• 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;
• Demonstrate mastery of the different organisational models by using them in gathering data and analysing organisations comprehensively and making recommendations in existing organisations;
• 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, size, internal structure, tasks, and goals. This course will expose students to important theories and conceptual models for analysing and understanding organisations with the aim of designing effective structures and cultures that allow them to create value, survive, develop and thrive. The course will articulate that employees do not always act in a rational and consistent manner. Our ability - whether as a new employee, a middle manager, or a top level executive - to understand, explain, and predict human behaviour in organisations is a valuable skill. We will study a wide range of organisational situations and examples, and connect them to organisational theories and effective management methods. 

We will bridge theory and practice through organisational analysis by exploring a series of 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.

Preliminary assignment: Organisational metaphors 

Class 1: Organisational theories

Class 2: Managing  individual and cultural diversity in organisations

Class 3: Workplace attitudes, Job satisfaction

Class 4: Motivation

Class 5: Group processes: conflict, decision making

Class 6: Organisational analysis -  feedback activity: 

Class 7: Organisational processes: leadership and power 

Class 8: Organisational Culture, Structure and Design

Class 9: The organisation and its environment: Resource: 
resource dependency, Organisational ecologies

Class 10: Organisational change, Knowledge management/ Talent 
management, Learning organisation

Class 11: Comprehensive summary, exam preparation

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.

Course timetable is available on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams

We reserve the right to cancel the course if we do not get enough applications. This will be communicated on https://www.cbs.dk/uddannelse/international-summer-university-programme-isup/courses-and-exams end February 2019 at the latest.

Mandatory readings:

Robbins, Stephen P. Essentials of Organizational Behavior (Global edition) 14th ed.  Prentice Hall

Further readings:  
• 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

Additional relevant readings:

Brooks, Ian: Organisational Behaviour. Prentice Hall, 5th ed, 2018 (340 p.)
Sinding & Walstrom. Organisational Behaviour.  ISBN: 9780077154615   McGraw-Hill Education, 2014