General information

Organizational Behavior
Concentration Information

Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations.  The Organizational Behavior concentration prepares students for a broad range of industries and roles by providing the leadership and management competencies required to progress from mid-level positions in organizations to higher-level positions with increasing managerial responsibility.It complements more technical concentrations in business analytics, finance and marketing by providing a broader managerial decision-making context to apply and integrate specific tools and techniques.

Possible Career Paths

  • Consulting
  • Strategic Planning
  • General Management

Suggested and Related Courses

Elective

223 Power and Influence in Management

Most social scientists define power as “the capacity to get what you want over the resistance of others” and influence as “the translation of power into action”.  Power and Influence in Management examines the bases of subunit and individual power in organizations and the means by which subunit and individual power is translated into influence.  The course assumes that leaders sometimes must acquire power to be effective, but recognizes that leaders do not always use power in the interests of the organization.  Thus, the course explores the positive and negative effects that

Elective

224 Managing People in Modern Organizations

Modern systems for managing people. Examination of the changing workforce and workplace, emphasizing high-technology and knowledge-intensive organizations. The impact of firms’ environment (competition, product market, regulations) on choices for managing people. The consequences of these choices for firms and managers.

Elective

246 Negotiation in Organizations

This course is designed to help students develop the ability to effectively negotiate in a competitive business environment. It focuses on negotiation skill-building in the areas of individual conflict management, team management, performance appraisal, corporate impression management and inter-organizational project management.The course will be taught largely through in-class simulations to provide an opportunity for experiential learning.The simulations will also allow students to develop a personal style of negotiation by discovering what works best for them in different situations.

Elective

251 Management of Innovation

This course focuses on the management of technology-based innovation. Topics include the impact of new technologies on industries, dominant designs, incremental and transformative innovations, and the life-cycle of products. The course will examine the organization of highly innovative firms, and the relationship of core competencies to both innovation and rigidity. Cases and field studies are used to address the relationship of innovation to management practices such as leadership, competitive strategic planning and teamwork. Students perform an innovation audit of an area firm.

Elective

267 Teams and Technology

This course teaches the theory and processes of group and team behavior so that you can successfully manage groups and work effectively in a variety of group settings. The first goal of the course is to provide conceptual guidelines for analyzing and diagnosing group dynamics and determining one’s strategic options as a manager. The second goal is to understand how technological change affects team processes in organizations. Finally, this course will impart practical interpersonal skills for implementing effective strategies for group situations.

Elective

268 Articulation and Critical Thinking

Develop competency in business writing and oral presentations. Build critical thinking skills. Topics include behavioral economics, false claims, deductive and inductive reasoning, correlation/causality, business ethics.Formerly titled “Management Communications”. Course name/description change under review by Academic Senate.

Elective

291 Leadership

This course will focus on effective strategies for leading and managing companies. CEOs and business leaders are scheduled to speak in class and share their experiences in leadership. The course will include strategies and tools applicable for managers at all organizational levels.

Core Course

268 Articulation and Critical Thinking

Develop competency in business writing and oral presentations. Build critical thinking skills. Topics include behavioral economics, false claims, deductive reasoning, correlation/causality, business ethics.

Elective

274 Corporate Governance

Concentrates on the role of the independent public accountant as auditor, consultant and manager. Auditing standards, auditing procedures, professional ethics and internal control techniques are discussed. Emphasizes current issues confronting the accounting profession.

Elective

290 Robert A. Fox Executive-in-Residence

Course description varies with instructor

About the Robert A. Fox Executive-in-Residence Program:

Elective

291 Leadership

This course will focus on effective strategies for leading and managing companies. CEOs and business leaders are scheduled to speak in class and share their experiences in leadership. The course will include strategies and tools applicable for managers at all organizational levels.

Elective

291 Topics in Social Entrepreneurship

Social entrepreneurship is a rapidly developing and changing business field in which business and nonprofit leaders design, grow, and lead mission-driven enterprises. As the traditional lines blur between nonprofit enterprises, government, and business, it is critical that business students understand the opportunities and challenges in this new landscape. Through guest speakers, case discussion, lecture, and student presentations this course will explore this emerging field. Students will be expected to develop a business plan for a social enterprise.

Elective

291 The Causes of Organizational Wrongdoing

“The Causes of Organizational Wrongdoing” is motivated by the implicit contradiction between two personal observations. My experience suggests that the overwhelming majority of managers (and management students) aspire to manage in ethical, socially responsible, and law-abiding ways and embrace socially acceptable ideas about the difference between right and wrong. But media reports and academic studies suggest that unethical, socially irresponsible, and illegal behavior is common in organizations.

Elective

290 Fundamentals of Energy Efficiency

This course examines how energy is transformed into useful services, and then how to deliver the same services with less energy. Plenty of real-world examples will complement theories and generic approaches. Students may emerge from this course with the tools to professionally evaluate efficiency opportunities. The course may prepare students for careers in one of the most vibrant sectors of California’s (and the world’s) economy, including positions in utilities, energy service companies, and management of energy-intensive activities in a wide range of enterprises.

Core Course

201B Organizational Strategy and Structure

Strategic management of organizations, including analysis of industries, firm resources and capabilities and corporate strategy. Strategy formulation, implementation and strategic decision-making. Firm and industry life cycles and change. Analysis of organizational design and structure including differentiation and integration.

Elective

224 Managing Human Resources

Explore choices firms make in managing workers—decisions as to wages, benefits, working conditions and other management policies and practices. Analyze employment systems fit with firms environments and strategies, and the consequences of choices managers make regarding policies and practices.

Prerequisite: 201A

Elective

401 Crisis Management

This is a short course which moves usefully beyond 101. It operates at both a strategic and a highly practical level, and students will become confident in toggling between the two, learning to anchor crisis management firmly within overall strategic management, yet simultaneously acquiring a set of useful, practical tools and techniques to be used in planning for possible crises, and in handling actualities in the moment. The course will be based on the excellent required text, which is accessible, engaging and remarkably up to date, and contains many good case studies.

Elective

404 Organizational Change Management

In this dynamic world businesses need to continuously change to deliver new services to customers, reduce costs of existing services or create an entirely new paradigm of business itself. Getting such changes implemented is a challenge. There are several cases where companies fail to achieve the desired change! They fail to get acceptance, they fail to get adoption and their grand vision remains unfulfilled.

Elective

407 Storytelling for Leadership

Internalize the fundamental principles behind stories that educate, influence, motivate, inspire, persuade, and connect.

 

Elective

406 Ethical Issues in Management

This course explores the philosophical foundation of ethical theory and its recent applications to business situations. Professional codes of ethics, such as those promulgated by educational, managerial, engineering, scientific, medical and legal professional societies, are presented. Corporate policies relating to ethical concerns are illustrated as well. The application of ethical theory to ethical audits in the workplace concludes the lecture part of the course. Student teams of two or three are organized to present ethical tradeoff issues such as: workplace safety vs.

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