Last update: January 11, 2023

MGMT 502
Organizational Behavior
Spring 2023

Time and place: TBA

Feb 3-5, Mar 3-5, April 7-9, 14:00-18:00

Instructor : Dr. Eda Aksoy

Office : CASE 129A
Phone : (0543) 574 93 91
E-mail : eaksoy@ku.edu.tr

Overview
In the era of globalization and high-tech economy, the ability to effectively manage
individuals and teams emerges as one of the key factors for competitive business
advantage. Ultimately, business is conducted with and through people. Hence, the main aim
of this course is to improve students’ understanding how people behave in the context of an
organizational structure. Through this understanding students will develop deep and
nuanced insights into the art and science of becoming better employees, co-workers, and
managers.

Course Learning Outcomes (CLOs):

Upon successful completion of this course, students will be able to…
1. Explain the importance of the principles of organizational behavior and effective
management of people in organizations,
2. Demonstrate a working understanding of different approaches and issues in the
management of individuals and teams,
3. Describe the meanings of terminology and tools used in managing employees,
4. Develop skills to analyze and bring solutions to real-life issues related to
organizational behavior using conceptual frameworks covered in class,
5. Describe how organizational context can shape employees’ behaviors to meet
organizational objectives and increase effectiveness,
6. Recognize the relationship between organizational strategies, structure and
performance with respect to individuals and teams,
7. Describe current trends in employment issues in Turkey and the world and
understand how they impact management practice,
8. Evaluate and critique an organization's people management process.

Optional textbook and other resources:

Robbins, S. P., & Judge, T. (2018). Organizational behavior, Global edition (18th ed.).
Boston: Pearson.
All readings and materials can be found under the KU Blackboard or HBSP coursepack
(https://hbsp.harvard.edu/import/1018645).

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Requirements & Criteria for Evaluation
 Class preparation (20%): This course is designed to be conducted in a flipped
format, where a portion of the learning takes place outside of class time. For this
purpose, I will assign readings, cases and Harvard ManageMentor courses to be
completed before each class. Each course takes about 1-2 hours
each for reading thoroughly and watching all the videos, which I strongly urge you to
take the time to complete before class. If you are truly hard-pressed for time and can't
make it, at least take the 20-minute quick-read version before coming to class (hopefully
to take a deeper look at a later time). After each lesson, there are practice
questions and at the very end, there is a 10-minute assessment portion, which you also
need to complete. Please note that your degree of engagement with the materials and
assessment performance will be tracked in detail and reflected in your course grade.
 In-class case studies, simulations and follow-up exercises (20%): This is designed to be
a highly interactive course with many connections to real-life organizations. Hence,
utilizing your analytical competencies during class discussions will be invaluable for
your personal as well as our group learning.
Your performance will be evaluated based on: 1) the quality of your class preparation
and 2) quality and frequency of your contribution to discussions in class.
In this class, you are expected to:
1. Answer questions asked by me or other students,
2. Offer your perspective when appropriate,
3. Actively promote and facilitate in-class discussions,
5. Be respectful to others,
6. Be parsimonious (get to the point, stay on point, don’t “hog” air time),
7. Act as a responsible team player and even representative when necessary.
Attendance in this class is crucial. If you have more than one unexcused absence, you
will automatically fail.
 Global virtual teams assignment (10%): In collaboration with Yale School of
Management and other business schools worldwide, you will participate in a
multinational virtual team exercise. This exercise will consist of four parts:
a) Pre-assignment preparation (i.e., completion of Harvard ManageMentor on Global
Collaboration) until Feb 15.
b) Group launch and teams arrange a suitable time and date for the team dynamic
exercise between Feb 2-15
c) Negotiation exercise takes place between Feb 15-28.
d) Team feedback due Mar 3.
e) Negotiation exercise and analysis, between Feb 28-Mar 12, paper due Mar 12.
 Individual strategic development plan (25%): In this assignment, you will prepare a
report that includes your personal strategic professional development assessment and
plan. The purpose of this assignment is for you to develop a much needed self-
reflection and self-awareness perspective into your personal development. This
assignment will count as your YOK-required graduation paper.
 Final exam (25%): There will be an open-ended short answer/essay-type exam at the
end of the semester, outside class time.
Academic Policies: Please refer to the Student Code of Conduct & Grading Scale.

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 Course Outline

Cases &
Modules Date Topics Readings & Assignments
Simulations
‒ Introduction to OB
‒ Harvard ManageMentor: Diversity,
‒ Individual Simulation:
Feb Inclusion, and Belonging
differences Crafting
3 ‒ Harvard ManageMentor: Career
SESSIONS ‒ Personality & values Your Life
Management
1–2–3 ‒ Emotions & stress
‒ Job attitudes ‒ Harvard ManageMentor: Decision
Feb ‒ Perceptions & Making Case:
Level of
4 attributions ‒ Harvard ManageMentor: Ethics at Carter Racing
Analysis I:
‒ Decision making Work
Individual
Processes ‒ Work motivation ‒ Harvard ManageMentor: Goal
Feb ‒ Organizational Setting
5 justice ‒ Harvard ManageMentor: Global
‒ Performance Collaboration
SESSIONS Mar
‒ Harvard ManageMentor: Team
4–5–6 3 ‒ Groups and teams Management Simulation:
‒ Conflict
‒ Harvard ManageMentor: Difficult Patient Zero
Level of Mar ‒ Diversity
Interactions
Analysis II: 4
Inter-
Personal Mar ‒ Leadership ‒ Harvard ManageMentor: Leading Simulation:
Processes 5 People Mount Everest

‒ Harvard ManageMentor: Simulation:

‒ Power & politics
Apr
‒ Social networks
SESSIONS 7 ‒ Persuasion
7–8–9
Leveraging Your Networks Leveraging
‒ Harvard ManageMentor: Networks
Persuading Others

‒ Organizational ‒ HBR Reading: Organizational Simulation:

Level of Apr
strategies Structure. Bernstein, E. & Nohria, N. Evolving
Analysis III: 7
‒ Structural design (2016). Structures
Systemic
Processes Case:
Apr ‒ Organizational ‒ Harvard ManageMentor: Attracting
Opening the
9 culture and Cultivating Talent
Valve