Organizational Behaviour 2600-BM-OB

Session 1. What Is Organizational Behavior?
Central question: Why do smart, capable people sometimes behave strangely at work?
Key concepts: Levels of analysis: individual, group, organization; Both the person and the situation influence behavior; Evidence vs. intuition in management.
Preparation/resources
• Short reading: A 2–3-page instructor-prepared overview of the three levels of OB.
• Video: TED Talk- Management: Leading Wisely—management as a human-behavior problem.
Session 2. Personality, Values & Individual Differences
Central question: Why aren't other people more like me?
Key concepts: Big Five personality traits; Values and person–organization fit; Strengths, differences, and the danger of labeling.
Preparation/resources
• Reading: Short overview of Big Five traits and workplace implications.
• Reflection activity: 'One characteristic I should manage rather than try to change.'
Session 3. Perception, Attribution & Bias
Central question: Do we see reality—or our interpretation of reality?
Key concepts: Selective perception and schemas; Fundamental attribution error and self-serving bias; Confirmation bias, halo effect, stereotyping, anchoring.
Preparation/resources
• Reading: Instructor-created one-page 'Bias Field Guide.'
• Video: perception and cognitive bias.
Session 4. Emotions, Emotional Intelligence & Self-Awareness
Central question: What happens when emotion enters the workplace?
Key concepts: Emotions vs. moods; Emotional labor; Emotional intelligence
Preparation/resources
• Reading: Short article/excerpt on emotional intelligence and work.
• Discussion: examples of times emotion improved or damaged a decision.
Session 5. Motivation & Engagement
Central question: Why do people work hard—and why do good employees stop caring?
Key concepts: Intrinsic and extrinsic motivation; Expectancy theory; Equity/fairness; Goal setting; Autonomy, competence, meaning, and feedback.
Preparation/resources
• Reading: APA material on meaning, motivation, and engagement at work.
• Mini case: When a bonus or rewards can make motivation worse.

Session 6. Communication
Central question: Why is something we do every day so easy to get wrong?
Key concepts: Communication process and noise; Active listening;, Nonverbal communication; Feedback and difficult conversations.
Preparation/resources
• Video: Julian Treasure, TED, 'How to speak so that people want to listen' or a comparable short communication talk.
• Discussion and self-assessment: Giving and receiving effective feedback.
Session 7. Teams & Group Dynamics
Central question: Why are some teams better than their smartest members?
Key concepts: Team vs. group; Roles and norms; Social loafing; Cohesion and diversity; Coordination and task interdependence.
Preparation/resources
• Discussion on team growth and development.
• Video: team performance and collaboration case.
Session 8. Trust & Psychological Safety
Central question: Why do people see problems and remain silent?
Key concepts: Interpersonal trust; Voice and silence; Psychological safety; Learning from mistakes.
Preparation/resources
• Reading: APA, 'What is psychological safety at work? Here's how to start creating it.'
• Video: Adam Grant, WorkLife/TED, 'Is it Safe to Speak Up at Work?'
Session 9. Decision-Making & Problem Solving
Central question: Why do intelligent groups make bad decisions?
Key concepts: Rational vs. bounded rationality; Heuristics and bias; Groupthink; Escalation of commitment; Devil's advocacy and decision process.
Preparation/resources
• Reading: One-page decision-bias checklist.
• Video: decision errors, overconfidence, or dissent.
Session 10. Conflict Management
Central question: Is conflict bad—or simply badly managed?
Key concepts: Causes of conflict, Conflict styles; CCGA Conflict Model
Preparation/resources
• Conflict management cases
• Self-assessment – conflict management style
Session 11. Power, Influence & Organizational Politics
Central question: How do things really get done in organizations?
Key concepts: Formal and informal power; Dependence and resource control; Influence tactics; Networks and coalitions.
Preparation/resources
• Reading: Instructor-prepared 'Sources of Power' brief.
• Optional case: A talented employee with no title becomes the pivotal organizational influencer.
Session 12. Leadership
Central question: Why would anyone want to follow you?
Key concepts: Effective leadership, qualities of poor leadership
Preparation/resources
• Reading: Short evidence-based leadership overview.
• Video: Jim Lemoine, TEDx, 'What is Leadership? A Story, and a Surprising Answer.'
Session 13. Organizational Culture & Change
Central question: Why does 'the way we do things around here' resist change?
Key concepts: Artifacts, espoused values, and underlying assumptions; Strong cultures and subcultures; Culture as social control; Resistance to change; Change readiness and implementation.
Preparation/resources
• Case & activity - culture and change.
• Video: organizational change and culture.
Session 14. Integration: Becoming an Effective Organizational Member & Leader
Central question: What will you do differently because of this course?
Key concepts: Integration across individual, team, and organizational levels; Diagnosis before intervention; Ethics and responsibility; Continuous learning and self-development.
Preparation/resources
• Final activity: Personal Organizational Effectiveness Plan and team diagnosis.