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2015/2016  BA-BHAAI1041U  Organisational Behaviour

English Title
Organisational Behaviour

Course information

Language English
Course ECTS 7.5 ECTS
Type Elective
Level Bachelor
Duration Summer
Start time of the course Summer
Timetable Course schedule will be posted at calendar.cbs.dk
Max. participants 120
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Course instructor - Kinga Konczey, kingakonczey@gmail.com
    Sven Bislev - Department of Intercultural Communication and Management (ICM)
In case of any academic questions related to the course, please contact the course instructor or the academic director, Sven Bislev at sb.ikl@cbs.dk
Main academic disciplines
  • Management
  • Organization
  • Organisational behaviour
Last updated on 12-05-2016
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors:
  • Demonstrate an understanding of the major organisational behaviour theories and models as they apply to various business settings, and be able to apply these theories to the analysis of problems;
  • Recognise, identify and analyse complex organisational problems that are caused by the organisational structures, strategies, functions, operations, people management, or organisational processes;
  • Make well-grounded choices among theoretical models for the description, explanation, and solution for organisational problems;
  • Demonstrate mastery of the different organisational models by using them in gathering data and analysing organisations comprehensively and making recommendations in an existing organisation;
  • Demonstrate an appreciation of the notion of contingency as it applies to the interrelatedness of organisational processes, such as group formation, decision making, conflict, power and leadership;
  • Recognise the need for continuous change within organisations, and adaptation to the environment.
Course prerequisites
No prerequisites
Organisational Behaviour:
Exam ECTS 7,5
Examination form Written sit-in exam
Individual or group exam Individual
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) One internal examiner
Exam period Summer, Ordinary exam: 1-5 August 2016
Retake exam: Within two months from the ordinary exam.
Aids allowed to bring to the exam Closed Book: no aids
Make-up exam/re-exam
Same examination form as the ordinary exam
If the number of registered candidates for the make-up examination/re-take examination warrants that it may most appropriately be held as an oral examination, the programme office will inform the students that the make-up examination/re-take examination will be held as an oral examination instead.
4 hour written sit-in exam with a new exam question
Course content and structure

Organisations are everywhere in different forms, sizes and internal structures, with a variety of tasks and goals. This course will focus on organisations with the aim of developing an understanding of how they work, how to diagnose their problems, and how to design effective structures and cultures that allow them to create value, survive, develop and thrive. The course will articulate that organisations and organisational members do not always act in a rational and consistent manner. Our ability - whether as a new entry level employee, or a top executive - to understand, explain, and predict organisational behaviour is a valuable skill. This course will expose students to important theories and conceptual models for analysing and understanding organisations, and people’s behaviour within. We will study a wide range of organisational situations and examples, and connect them to organisational theories and effective management methods. 


The course will bridge theory and practice through organisational analysis by exploring a series of real-world organisational phenomena including both successful and unsuccessful examples. Students will learn to apply different theoretical perspectives in our attempt to provide situational analysis and plausible solutions.  No single model of an effective organisation will be advocated - no "right answer" that can be applied universally; rather, we will explore the factors and conditions within and outside an organisation that can be controlled to provide the best fit with the dynamic environment and thereby create the greatest opportunity for success.  The imperative for organisational learning, continuous adaptation and change based on new developments will be emphasized.


Class 1:  Organisational theories

Class 2:  Diversity in organisations

Class 3:  Workplace attitudes, Job satisfaction

Class 4:  Motivation

Class 5:  Group processes in organisations: conflict, decision making

Class 6:  Organisational analysis

feedback activity:   analysis of an actual organisation

Class 7:  Organisational processes: leadership and power 

Class 8:   Organisational culture, structure and design

Class 9:   The organisation' environment: resource dependency

Class 10:  Organisational change, Knowledge / talent management

Class 11:  Comprehensive review


Teaching methods
Academic concepts and theories will be introduced through readings and focused lectures. Students will discuss the concepts by sharing own experiences and examples. These student narratives will be complemented and compared with research-based organisational narratives, case studies. We will then bring together all these learning elements: reflect on the cases, own experiences and participant observations recognise the common patterns, and conceptualise them using the theoretical framework. Besides the dialogue and discussions a variety of experiential tools will be incorporated in the study program, such as inventories, role plays, problem-solving exercises, film clips, games, and simulations. Collective learning will emerge through the creative class work while students contrast different scenarios, create their stories and consider specific processes that occur.
Student workload
Preliminary assignment 10 hours
Classroom attendance 33 hours
Preparation 144 hours
Feedback activity 7 hours
Examination 12 hours
Further Information


Preliminary Assignment: To help students get maximum value from ISUP courses, instructors provide a reading or a small number of readings or video clips to be read or viewed before the start of classes with a related task scheduled for class 1 in order to 'jump-start' the learning process.


Feedback Activity: A feedback activitity defined by the course instructor will take place app. half-way through the course. 


The timetable is available on  http://www.cbs.dk/files/cbs.dk/isup_timetable_2016_updated.pdf


NB! Please note that due to a large number of applicants, this course is duplicated in the summer term 2016! Second round applicants will be enrolled in the afternoon class, please confer with the timetable.

Expected literature





Must-have books:

Robbins, Stephen P.
Essentials of Organizational Behavior
ISBN: 9781292090078 (Global edition)
Prentice Hall


Compendium with a selection of articles:

Anand, N., Daft, R. L. (2007). What is the Right Organization Design? Organizational Dynamics. Volume 36, Issue 4, pp. 329–344


Ben-Ner, Avner (2013). Preferences and organization structure: Toward behavioral economics micro-foundations of organizational analysis. The Journal of Socio-Economics, Volume 46, pp. 87-96


Buelens, Marc; Van den Broeck, Herman (2007), An Analysis of Differences in Work Motivation between Public and Private Sector Organizations Public Administration Review. Vol. 67, 1, pp. 65-74.


Campbell, D. A. (2009),  Giving up the Single Life: Leadership Motivations for Interorganizational Restructuring in Nonprofit Organizations.Administration in Social Work,  Vol. 33, Issue 4, pp. 368-386.


Chowdhury, Subir (2002). Toward the Future of Organisations, Chapter 1 in Organization 21C: Someday All Organizations Will Lead This Way. Prentice Hall.  (16 p.)


Davidson, Martin N. (2012) The end of diversity: How leaders make differences really matter.Leader to Leader. Vol. 2012 Issue 64, pp. 51-56.


Davidson, Martin N. (2012), The end of Diversity as We Know It.  Diversity Employers. 2012 Annual Edition, pp. 33-35.


Garvin, David A.,  Edmondson, Amy C., and Gino, Francesca (2008).  Is yours a Learning Organization? Harvard Business Review, March 2008 (8p.)


Gareth Morgan (2006), Images of Organization. Sage Publication. Part III. Implications for Practice (including Biographic Notes). pp. 337-421.


Gratton, L. (2011).  Workplace 2025—What will it look like? Organizational Dynamics. Volume 40, 4, pp. 246–254


Hannah, Sean T. (2007). The Authentic High-Impact Leader.  Chapter 6 in Doug Crandall (Ed) Leadership Lessons from West Point. Jossey-Bass, pp. 88-106.


Heavey, Colm; Halliday, Sue Vaux; Gilbert, David; Murphy, Eamonn. (2011) Enhancing Performance. Bringing Trust, Commitment and Motivation together in Organisations, Journal of General Management.  Vol. 36, Issue 3, pp. 1-18.


Hoch, J. (2013) Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity.Journal of Business & Psychology.  Vol. 28 Issue 2, pp.159-174.


Knowles, M. C. (1997).  Improving Organisational Effectiveness Through Organisational Analysis. Australian Psychologist. Volume 32, Issue 3, pp. 197–201


Kogetsidis, H. (2011). Systems approaches for organisational analysis. International Journal of Organizational Analysis,  Vol.19(4), pp. 276-287


Lawler III, E. E.,  Worley, C. W. (2012). Designing organizations for sustainable effectiveness. Organizational Dynamics. Volume 41, Issue 4, pp. 265–270


McAuley, J.,  Duberley, J. and Johnson, P.  (2007) Organization Theory. Challenges and Perspectives. Prentice Hall.  Chapter 5. (p. 198-240)


Merkevičius, Juozas; Uturytė-Vrubliauskienė, Laura (2009).  Model of Personnel Motivation of Virtual Organisation.Economics & Management. 2009, pp. 589-595.


Miles, R.E., Snow, C.C.,   Fjeldstad, Ø.D., Miles, G., Lettl, C. (2010). Designing Organizations to Meet 21st-Century Opportunities and Challenges.  Organizational Dynamics. Volume 39, Issue 2, pp. 93–103


Mizruchi, M.S.,  Marquis, C. (2006). Egocentric, sociocentric, or dyadic?: Identifying the appropriate level of analysis in the study of organizational networks. Social Networks, Volume 28, 3, pp. 187-208


Money, Kevin; Hillenbrand, Carola; da Camara, Nuno (2009). Putting Positive Psychology to Work in Organizations. Journal of General Management.  Vol. 34 Issue 3, pp. 21-36.


Nohria, N., Boris Groysberg, and Linda-Eling Lee (2008). Employee Motivation. A Powerful New Model. Harvard Business Review, July–August 2008 (8p.)


Smircich, L. (1983) Concepts of Culture and Organizational Analysis. Administrative Science Quarterly, Vol. 28, No. 3, pp. 339-358


Wallin, M. W., von Krogh, G. (2010). Organizing for Open Innovation: Focus on the Integration of Knowledge. Organizational Dynamics. Volume 39, Issue 2, pp. 145–154


Nice-to-have books:

Ian Brooks

Organisational Behaviour

ISBN: 978-0-273-71536-8

Prentice Hall, 4 ed./ 2009


Sinding & Walstrom

Organisational Behaviour

ISBN: 9780077154615

McGraw-Hill Education, 2014


Last updated on 12-05-2016