COURSE INFORMATION Course Title: ESSENTIALS OF ORGANIZATIONAL BEHAVIOR

Code	Course Type	Regular Semester	Theory	Practice	Lab	Credits	ECTS
BUS 107	B	1	3	0	0	3	5

Academic staff member responsible for the design of the course syllabus (name, surname, academic title/scientific degree, email address and signature)	NA
Main Course Lecturer (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	M.Sc. Saimir Mansaku smansaku@epoka.edu.al , Monday 13.00 to 14.00
Second Course Lecturer(s) (name, surname, academic title/scientific degree, email address and signature) and Office Hours:	NA
Teaching Assistant(s) and Office Hours:	NA
Language:	English
Compulsory/Elective:	Compulsory
Study program: (the study for which this course is offered)	Bachelor in Economics (3 years)
Classroom and Meeting Time:	E-B33, Friday 8:40 to 11:30, Google Classroom code lfgsqfv
Code of Ethics:	Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:	75%
Course Description:	This course defines organizations as work settings. It is focused on the linkage between the individual, the group, and the whole organization. Specifically, the course describes the value of the correlation between work and family, individuals and teams, organizations and society in the quest of future prosperity. It plays a crucial role on determining students’ capabilities that help them choose the right way and course of action with the intention to contribute the most on their individual and organizational performance throughout their career. The teaching methodology and pedagogy are multidisciplinary and relies on different methods and techniques. The classical theoretical part is integrated with the practical one. The later includes case studies, teamwork exercises, self assessment and “meaning catch-out” (including articles, videos, etc). The main objective is to acknowledge the students about the importance of the human behaviors and their commitment in the organizations. Also to increase their knowledge, perspective, abilities and skills in order to be prepared on becoming the leaders of tomorrow’s people in organizations.
Course Objectives:	Give students an appreciation of the unique nature of human beings as employees; Ensure that students know the main independent and dependent variables of organizational behavior; Help students be productive team members and/or team leaders; Share with students the body of theoretical and practical knowledge that is necessary for understanding employees' personalities, perceptions, and motivations; Build teams that enjoy high cohesion, satisfaction, and performance; Understand complex-adaptive organizations through effective mechanisms of communication, conflict management, and inclusive leadership.

BASIC CONCEPTS OF THE COURSE

1	Organizational effectiveness
2	Open systems
3	Organizational learning
4	High-performance work practices
5	Workforce diversity
6	Evidence-based management
7	Leadership

COURSE OUTLINE

Week	Topics
1	Introduction to the Field of Organizational Behaviour. Pg. 2. This chapter introduces four perspectives of organizational effectiveness. The organizational effectiveness section also provides organization for open systems, organizational learning, high-performance work practices, and values and ethics. The five types of individual behavior are also described in this chapter as a natural micro-OB flow from the organizational effectiveness discussion. The topic of workforce diversity distinguishes surface from deep-level diversity. Discussion of the systematic research anchor now includes the concept of evidence-based management.
2	Individual Behavior, Personality, and Values. Pg. 32. This chapter introduces the MARS Model of Individual Behavior and Performance, Personality in Organizations, Self-Concept, Values in the Workplace and Ethical Values and Behavior.
3	Perceiving Ourselves and Others in Organizations. Pg. 66. This chapter introduces The Perceptual Process, Social Identity and Stereotyping, Attribution Theory, Self-Fulfilling Prophecy, Improving Perceptions and Learning in Organizations.
4	Workplace Emotions, Attitudes and Stress. Pg. 96. This chapter introduces Emotions in the Workplace, Managing Emotions at Work, Emotional Intelligence, job Satisfaction, Organizational Commitment and Work-Related Stress and Its Management.
5	Employee Motivation. Pg. 130. This chapter introduces Employee Engagement, Employee Drives and Needs, Expectancy Theory of Motivation, Goal Setting and Feedback and Organizational Justice.
6	Decision Making and Creativity. Pg. 196. This chapter introduces the Rational Choice Paradigm of Decision Making, Identifying Problems and Opportunities, Evaluating and Choosing Alternatives, Implementing Decisions, Evaluating Decision Outcomes and Employee Involvement in Decision Making.
7	Midterm exam
8	Team Dynamics. Pg. 232. This chapter introduces the Advantages and Disadvantages of Teams, A Model of Team Effectiveness, Team Design Elements, Team Processes and Team Decision Making.
9	Communicating in Teams and Organizations. Pg. 268. This chapter introduces The Importance of Communication, A Model of Communication, Communication Channels, Choosing the Best Communication Channel, Improving Interpersonal Communication etc.
10	Power and Influence in the Workplace. Pg. 298. This chapter introduces the Sources of Power in Organizations, Contingencies of Power, Influencing Others, Influence Tactics and Organizational Politics.
11	Conflict and Negotiation in the Workplace. Pg. 326. This chapter introduces the concepts of Constructive Confrontation, Conflict Process Model, Structural Sources of Conflict in Organizations, Interpersonal Conflict-Handling Styles and Structural Approaches to Conflict Management.
12	Leadership in Organizational Settings. Pg. 358. This chapter introduces What Is Leadership, Competency Perspective of Leadership, Behavioral Perspective of Leadership, Contingency Perspective of Leadership, Transformational Perspective of Leadership and Implicit Leadership Perspective.
13	Designing Organizational Structures. Pg. 384. This chapter introduces the Elements of Organizational Structure, Forms of Departmentalization and Contingencies of Organizational Design
14	Organizational Culture. Pg. 414. This chapter introduces the Elements of Organizational Culture, Deciphering Organizational Culture through Artifacts, Is Organizational Culture Important?, Merging Organizational Cultures and Changing and Strengthening Organizational Culture

Prerequisite(s):	N/A
Textbook(s):	M: Organizational Behavior, 5th Edition, McShane, S., Glinow, M. V. McGraw Hill Education, 2022. ISBN 978-0-07-338123-7
Additional Literature:	https://hbr.org/ ; https://www.weforum.org/
Laboratory Work:	N/A
Computer Usage:	Yes
Others:	No

COURSE LEARNING OUTCOMES

1	Knowing the perceptual world of employees in organizations.
2	Demonstrate an understanding of employees' emotions, personality and values.
3	Determining the conditions for motivation and team-work.
4	Dissolving conflicts and enhancing influence through power and communication.
5	Managing diversity through inclusive leadership.
6	Changing attitudes for achieving higher job satisfaction and performance.
7	Knowledge of organizational processes and characteristics.
8	Define organizational problems holistically.
9	Improve on teamwork skills.

COURSE CONTRIBUTION TO... PROGRAM COMPETENCIES (Blank : no contribution, 1: least contribution ... 5: highest contribution)

No	Program Competencies	Cont.
Bachelor in Economics (3 years) Program
1	Students define the fundamental problems of economics	3
2	Students describe key economic theories	2
3	Students critically discuss current developments in economics	2
4	Students appropriately use software for data analysis	1
5	Students critically contextualize the selection of an economic problem for research within scholarly literature and theory on the topic	2
6	Students apply appropriate analytical methods to address economic problems	1
7	Students use effective communication skills in a variety of academic and professional contexts	5
8	Students effectively contribute to group work	5
9	Students conduct independent research under academic supervision	5
10	Students uphold ethical values in data collection, interpretation, and dissemination	5
11	Students critically engage with interdisciplinary innovations in social sciences	5
12	Student explain how their research has a broader social benefit	4

COURSE EVALUATION METHOD

Method	Quantity	Percentage
Homework	1	10
Midterm Exam(s)	1	30
Quiz	10	2
Final Exam	1	35
Attendance		5
	Total Percent:	100%

ECTS (ALLOCATED BASED ON STUDENT WORKLOAD)

Activities	Quantity	Duration(Hours)	Total Workload(Hours)
Course Duration (Including the exam week: 16x Total course hours)	16	3	48
Hours for off-the-classroom study (Pre-study, practice)	16	1	16
Mid-terms	1	15	15
Assignments	3	4	12
Final examination	1	34	34
Other			0
Total Work Load:			125
Total Work Load/25(h):			5
ECTS Credit of the Course:			5

CONCLUDING REMARKS BY THE COURSE LECTURER

No points are awarded for attendance. In order to get additional points, students should actively participate in the discussions in the class.