision

March and Simon’s Administrative Model of Decision Making: Exploring the Limits of Human Rationality

Impediments to Optimal Individual Decisions

Cognitive Biases in Decision-Making: Framing and Heuristics

Escalation of Commitment: Throwing Good Money after Bad

Organizational Barriers to Effective Decisions

The Role of Information Technology

Group Decisions: Do Too Many Cooks Spoil the Broth?

Group Decisions: A Double-Edged Sword

Comparing Group and Individual Decisions: When Are Two (or More) Heads Better Than One?

Guidelines for Improving Group Decisions

The Delphi Technique

The Nominal Group Technique

The Challenge of Making Ethical Decisions

Why Do People Make Unethical Decisions in Organizations?

Chapter 9 Review Questions

Chapter 10 – Culture, Creativity, & Innovation

Learning Objectives

Organizational Culture: Its Basic Nature

Organizational Culture: A Definition and Core Characteristics

Cultures within Organizations: One or many?

Culture's Role in Organizations

The Formation and Maintenance of Organizational Culture

How is Organizational Culture Created?

Tools for Transmitting Culture

Organizational Culture: Its Consequences and Capacity to Change

The Effects of Organizational Culture

Why and How Does Organizational Culture Change?

Creativity in Individuals and Teams

Components of Individual and Team Creativity

Putting it all Together

The Process of Innovation

Components of Innovation: Basic Building Blocks

Stages of the Organizational Innovation Process

Chapter 10 Review Questions

Chapter 11 – Designing Effective Organizations

Learning Objectives

Structural Dimensions of Organizations

Hierarchy of Authority

Division of Labor

Span of Control

Line vs. Staff Positions

Decentralization

Departmentalization: Ways of Structuring Organizations

Functional Organizations: Departmentalization by Task

Product Organizations: Departmentalization by Type of Output

Matrix Organizations: Departmentalization by Both Function and Product

The Horizontal Organization: Structuring by Process

Organizational Design: Combining the Structural Elements of Organizations

Classical and Neoclassical Approaches: The Quest for the One Best Design

The Contingency Approach: Design Based on Environmental Conditions

Mintzberg's Framework: Five Organizational Forms

The Boundaryless Organization: A New Corporate Architecture

Interorganizational Designs: Going Beyond the Single Organization

Conglomerates: Diversified "Megacorporations"

Strategic Alliances: Joining Forces for Mutual Benefit

Chapter 11 Review Questions

Chapter 12 – Managing Organizational Change & Development

Learning Objectives

Forces for Organizational Change

Planned Change

Unplanned Change

The Process of Organizational Change: Four Basic Questions

Targets: What Is Changed?

Readiness for Change: When Will Organizational Change Occur?

Why Is Organizational Change Resisted?

How Can Resistance to Organizational Change be Overcome?

Organizational Development Interventions: Implementing Planned Change

1. Survey Feedback

2. Quality of Work Life Programs

3. Management by Objectives

4. Team Building

Special Issues in Organizational Development

The Effectiveness of Organizational Development: Does it Really Work?

Is Organizational Development Inherently Unethical? A Debate

Chapter 12 Review Questions

Review Question Answers and Rationales

Glossary

Index

Qualified Assessment

Answer Sheet

Course Evaluation



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