• 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.

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

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.

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