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2022/2023  BA-BHAAI1041U  Organisational Behaviour and Organisational Analysis

English Title
Organisational Behaviour and Organisational Analysis

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 100
Study board
Study Board for BSc in Economics and Business Administration
Course coordinator
  • Kinga Konczey
    Pedro Monteiro - Department of Organization (IOA)
For academic questions related to the course, please contact course instructor Kinga Konczey (kiko.ioa@cbs.dk).
Main academic disciplines
  • Management
  • Organisation
  • Organisational behaviour
Teaching methods
  • Face-to-face teaching
Last updated on 16-11-2022

Relevant links

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.
  • 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.
Course prerequisites
No prerequisites
Organisational Behaviour and Organisational Analysis:
Exam ECTS 7,5
Examination form Written sit-in exam on CBS' computers
Individual or group exam Individual exam
Assignment type Written assignment
Duration 4 hours
Grading scale 7-point grading scale
Examiner(s) One internal examiner
Exam period Summer, 4-hour sit-in exam in week 31 for 6-week courses

Exam schedules available on https:/​/​www.cbs.dk/​uddannelse/​international-summer-university-programme-isup/​courses-and-exams
Aids Closed book: no aids
However, at all written sit-in exams the student has access to the basic IT application package (Microsoft Office (minus Excel), digital pen and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player, Windows Media Player), and the student is allowed to bring simple writing and drawing utensils (non-digital). PLEASE NOTE: Students are not allowed to communicate with others during the exam.
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.
1st retake: 4 hours sit-in exam, new exam question.
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.

2nd retake: The second retake is always an online oral exam (20 minutes online oral exam with no preparation time) with one internal examiner and an internal co-examiner.
Course content, structure and pedagogical approach
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.

Class 1: Organisational theories, Organisational behaviour
Class 2: Managing individual and cultural diversity in organisations
Class 3: Workplace attitudes, Job satisfaction
Class 4: Work motivation

Class 5: Group processes: Conflict management 

Class 6: Organisational processes: Leading with and without authority

Class 7: Decision making; Organised anarchy


Feedback activity: Organisational analysis


Class 8: Organisational Culture, Structure and Design; Knowledge management, Learning organisation

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

Class 10: Organisational analysis presentation (live or online upload, depending on class size)
Class 11: Comprehensive summary, exam preparation




Description of the teaching methods
Academic concepts and theories will be introduced through readings and focused lectures (a combination of pre-recorded and in class). Experiential learning tools will be incorporated in the study program, such as inventories, problem solving exercises, role plays, case studies, film clips, games, and simulations, as well as in-class experiments. Collective learning will emerge through the creative class work.
Feedback during the teaching period
Group based organisational analysis.
Project groups (of 4-5 students) will choose a concrete organisation to analyse. Class 6 will be a workshop class where groups will prepare their organisational analysis, design and prepare a max 8 minutes presentation
Further information on Canvas.
Student workload
Preliminary assignment 20 hours
Classroom attendance 38 hours
Preparation 121 hours
Feedback activity 7 hours
Examination 20 hours
Further Information

Ordinary 6 weeks course 

Weeks 26 to 30


Preliminary Assignment:

The Nordic-9 pre-course is foundational for the summer university and identical for all bachelor courses. Students will receive an invitation with all details by the end of May. The assignment has two parts. 1.) online lectures and tutorials that student can access at their own time and 2.) one synchronous workshop which will be offered both online and in-person at several dates and times before the official start of the summer university courses. Sign-up is first come first serve. All students are expected to complete this assignment before classes begin.





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 in start March.”


Expected literature

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?
• Case studies, inventories and tests will be made available during the course
• Further reading may be recommended or uploaded on the course website.


Additional relevant readings:


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



Last updated on 16-11-2022