There are seven specific learning outcomes in this course. You will notice that the reading, presentations, class experience, activities, and assignments will focus on a learning outcome – NOT necessarily one specific chapter. This approach enables you to approach the course from the rationale of enabling competency in this subject matter, to become an active and engaged learner, and to master this area of content knowledge rather than rote memorization and passive existence in the course. The learning outcomes that we will concentrate on include:

Learning Outcome 1:

Theories of Organizational Behavior Compare and contrast theories of organizational behavior. What is organizational behavior and why is it important? This learning outcome breaks down the definition of organizational behavior and introduces you to several theories on management framework, role of managers, skills of managers, and how managers do their jobs. The way managers perform and the extent of the people skills contribute to the definition of organizational behavior. You identify the theories and principles, examine challenges of organizational behavior, and determine when and where the theories and skills are applied.

Learning Outcome 2:

Management Issues Analyze management issues as related to organizational behavior. A manager is a multi-tasker for understanding issues surrounding organizational behavior. Meaning, they need to be aware of not only their employees but also their peers and higher management needs. You are responsible for ensuring your employees are motivated and productive, thus shaping the employees behavior to get the results you need. Management issues such as diversity, attitudes and job satisfaction, personality, and values in organizational behavior are explored, as well as the underlining theories behind issues such as emotions and motivation. In this learning outcome, you examine these issues management faces, identify applicable theories and principles, and determine when and where the theories and skills are applied.

Learning Outcome 3:

Ethical Issues Evaluate ethical issues as related to organizational behavior. Perception drives decision making. Can you identify your own perceptions and how they drive your decision making? Is the result ethical or unethical? In the workplace, how often do managers make decisions that are perceived as questionable? In this learning outcome, you examine perception, how perception can drive your decision making, influences on decision making, and the ethical issues in decision making from an individual and organization perspective.

Learning Outcome 4:

Challenges of Communication Examine challenges of effective organizational communication. Communication is the source of conflict and the source of resolution. In the workplace, communication is the means of sharing ideas and exchanging information. No matter how you communicate, it is the essential skill employers look at. You need to communicate through writing, reading, speaking, and listening. If it is not effective, barriers pop up resulting in possible conflict, misunderstanding, and bad decision making. In this learning outcome, you are presented with the basics of communication, methods and tools used in organizational communication, barriers to communication, implications for managers, and scenarios to identify each.

Learning Outcome 5:

Leadership, Power, & Management Examine the differences and similarities between leadership, power, and management. We all have opportunities to lead, use power, and use politics. You probably do it without even labeling or thinking about it. The real question is, do we do it effectively to influence organizational behavior? In this learning outcome, you examine the components and theories behind leadership, power, and politics. Then, you analyze real situations where leadership, power, and politics are illustrated positively and negatively. Lastly, you take these scenarios and distinguish the differences and similarities between leadership, power, and management.

Learning Outcome 6:

Impact of Structure & Design Assess the impact that a company's structure and design can have on its organizational behavior. No matter what size a company is, having a structure in place sets the framework for what work gets done, who does it, where it gets done, and the tools needed to get it done. The organizational structure though, does depend on the size and type of the company in order to meet the needs of its customers, employees, and vision or strategy in doing so. In this learning outcome, you analyze the foundations and designs of organizational structures and assess the impact it may have on organizational behaviors.

Learning Outcome 7:

Impact of Culture Assess the impact of culture on organizational behavior. We spend the bulk of our day in the organizational environment known as culture. That culture has an influence on the attitudes and behaviors of its people. Culture is an integral part of everyone's responsibility; a strong organizational culture provides stability for an organization. So, what makes up an organizational culture? In this learning outcome, you define culture, compare different organizational cultures, examine characteristics of cultures, explore global implications, and examine creating and sustaining a positive culture, and assessing the impact of culture on organizational behavior.