COURSE INFORMATION Course Title: ESSENTIALS OF ORGANIZATIONAL BEHAVIOR

Code	Course Type	Regular Semester	Theory	Practice	Lab	Credits	ECTS
BUS 107	C	3	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. Mikaela Süslü msuslu@epoka.edu.al , E302, Wednesday, Friday, 10:30-12:00 and 12:30-14:30
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:	Elective
Study program: (the study for which this course is offered)	Bachelor in Business Informatics (3 years)
Classroom and Meeting Time:	D-202, Thursdays, 08:40-09:30, 09:40-10:30, 10:40-11:30
Code of Ethics:	Code of Ethics of EPOKA University Regulation of EPOKA University "On Student Discipline"
Attendance Requirement:	75% (Absences are not justifiable. No medical reports will be accepted. Students who are not punctual, cause disturbance in the class by chatting with their friends, or engage in activities not related to the lecture, will be considered as absent even if physically present.)
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:	Define organizational behavior, identify the major behavioral science disciplines that contribute to it, and recognize its value to organizational performance. Examine how individual characteristics can influence interactions and performance in the workplace. Explore the complex nature of attitudes and how job satisfaction impacts organizational success. Explain the role of perception in the decision-making process. Learn about motivational theories and what managers can do to increase employee motivation. Define groups and teams and discuss leadership. Learn how the right amount of conflict can be beneficial to organizational performance and learn about the negotiation process. Show how an organization's structure, design, and culture affect employees' attitudes and behavior. Describe individual and organizational approaches to managing stress at work. Give practical implications for managers.

BASIC CONCEPTS OF THE COURSE

1	Organizational behavior
2	Job attitudes
3	Perception
4	Group behavior
5	Leadership
6	Negotiation
7	Human Resources
8	Organizational culture
9	Organizational change
10	Stress management

COURSE OUTLINE

Week	Topics
1	Introduction & Orientation to the course
2	Chpt. 1 What is Organizational Behavior (pg. 36) Complementing intuition with systematic study. Disciplines that contribute to OB. Why are there a few absolutes in OB. Challenges and opportunities. Developing an OB Model.
3	Chpt. 3 Job Attitudes (pg. 112) Attitudes and behavior. Job attitudes. Job satisfaction. What causes job satisfaction. Outcomes of job satisfaction. The impact of job dissatisfaction.
4	Chpt. 6 Perception and Individual Decision Making (pg. 200) What is perception? Person perception: Making judgements about others. The link between perception and individual decision making. Decision making in organization. Influences on decision making: individual differences and organizational constraints. Ethics in decision making. Creativity, creative decision making, and innovation in organization.
5	QUIZ #1 + Chpt. 8 Motivation: From Concepts to Applications (pg. 268) Motivating by job design: The job characteristics model. Job redesign. Alternative work arrangements. Employee involvement. Using extrinsic rewards to motivate employees. Using benefits to motivate employees. Using intrinsic rewards to motivate employees.
6	Chpt. 9 Foundations of Group Behavior (pg. 300) Defining and classifying groups. Stages of group development. Group properties: roles, norms, status and group, size and dynamics, cohesion. Group decision making.
7	Chpt. 10 Understanding Work Teams (pg. 330) Differences between groups and teams. Types of teams. Creating effective teams. Turning groups of employees into teams. Teams aren't always the answer.
8	Midterm (20-24 November, 2023)
9	Chpt. 12 Leadership (pg. 396) Trait theories. Behavioral theories. Contingency theories. Positive leadership styles and relationships. The (un)ethical aspects of leadership. Leadership and trust. Challenges and opportunities to our understanding of leadership.
10	Chpt. 14 Conflict and Negotiations (pg. 476) A definition of conflict. The conflict process. Negotiation. The negotiation process. Individual differences in negotiation effectiveness. Negotiating in a social context. Third-parties in negotiation.
11	Chpt. 16 Organizational Culture and Change (pg. 546) What is organizational culture. How employees learn culture? Creating and sustaining culture. What do cultures do? Influencing organizational cultures. Change. Approaches to managing organizational change.
12	QUIZ #2 + Chpt. 17 Human Resource Systems and Practices (pg. 588) Recruitment. Selection. Substantive and contingent selection. Training and development. Performance management. Accessible workplaces. Human Resources (HR) Leadership.
13	Chpt. 18 Stress and Health in Organizations (pg. 626) The nature of stress in organizations. Physical health at work. Mental health at work. Mechanisms of health and stress. Work-life balance. Managing stress and health.
14	Presentations (15-19 January, 2024)

Prerequisite(s):	NA
Textbook(s):	Organizational Behavior, 19th Edition, by Stephen P. Robbins and Timothy A. Judge, published by Pearson Education 2023
Additional Literature:
Laboratory Work:	NA
Computer Usage:	Yes
Others:	No

COURSE LEARNING OUTCOMES

1	Define organizational behavior and recognize the importance of studying organizational behavior.
2	Understand the relationship between attitudes and behavior. Summarize the main causes of job satisfaction and identify the four outcomes of job satisfaction.
3	Explain the factors that influence perception. Explain the link between perception and decision making. Contrast the rational model of decision making with bounded rationality and intuition.
4	Compare the main ways jobs can be redesigned. Explain how work arrangements, involvement, extrinsic and intrinsic rewards can motivate employees.
5	Describe the various properties of groups and how group characteristics affect group performance. Explain how organizations can create effective teams and know when to use individuals instead of teams.
6	Discuss the role of leaders and their impact on the organization.
7	Apply the five steps of the negotiation process.
8	Compare the functional and dysfunctional effects of organizational culture on people and the organization. Compare the four main approaches to managing organizational change.
9	Describe how the stress process unfolds in the workplace. Describe individual and organizational approaches to managing stress at work.
10	Develop employability skills such as critical thinking, creativity, communication, collaboration, self-management, social responsibility, leadership, and career management.

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

No	Program Competencies	Cont.
Bachelor in Business Informatics (3 years) Program
1	Identify activities, tasks, and skills in management, marketing, accounting, finance, and economics.	4
2	Apply key theories to practical problems within the global business context.	5
3	Demonstrate ethical, social, and legal responsibilities in organizations.	5
4	Develop an open minded-attitude through continuous learning and team-work.	5
5	Integrate different skills and approaches to be used in decision making and data management.	4
6	Combine computer skills with managerial skills, in the analysis of large amounts of data.	4
7	Provide solutions to complex information technology problems.	2
8	Recognize, analyze, and suggest various types of information-communication systems/services that are encountered in everyday life and in the business world.	2

COURSE EVALUATION METHOD

Method	Quantity	Percentage
Midterm Exam(s)	1	25
Presentation	1	9
Quiz	2	7
Final Exam	1	40
Other	1	12
	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)	13	3	39
Mid-terms	1	12	12
Assignments	1	10	10
Final examination	1	16	16
Other			0
Total Work Load:			125
Total Work Load/25(h):			5
ECTS Credit of the Course:			5

CONCLUDING REMARKS BY THE COURSE LECTURER

While we have covered a comprehensive range of topics, it's important to acknowledge the limitations, such as, time constraints that may have prevented an in-depth exploration of certain areas. I would encourage students to pursue further research independently or in advanced courses to delve deeper into specific aspects of the subject.