...finch3@yahoo.com Office Hours: Saturdays 8:30-9:00 AM, I. INTRODUCTION A. Practical application of the principles and concepts of the behavioral sciences to interpersonal relationships in the business and industrial environment. B. HRPO 1311 is a required course in the Business Management and Marketing and Sales Management degree and certificate programs. C. The course is occupationally related and serves as preparation for a career in general business management. D. Prerequisites: None E. Alphanumeric coding used throughout this syllabus denotes integration of the Secretary’s Commission on Achieving Necessary Skills (SCANS) occupational competencies (CA, C1, 2, B, etc.) and foundation skills (B, C1, 2, FA, etc.) for this course. The instructor will ensure the designated SCANS competencies and skills are addressed in the course. A detailed description of each competency/skill is contained in “A SCANS Report for America 2000,” Executive Summary, furnished separately. II. LEARNING OUTCOMES A. Upon successful completion of this course, Human Relations, the student will be able to: 1. Evaluate human relations including diversity, attitudes, self-esteem, and interpersonal skills to promote career success. 2. Identify and evaluate the causes and effects of stress in the workplace. 3. Develop individual and group communication, listening, and decision-making skills. Analyze how theories of motivation and human behavior impact strategies of changed management. 4. Provide a strong rationale...
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...Property of Kendall Hunt Publishing Irwin, Hopkins, Payne's Comptetent Communication at Work 2010 copyright | 978-0-7575-5217-5 Chapter 6 Interpersonal Communication Skills at Work After reading this chapter, you will be able to: ■ Understand the role of interpersonal communication in the ■ ■ ■ ■ ■ ■ workplace Describe the types and functions of relationships Identify different approaches to conflict Determine how certain conflict styles work in different situations Analyze and apply negotiation strategies that meet different objectives Provide and evaluate constructive feedback Identify and apply Gibb’s framework for building positive climates Chapter Outline I troduction n Defining Interpersonal Communication T ypes of Workplace Relationships Dealing with Conflict Giving Constructive Feedback Dev eloping Supportive Communication Climates Conclusion A ctivities Ref rences e 120 Irwin_Competent Communication01E_Ch06_Printer_Pdf.indd 120 8/25/10 2:04:21 AM KEY TERMS I terpersonal n communication I terdependence n Uniqueness M ixed-status relationship L eader-member exchange theory (LMX) I -group n Out-group Same-status relationship I formational peer n C ollegial peer Specialpeer C ict onfl A voiding A ccommodating C ompete C ompromise C ollaborate Negotiation C onstructive feedback Or ganizational climate Descriptiv message e P roblem-focused message Spontaneous communication Empatheticmessage M essage of equality P rovisional message Introduction Cora Sims has worked...
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...challenges and needs of the real world effectively. Along with it, students would also be encouraged to build a relationship with oneself, requisite for self discovery. To this end, the course emphasizes on building the conceptual foundations and acquiring psychological skills through classroom teaching/learning consisting of reflective as well as creative engagement in exercises, projects and hands on experiences. The teaching-learning of the programme would be organized through lectures, group discussions, experiential exercises, group projects, presentations, workshops and seminars. Students would be encouraged to connect to real life issues and participate in the programs and practices in the different social context. To this end practicum is incorporated as an important component in most of the papers with hands on training in the use of various research methods such as: laboratory experiments, field experiments, observation, testing, survey, interview, case study. The programme has three components i.e. Discipline 1(DC1), Discipline 2 (DC2) and Application courses (AC). While in DC 1 practicum is a key component, AC follows a modular pattern where hands on training will be provided for developing psychological skills and their applications. Every semester, teaching will be spread over 16 weeks, including 2 weeks for review. Teaching of DC 1 and...
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...about the conflicts between the elders and the youth of the Church of Nazarene, Bhandup. This research surveys the Existing Conflict Management Models in the Church and its relevancy for the Conflicts of the Church of Nazarene, Bhandup This Integrative Paper examines the causes and the impact of the Conflicts on the spiritual, economical and relational side members involved in the conflicts. Finally, this Integrative Paper attempts to develop a new and relevant Conflict Management Model considering the causes and the impact of the Conflicts for the awesome ministry of the Church of Nazarene, Bhandup. Statement of the Problem Conflicts are the cause of difference in the personalities of the people. The thinking of people differs from each other. The church always faces the problem of Conflict Management because of the difference of opinions between the church elders and the youth. The Church of Nazarene Bhandup (West), Mumbai is also facing the problem today of conflict management for the youth and the elders of the church. There are certain reasons for the conflicts which are prevailing in the church from long time. These conflicts have resulted in the youth being irregular to the church. There are long term conflicts among the church elders and the youth of the church. The conflicts among the youth and the elders of the church have resulted in the decline of the interest of the youth in the church activities. There are attempts been made to resolve these conflicts but the attempts...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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... ~OF CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, USAF AFIT/GSM/LSY/88S-28 TC nc21A9 88 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio - .m.l i -. . . . 88 12 21 026 AFIT/GSMILSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, UJSAF AFIT/GSMILSY/88S-28 Approved for public release; distribution unlimited . -! -- U II - U PU E I ~ E 1 I 1 - m . . The contents of the document are technically accurate, and no sensitive items, detrimental ideas, or deleterious information is contained therein. Furthermore, the views expressed in the document are those of the author and do not necessarily reflect the views of the School of Systems and Logistics, the Air University, the United States Air Force, or the Department of Defense. Aceession For NTIS GRA&I LTIC TAB Unannounced JustificationBy l ,i Distribution/_ AvailtbilitY Codes A-7 U ,' o Dist 1pecial L .... AFIT/GSM/LSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Presented to the Faculty of the School of Systems and Logistics of the Air Force Institute of Technology Air University In Partial Fulfillment of the Requirements for the Degree of Master of Science in Systems Management Stephen...
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...Chapter 1: Defining the Supervisor's Job Chapter 2: Understanding Supervisory Challenges in the New Millennium Chapter 3: Establishing Goals Chapter 4: Organizing an Effective Department Chapter 5: Acquiring the Right People Chapter 6: Designing and Implementing Controls Chapter 7: Solving Problems and Making Decisions Chapter 8: Motivating Your Employees Chapter 9: Providing Effective Leadership Chapter 10: Communicating Effectively Chapter 11: Supervising Groups and Work Teams Chapter 12: Appraising Employee Performance Chapter 13: Ensuring a Safe and Healthy Work Environment Chapter 14: Handling Conflict, Politics, Employee Discipline, and Negotiations Chapter 15: Dealing with Change and Innovation Chapter 16: The Supervisor's Role in Labor Relations Chapter 1 Outcomes After reading this chapter, you will be able to: 1. Explain the difference between supervisors, middle managers, and top management. 2. Define supervisor. 3. Identify the four functions in the management process. 4. Explain why the supervisor’s role is considered ambiguous. 5. Describe the four essential supervisory competencies. 6. Identify the elements that are necessary to be successful as a supervisor. Chapter 2 Outcomes After reading this chapter, you will be able to: 1. Explain how globalization affects supervisors. 2. Describe how technology is changing the...
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...Programme: PGDM Area: Course Name: Course code: Course Instructor: Objectives: Batch – 2012-14 Human Resource Management and Organisational Behaviour Individual and Group Behaviour in Orgnisations PGDC 102 Prof. B K Mohanty, Asst. Prof. Amaresh C Nayak This course is designed to help the students to understand why employees behave the way they do and also there by predict how they are going to behave in the future. It is the study of how people think, feel and act in the organisational setting. Prediction and understanding of the behavior of employees as an Individual and in Groups. K. Aswathappa, Organisational Behaviour Stephen P. Robbins, Organizational Behavior. Trimester Credits : 1st :3 Learning Outcome: Text Book: Text Books are only indicative and not subjective and also not a limiting exercise. Being the Post Graduate Students you are required to refer to the online and offline journals. Besides you should also refer to other publications (Journals and Magazines) and books on the subject. Evaluation: Case Studies Current Issues Quiz / Surprise Test Mid Term Class Attendance End Term : : : : : : 15 Points 10 Points 10 Points 10 Points. 05 Points. 50 Points. Case Studies: This would involve the Groups of students taking up a case assigned to them for analysis and Presentation in the class. Besides, students need to produce the Individual analysis in writing of two cases for their evaluation as instructed by the course instructor. Current Issues: This...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence...
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...smita@ibsindia.org Course Objective: Semester: I The management of complex organizations requires an understanding of the nature of human behavior in corporate and other organizations, styles of motivations, personality and perceptions, company leadership, power and authority, strategies of organizational design and change, teamwork, conflict and collaboration, and culture. Organizational Behavior explores individual and group behavior within work organizations and helps students understand, describe, and explain human behavior at work Learning Outcomes: After completing the course the student will be able to: Apply and analyze different concepts related to organizational behavior Define the purpose and nature of the field of organizational behavior Understand how to Manage individuals for high performance by developing your understanding of individual and interpersonal behavior Understand how to manage groups for high performance through an exposure to theories, concepts, and principles of OB Recommended Text Book: Organizational Behavior, Stephen P Robbins,Timothy Judge and Neharika Vohra 15e, Pearson. Suggested books: 1. Fred Luthans, “Organizational Behavior, 8e, TMH, India. 2. John W Newstrom, “Organizational Behavior – Human behavior at work”, 12e, TMH, India. Course outline Sl No. 1 Session No. 1-2 Topic / Area Covered Management Thought and OB: Definition of Management, Approaches to Management: Classical, Behavioral, Quantitative.Management Principles...
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...Instructor Office Hours/Location | Tuesday and Thursday evenings from 6- 8 pmAdditional times available by appointment | Academic Office Phone Number | (901) 251-7111 | Strayer Technical Support | (877) 642-2999 | COURSE DESCRIPTION Presents the fundamental concepts of organizational behavior. Emphasizes the human problems and behaviors in organizations and methods of dealing with these problems. Focuses on motivation, informal groups, power and politics, communication, ethics, conflict resolution, employment laws, technology and people, and managing change. INSTRUCTIONAL MATERIALS Required Resources Nelson, D., & Quick, J. C. (2009). Organizational behavior: 2010 custom edition. Mason, OH: Cengage Learning. Supplemental Resources Austin, J. (2009). Mapping out a game plan for change. HRMagazine, 54(5), 39-42. Effective organizational communication: A competitive advantage. HRMagazine, 53(12), 1-9. Buckingham, M. (2009). How women handle success. BusinessWeek, 4153, 70-71. COURSE LEARNING OUTCOMES 1. Evaluate human behavior in organizations and the forces shaping the behavior. 2. Analyze individual differences within organizations and their impact on organizational behavior. 3. Analyze motivational theories and their impact on work behavior and performance. 4. Analyze the issues related to workplace stress, including responses, consequences, and preventative management of stress. 5. Analyze the communication process within organizations...
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...interpersonal interactions in the context of teams. There are two kinds of capital that are required to be effective leaders: human capital and social capital. Of these, social capital is considered to be more important than human capital. This part of the course emphasizes social capital skills. In particular, having the ability to work with effectively with others is essential for an aspiring manager. This part of the course will focus on both theory and practice in interpersonal relationships. We will cover topics that help to build interpersonal skills. Practice will comprise of team activities. You have already been formed into teams. Teams naturally have their challenges to manage. We put you into teams in part to help you develop/improve your interpersonal skills. This part of the MBA core is designed to help you develop an effective team. The second 4 weeks emphasizes leadership. As aspiring managers, you will need to develop leadership skills and you need to continue the development of your leadership skills during the MBA program. This part of the course focuses on the central topic of leadership, but then addresses issues such as motivation, power, impression management, and managing resistance to change. In particular, leaders are expected to be able to effectively implement change efforts. It is the hallmark of an effective manager. This part of the course will expose you to difficulties in implementing change. Furthermore, implementation is a considered...
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...Course Outline RSM222H1S Management Accounting I Winter 2016 Class time, location, and instructor Tutorial time and location Instructor contact information L0301 L0401 L0501 L0601 L5101 L0101 L0901 L0201 L1001 L0701 L0801 L1101 T0101 T0201 T0301 T0401 T0501 T0601 T1201 T0701 T0801 T0901 T1001 T1101 Tuesday Tuesday Tuesday Tuesday Tuesday Wednesday Wednesday Wednesday Thursday Thursday Thursday Thursday Thursday Thursday Thursday Thursday Thursday Thursday Thursday Friday Friday Friday Friday Friday 10-12pm 12-2pm 2-4pm 4-6pm 6-8pm 2-4pm 4-6pm 6-8pm 8-10am 10-12pm 12-2pm 4-6pm 10-11am 11-12pm 12-1pm 1-2pm 2-3pm 3-4pm 4-5pm 9-10am 10-11am 11-12pm 12-1pm 1-2pm WO 25 WO 25 WO 25 WO 25 SS 2127 WO 20 WO 20 WO 20 WO 35 SS 1070 SS 2108 GB 244 SS 2110 SS 2110 WW 126 WW 126 WO 30 SS 562 UC 52 WO 30 WO 30 WO 30 WO 35 WO 35 Gus De Franco Gus De Franco Eszter Palancz Eszter Palancz Amy Kwan Eszter Palancz Amy Kwan Eszter Palancz Donna Losell Ross Lu Amy Kwan Amy Kwan Gus De Franco (course coordinator), Gus.Defranco@rotman.utoronto.ca Donna Losell, Losell@rotman.utoronto.ca Amy Kwan, amyk.kwan@utoronto.ca Eszter Palancz, Eszter.Palancz@Rotman.Utoronto.Ca Ross Lu, Ross.Lu12@Rotman.Utoronto.Ca 1 Office hours Gus De Franco Donna Losell Eszter Palancz Amy Kwan Ross Lu By appointment, RT537 By appointment, RT529 Wednesday 4:30pm-5:30pm,...
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...Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research...
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...Chapter 1 Read chapter 1 (“What is Organizational Behavior”) in your e-text, answer these questions, and watch the chapter 1 quiz video for course mentor clarification. 1) Johanna Reid, a campaign manager at a child rights organization, recently started working on an illiteracy project. During the project, she needs to motivate team members to attain their project milestones and direct them through different phases of the project. Which of the following kinds of functions will these tasks be covered under? a) planning b) organizing c) scrutinizing d) evaluating e) leading Answer: 2) Regina George works as a campaign manager in a not-for-profit organization in Hampshire. For the upcoming campaign against genetic engineering, she is networking with managers who are working on the issue of food safety. Through her network of contacts, she strives to gain information about the stakeholders in the food industry and other lobby groups. Which of the following roles is George most likely to be playing according to Mintzberg's classification of managerial roles? a) figurehead b) leader c) liaison d) entrepreneur e) resource allocator Answer: 3) The ability to understand, communicate with, motivate, and support other people, both individually and in groups, may be defined as ________. a) human skills b) technical skills c) conceptual skills d) cognitive skills e) analytical skills Answer: 4) According to Fred Luthans and his associates...
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