課程資訊
課程名稱
 組織行為
Organizational Behavior 
開課學期
 111-2 
授課對象
 管理學院  管理學院企業管理碩士專班(GMBA)  
授課教師
 堯里昂 
課號
 GMBA7005 
課程識別碼
 749EM0150 
班次
  
學分
 3.0 
全/半年
 半年 
必/選修
 必修 
上課時間
 星期五7,8,9(14:20~17:20) 
上課地點
 玉山廳 
備註
 本課程以英語授課。
限GMBA班學位生
總人數上限：40人 
  
課程簡介影片
 
核心能力關聯
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課程大綱
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課程概述

This course focuses on the various aspects of human behaviour in the organization. As such, it looks
it is designed to highlight the fundamental concepts that define behaviour, methods for effective
collaborations and decision making, as well as the structure of the organization and its change
management approaches. This course is therefore designed to arm students with to reflect on and
apply relevant knowledge that make will make them into better managers and leaders. 

課程目標
 After completing this course, students will be able:
- Describe current understandings of organizational behaviour.
- Be able to identify the building blocks that define the workplace settings.
- Apply frameworks, tools, and concepts that can improve an organisations effectiveness for all internal stakeholders.
- Better manage employees.
- Manage organizational change from a managerial perspective. 
課程要求
 1. Attendance, Preparation and Participation
This score is determined through in-class assessments of students’ participation in case discussions and class activities. Students will be asked to share their understanding of designated readings and cases with their teams, the professor, and the class.

2. Case Reflection Assignments
For these analyses, please refer to the case studies of the assigned session and link what you have learned to your personal experience. This assignment should apply the theoretical concepts discussed in the preceding weeks and includes an element of experiential learning. These assignments are to:
i) Assess your understanding of the course materials.
ii) to demonstrate your ability to apply what you have learned to either an a) assigned
cases or b) your own, real-life experience.
iii) to demonstrate your unique capabilities as a leader.

3. Midterm — Organisational Issue and Leadership (Experiential Learning)
For the midterm assignment, I would like you to take the position of manager or team leader in an organization. As a leader, you should take the initiative to:
i) initiate a discussion with a group of your peers (classmates, co-workers, etc.) on issues affecting employees in your immediate (where you work) or intermediate (the broader industry of similar companies) workplace.
ii) You should analyse these issues using the concepts and frameworks from class.
iii) And Consider what managerial solutions you could apply to address them.
iv) This assignment should be about 5-7 pages in length (Times New Roman, 12pnts,
1.5 spacing. Excluding Title Page, Addendums, and References.)
v) Introduce this assignment to the class during the midterm week.

4. Final – Organisational Change and Performance (Case/Experiential)
For this assignment, I would like you to form teams to assess an organization that a) has experienced organizational change or b) which experiences factors leading to organizational performance (*please note that these two are not necessarily mutually exclusive). The assignment should:
i) Include a general discussion outlining and explaining the issue under consideration.
ii) Apply relevant theoretical models from the class, particularly those taught since the midterm, to explicate the issue.
iii) Using a theoretical approach, also address probable solutions that can improve organizational performance (during the act of organizational change).
iv) If the problem has already been addressed, explain how this was done and whether you think this was appropriate or not (Use the theoretical approaches discussed in class to perform this analysis).
v) This final assignment should be about 10~15 pages in length (Times New Roman, 12pnts, 1.5 spacing. Excluding Title Page, Addendums, and References.). A minute of the meeting should accompany this assignment and should specify the role of each team member. Teams should present this assignment during the final week.

* All assignments have an individual and group component. 
預期每週課後學習時數
  
Office Hours
  
指定閱讀
  
參考書目
  
評量方式
(僅供參考)
    
課程進度
週次
日期
單元主題
Week 1
 2/24  Introduction to Organisational Behaviour

Recommended Readings:
- Robbins & Judge Ch1
- How Great Companies Think Differently | Harvard Business Publishing Education
The first session provides an overview of the course and the key concepts. An opening case is used to provide students with a big picture of concepts that could be expected in subsequent sessions.
• Introduction to the course
• Disciplines that Contribute to the OB Field (Psychology, Social Psychology, Sociology, Anthropology)
• Challenges and Opportunities
o Continuing Globalisation
o Workforce Diversity
o Social Media
o Employee Wellbeing at Work
• Developing an OB Model
• Distinguishing Characteristics of Great of Companies 
Week 2
 3/3  Attitudes & Emotions in the Workplace

Recommended Readings:
- Robbins & Judge Ch2&3
- Consuming Negative News Can Make You Less Effective at Work | Harvard Business Publishing Education
- Make Yourself Immune to Secondhand Stress | Harvard Business Publishing Education
The second session explores the important role that emotions and attitudes play in workplace interactions, conflict management, and decision-making.
• Job Attitudes and Behaviour
o Organisational Commitment
o Perceived Organisational Support
o Employee Engagement
• Emotions & Moods in the Workplace
o The functions of Emotions
o Sources of Emotions
o Managing Dissonance
o Emotional intelligence & Regulation
o Affective Events Theory
• Measuring Impact on Job Satisfaction
o Causes & Job Conditions
o Impact on Job Performance
 
Week 3
 3/10  Personality Factors & Perceptual Processes
Recommended Readings:
- Robbins & Judge Ch4&5
- Organizational Behavior Reading: Decision Making | Harvard Business Publishing Education
This session takes a closer look at the role of diverse personalities, value formation, and the impact thereof on workplace Decision-Making.
• Personality Frameworks
o Myers-Briggs Type Indicator
o Big Five Personality Model
• Personality and Situations
o Situation Strength Theory
o Train Activation Theory
• Values and Cultural Values
o Terminal, Instrumental and Generational Values
o Hofstede’s Framework
o The GLOBE Framework
• Perception & Decision-Making
o Attribution Theory
o Making Judgements
o Rational Decision-Making Models and Biases
o Individual Differences and Organisational Traits
Case: Diversity and Inclusion in our Workplace | About Verizon (1)
 
Week 4
 3/17  DEI, Basic and Applied Motivation
Recommended Readings:
- Robbins & Judge Ch7&8
- Microsoft Study: Meetings Shorter, Hours Longer During Pandemic (businessinsider.com)
- WorkLab: Vital facts about the future of work. (microsoft.com)
- How Microsoft is enabling its employees to work remotely with Microsoft Teams - Inside Track Blog
Motivations are both internally and externally sourced and affect the degree to which employees contribute to the effectiveness of the organisation and in an online world is also increasingly likely to affect the public image of the organisation. This session looks closer at:
• Classical Theories of Motivation
o Hierarchy of Needs
o Two Factor Theory
o McClelland’s Theory of Needs
• Contemporary Theories
o Self-Determination Theory
o Goal-Setting Theory
o Self-Efficacy Theory
o Reinforcement Theory
o Expectancy Theory
• Motivating by Job Design
o Understanding the Role of Theories to Application
o The JCM (Job Characteristics Model)
o Using Job Redesign to Motivate
o Using Employee Involvement and Participation (EIP)
o Extrinsic Rewards
o Company Culture and Value Alignment
Case: Microsoft Work-from-Home: Motivating Employees in a Remote Working Situation 
Week 5
 3/24  Company Introduction: Heroic Faith Medical Co.,Ltd >> DEI, Basic and Applied Motivation
Recommended Readings:
- Robbins & Judge Ch7&8
- Microsoft Study: Meetings Shorter, Hours Longer During Pandemic (businessinsider.com)
- WorkLab: Vital facts about the future of work. (microsoft.com)
- How Microsoft is enabling its employees to work remotely with Microsoft Teams - Inside Track Blog
Motivations are both internally and externally sourced and affect the degree to which employees contribute to the effectiveness of the organisation and in an online world is also increasingly likely to affect the public image of the organisation. This session looks closer at:
• Classical Theories of Motivation
o Hierarchy of Needs
o Two Factor Theory
o McClelland’s Theory of Needs
• Contemporary Theories
o Self-Determination Theory
o Goal-Setting Theory
o Self-Efficacy Theory
o Reinforcement Theory
o Expectancy Theory
• Motivating by Job Design
o Understanding the Role of Theories to Application
o The JCM (Job Characteristics Model)
o Using Job Redesign to Motivate
o Using Employee Involvement and Participation (EIP)
o Extrinsic Rewards
o Company Culture and Value Alignment
Case: Microsoft Work-from-Home: Motivating Employees in a Remote Working Situation

 
Week 6
 3/31  Company Vist to Perfect Corp  
Week 7
 4/7  Group Behaviour & Effective Teams and Leading Global Teams
Recommended Readings:
- Robbins & Judge Ch10 & 11
- Organizational Behavior Reading: Leading Global Teams | Harvard Business Publishing Education
The next session explores group behaviour, and the role of temporary and permanent teams. Particularly, this session looks at:
• Groups and Group Identity
o Social Identity
o Group Roles: Perception, Expectations and Conflict Roles
o Group Norms: Emotions, Conformity, and Behaviour
o Cohesiveness, Diversity, and Size
o Issues in Group Management: Groupthink and Polarisation
• From Groups to Teams
o Team Types: Problem-Solving, Self-Managed, Cross-Functional
o Creating Effective Teams
o Turning Individuals into Team-Players
Case HBR: MoLex: Leading a Technology Start-Up in a Fast-Changing Environment | Harvard Business Publishing Education (1)
Assignment Due: Case Reflection 1  
Week 8
 4/14  Midterm
Assignment Due: Mid-term Project
 
Week 9
 4/21  Characteristics of Leadership
Recommended Readings:
- Robbins & Judge Ch12
- What Makes a Leader? (Harvard Business Review Classics) | Harvard Business Publishing Education
This session looks at the role of leaders, characteristics, and their different roles in an organisation:
• What is Leadership?
o Personality Traits and Leadership
o Emotional Intelligence and Leadership
• Classical and Contemporary Theories
o Fiedler Model
o Situational Leadership
o Leader Participation Model
o Leader-Member Exchange Theory
o Transactional and Transformational Leadership
• Models of Responsible Leadership
o Authentic Leadership
o Ethical Leadership
o Servant Leadership
• Challenges to Understanding Leadership
o Leadership as an Attribution
o Substituted for and Neutralisers of Leadership
o Online Leadership


 
Week 10
 4/28  Organization Structure & Design
Recommended Reading: Robbins & Judge Ch15
With what we understand about individuals and groups in an organisation, this session looks at the organising structure and design that defines an organisation:
• The organisational Structure
o Work Specialisations
o Departmentalisation
o Chain of Command and Control
• Common Organisational Frameworks
o Simple Structure vs Bureaucracy
o The Matrix Structure
o Virtual Structure
o Alternative Structures: Team & Circular
• Determinants of an Organisational Structure
o Strategies
o Technology
o Environment & External Institutions
Case HBR: Satya Nadella at Microsoft: Instilling a Growth Mindset | Harvard Business Publishing Education (1)
 
Week 11
 5/5  Creating and Maintaining Organizational Culture
Recommended Reading: Robbins & Judge Ch16
A successful organisation is more than just a structure. This session looks at the importance of establishing and managing an organisational culture:
• What is Organisational Culture?
o Definition of Organisational Culture
o Strong vs Weak Culture
• Culture: Functions and Issues
o Creating a Climate
o Sustainability and Innovation
o Culture as an Asset and a Liability
• Creating and Sustaining Cultures
o Creating and Sustaining Strategies
o Cultural Learning: Stories, Rituals, Symbols, Language
• Downsizing: Making a Leaner Organisation
Case HBR: Satya Nadella at Microsoft: Instilling a Growth Mindset | Harvard Business Publishing Education (2)
 
Week 12
 5/12  Organizational Change & Stress
Recommended Readings:
- Robbins & Judge Ch17
- Organizational Behavior Reading: Leading Organizational Change | Harvard Business Publishing Education
Organisations are frequently in a state of change. While this may at times be in response to external stimuli, it may also be a deliberate effort by management to affect positive change:
• Change
o Forces of Change and Resistance
• Approaches to Managing Organisational Change
o Lewin’s Three-Step Model
o Kotter’s Eight-Step Plan
o Action Research
• Creating Culture for Change
o Stimulating a culture of Innovation
o Creating a Learning Organisation
o Organisational Change and Stress
o Strategies for Managing Stress
• Case HBR: Satya Nadella at Microsoft: Instilling a Growth Mindset | Harvard Business Publishing Education (3)
Assignment Due: Case Reflection 2
 
Week 13
 5/19  Power, Politics & Ethics in the Workplace
Recommended Reading: Robbins & Judge Ch13; Why It's So Hard to Be Fair | Harvard Business Publishing Education
With an understanding of different leadership characteristics and models, it is also important to understand that the workplace is characterised by the exercise of influence and power:
• Understanding Power and Leadership
o Bases of Power: Formal and personal
• Dependence: The Key to Power
o Understanding Legitimacy
o General Dependence Postulate
o Social Network Analysis
• Power Tactics
o Using Power Tactics
o Cultural Preference for Power Tactics
• How Power Affects People
o Power Variables
o Sexual Harassment and Gender and Racial Discrimination in the Workplace
• Causes and Consequences of Political Behaviour in the Workplace
o Reality of Politics in the Workplace
o Factors Contributing to Political Behaviour
o Ethical Management of Power in the Workplace
• Ethical Guidance for Organisational Decision Making
Case HBR: Performance Management at Vitality Health Enterprises, Inc. | Harvard Business Publishing Education (1)
 
Week 14
 5/26  Performance Appraisal
Recommended Reading: The Feedback Fallacy | Harvard Business Publishing Education
This session focuses on Giving and Receiving Feedback in the workplace. Performance appraisal is a tool for professional development, motivation, and conflict management.
• Appraisal Systems
• Procedural justice principles
• Psychological barriers to giving and receiving feedback
Case HBR: Performance Management at Vitality Health Enterprises, Inc. | Harvard Business Publishing Education (2)
 
Week 15
 6/2  Skills for Effective Workplace and Conflict Negotiation
Recommended Readings:
- Robbins & Judge Ch9 & 14
- Organization Behavior Reading: Negotiation | Harvard Business Publishing Education
Organisations experience frequent sources of conflict, both internal and external. Internally, employees may experience misunderstandings or incompatibility. Both Internally and Externally, change may cause growing levels of stress. This session looks at conflict resolution in the workplace, and the process of dispute management:
• Definition of a Conflict
• Process of a Conflict
• Negotiations Process
o Individual Differences
o Negotiating in a Social Context
o Third-party Negotiations
• Persuasive Functions of Communication
• Models on cognitive biases and heuristics (e.g., availability bias, confirmation bias, anchoring)
Case HBR: Just Trying to Help (HBR Case Study) | Harvard Business Publishing Education (1)
 
Week 16
 6/9  Final Presentations
Assignment Due: Final