Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| ORGANIZATIONAL BEHAVIOR | BUSD1213561 | Spring Semester | 3+0 | 3 | 9 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | Third Cycle (Doctorate Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assoc.Prof. Elif BAYKAL |
| Assistant(s) | |
| Aim | The purpose of this research-based course is to review the major theories of “organization & management” and their uses in organizational settings. Organization and management is core area of research and has been studied from many perspectives. We will take a comprehensive view in our analysis by looking at various seminal and recent research work published in this area. |
| Course Content | This course contains; Week 1: Introduction • Mowday, R. T., & Sutton, R. I.1993. Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44: 195-229. • Whetten, D. 1989. What constitutes a theoretical contribution? Academy of Management Review, 14: 490-495. • Porter, L. W. 1996. Forty years of organization studies: Reflections from a micro perspective. Administrative Science Quarterly, 41: 262-269. • Sutton, R.L., & Staw, B.M. 1995. What theory is not? Administrative Science Quarterly, 40: 371-384. • Weick, K. 1995. What theory is not, Theorizing is. Administrative Science Quarterly, 40: 385-390. ,Week 2: Multi-Level Theory • Chan, D. 1998. Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of applied psychology, 83(2): 234-246. • Klein, K. J., & Kozlowski, S. W. 2000. From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational research methods, 3(3): 211-236. • Chen, G., Bliese, P. D., & Mathieu, J. E. 2005. Conceptual framework and statistical procedures for delineating and testing multilevel theories of homology. Organizational Research Methods, 8(4): 375-409. ,Week 3: Multi-Level Theory • Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. 2007. Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6): 1385-1399. • Morgeson, F. P., & Hofmann, D. A. 1999. The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2): 249-265. • Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. 2007. Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3): 515-543 ,Week 4: • Weiss, H. M., & Cropanzano, R. 1996. Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18: 1-74. • Fredrickson, B. L. 2001. The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3): 218. • Kelly, J. R., & Barsade, S. G. 2001. Mood and emotions in small groups and work teams. Organizational behavior and human decision processes, 86(1): 99-130. ,Week 5: • Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. 2005. Affect and creativity at work. Administrative science quarterly, 50(3): 367-403. • Barsade, S. G., & Gibson, D. E. 2007. Why does affect matter in organizations? Academy of Management Perspectives, 21(1): 36-59. • Izard, C. E. 2009. Emotion theory and research: Highlights, unanswered questions, and emerging issues. Research in Organizational Behavior, 60: 1-25. ,Week 6: • Markus, H. R., & Kitayama, S. 1991. Culture and the self: Implications for cognition, emotion, and motivation. Psychological review, 98(2): 224-253. • Brewer, M. B., & Gardner, W. 1996. Who is this “we”? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71: 83-93. • Hogg, M. A., & Terry, D. J. 2000. Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25: 121-140. ,Week 7: • Ashforth, B. E., & Mael, F. 1989. Social identity theory and the organization. Academy of Management Review, 14: 20-39. • Ashforth, Harrison, & Corley. 2008. Identification in organizations - An examination of four fundamental questions. Journal of Management, 34: 325-374. • Pratt, M. G. 2000. The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45: 456-493. ,Week 8: • Kirkpatrick, S.A. and Locke, E.A. 1991. Leadership: Do traits matter? Academy of Management Executive, 5: 48-60. • Lord, R. G., De Vader, C. L., & Alliger, G. M. 1986. A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3): 402-410. • Zaccaro, S. J. 2007. Trait-based perspectives of leadership. American Psychologist, 62: 6-16. • Judge, T.A., Colbert, A.E., & Ilies, R. 2004. Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89: 542-552. • Mischel, W., & Shoda, Y. 1995. A cognitive-affective system theory of personality: re-conceptualizing situations, dispositions, dynamics, and invariance in personality structure. Psychological review, 102(2), 246-268. • Vroom, V. H., & Jago, A.G. 2007. The role of the situation in leadership. American Psychologist, 62: 17-24. • Judge, T. A., Piccolo, R. F., & Kosalka, T. 2009. The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20: 855-875. ,Week 9: • Bass, B.M. 1999. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8: 9-32. • Judge, T.A., & Piccolo, R.F. 2004. Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89: 755-768. • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45: 735−744. • Bono, J. E., & Judge, T. A. 2004. Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910. • Liao, H., & Chuang, A. 2007. Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relationships. Journal of Applied Psychology, 92: 1006-1019. • Bass, B. M., & Steidlmeier, P. 1999. Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10: 181-217. ,Week 10: • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. 2008. Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126. • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. 2011. Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22: 1120-1145. • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior & Human Decision Processes, 97: 117-134. • Brown, M. E., & Treviño, L. K. 2006. Ethical leadership: A review and future directions. Leadership Quarterly, 17: 595-616. ,Week 11: • Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational leadership’s role in promoting corporate entrepreneurship: Examining the CEO–TMT interface. Academy of Management Journal, 51:557–576. • Li, J., & Tang, Y. 2010. CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion. Academy of Management Journal, 53: 45–68. • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses. Administrative Science Quarterly, 29: 34-72. ,Advance topics in Organization and Management. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| Can explain the concept of organizational culture and its basic dynamics in detail. | 9 | A, H |
| Explains motivation theories in detail | 9 | A, H |
| Explains team dynamics theoretically and practically. | 9 | A, H |
| Actively uses conflict management techniques in organizations. | 9 | A, H |
| Explains current concepts in organizational behavior in detail. | 9 | A, H |
| Teaching Methods: | 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam, H: Performance Task |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Week 1: Introduction • Mowday, R. T., & Sutton, R. I.1993. Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44: 195-229. • Whetten, D. 1989. What constitutes a theoretical contribution? Academy of Management Review, 14: 490-495. • Porter, L. W. 1996. Forty years of organization studies: Reflections from a micro perspective. Administrative Science Quarterly, 41: 262-269. • Sutton, R.L., & Staw, B.M. 1995. What theory is not? Administrative Science Quarterly, 40: 371-384. • Weick, K. 1995. What theory is not, Theorizing is. Administrative Science Quarterly, 40: 385-390. | |
| 2 | Week 2: Multi-Level Theory • Chan, D. 1998. Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of applied psychology, 83(2): 234-246. • Klein, K. J., & Kozlowski, S. W. 2000. From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational research methods, 3(3): 211-236. • Chen, G., Bliese, P. D., & Mathieu, J. E. 2005. Conceptual framework and statistical procedures for delineating and testing multilevel theories of homology. Organizational Research Methods, 8(4): 375-409. | |
| 3 | Week 3: Multi-Level Theory • Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. 2007. Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6): 1385-1399. • Morgeson, F. P., & Hofmann, D. A. 1999. The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2): 249-265. • Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. 2007. Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3): 515-543 | |
| 4 | Week 4: • Weiss, H. M., & Cropanzano, R. 1996. Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18: 1-74. • Fredrickson, B. L. 2001. The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3): 218. • Kelly, J. R., & Barsade, S. G. 2001. Mood and emotions in small groups and work teams. Organizational behavior and human decision processes, 86(1): 99-130. | |
| 5 | Week 5: • Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. 2005. Affect and creativity at work. Administrative science quarterly, 50(3): 367-403. • Barsade, S. G., & Gibson, D. E. 2007. Why does affect matter in organizations? Academy of Management Perspectives, 21(1): 36-59. • Izard, C. E. 2009. Emotion theory and research: Highlights, unanswered questions, and emerging issues. Research in Organizational Behavior, 60: 1-25. | |
| 6 | Week 6: • Markus, H. R., & Kitayama, S. 1991. Culture and the self: Implications for cognition, emotion, and motivation. Psychological review, 98(2): 224-253. • Brewer, M. B., & Gardner, W. 1996. Who is this “we”? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71: 83-93. • Hogg, M. A., & Terry, D. J. 2000. Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25: 121-140. | |
| 7 | Week 7: • Ashforth, B. E., & Mael, F. 1989. Social identity theory and the organization. Academy of Management Review, 14: 20-39. • Ashforth, Harrison, & Corley. 2008. Identification in organizations - An examination of four fundamental questions. Journal of Management, 34: 325-374. • Pratt, M. G. 2000. The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45: 456-493. | |
| 8 | Week 8: • Kirkpatrick, S.A. and Locke, E.A. 1991. Leadership: Do traits matter? Academy of Management Executive, 5: 48-60. • Lord, R. G., De Vader, C. L., & Alliger, G. M. 1986. A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3): 402-410. • Zaccaro, S. J. 2007. Trait-based perspectives of leadership. American Psychologist, 62: 6-16. • Judge, T.A., Colbert, A.E., & Ilies, R. 2004. Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89: 542-552. • Mischel, W., & Shoda, Y. 1995. A cognitive-affective system theory of personality: re-conceptualizing situations, dispositions, dynamics, and invariance in personality structure. Psychological review, 102(2), 246-268. • Vroom, V. H., & Jago, A.G. 2007. The role of the situation in leadership. American Psychologist, 62: 17-24. • Judge, T. A., Piccolo, R. F., & Kosalka, T. 2009. The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20: 855-875. | |
| 9 | Week 9: • Bass, B.M. 1999. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8: 9-32. • Judge, T.A., & Piccolo, R.F. 2004. Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89: 755-768. • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45: 735−744. • Bono, J. E., & Judge, T. A. 2004. Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910. • Liao, H., & Chuang, A. 2007. Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relationships. Journal of Applied Psychology, 92: 1006-1019. • Bass, B. M., & Steidlmeier, P. 1999. Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10: 181-217. | |
| 10 | Week 10: • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. 2008. Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126. • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. 2011. Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22: 1120-1145. • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior & Human Decision Processes, 97: 117-134. • Brown, M. E., & Treviño, L. K. 2006. Ethical leadership: A review and future directions. Leadership Quarterly, 17: 595-616. | |
| 11 | Week 11: • Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational leadership’s role in promoting corporate entrepreneurship: Examining the CEO–TMT interface. Academy of Management Journal, 51:557–576. • Li, J., & Tang, Y. 2010. CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion. Academy of Management Journal, 53: 45–68. • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses. Administrative Science Quarterly, 29: 34-72. | |
| 11 | Advance topics in Organization and Management |
| Resources |
| Nahavandi, A., Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2013). Organizational behavior. Sage Publications. McShane, S. L., & Glinow, M. A. V. (2010). Organizational behavior: Emerging knowledge and practice for the real world. McGraw-Hill. |
| Alrawahi, S., Sellgren, S. F., Altouby, S., Alwahaibi, N., & Brommels, M. (2020). The application of Herzberg's two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon, 6(9). Wolor, C. W., Nurkhin, A., & Citriadin, Y. (2021). Leadership style for millennial generation, five leadership theories, systematic literature review. Calitatea, 22(184), 105-110. Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The relation among organizational culture, knowledge management, and innovation capability: Its implication for open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 66. Vito, R., & Sethi, B. (2020). Managing change: role of leadership and diversity management. Journal of Organizational Change Management, 33(7), 1471-1483. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines theoretical knowledge in the field of management. | X | |||||
| 1 | Uses at least one computer program required in the field of management. | X | |||||
| 1 | Adopts the principles of scientific ethics and scientific responsibility. | X | |||||
| 1 | Uses theoretical and practical knowledge in the field of management. | X | |||||
| 2 | Analyzes and uses basic information and data from different disciplines (economy, finance, sociology, law, business) in order to carry out interdisciplinary studies. | X | |||||
| 2 | Have the research skills required to conduct academic studies. | X | |||||
| 2 | Explains the mathematical and statistical methods required in the field of management. | X | |||||
| 3 | Have time management skills. | X | |||||
| 3 | Expands the boundaries of knowledge in the field by producing or interpreting an original work by conducting at least one scientific study in the field. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |
| ECTS / Workload Table | ||||||
| Activities | Number of | Duration(Hour) | Total Workload(Hour) | |||
| Course Hours | 14 | 3 | 42 | |||
| Guided Problem Solving | 14 | 2 | 28 | |||
| Resolution of Homework Problems and Submission as a Report | 0 | 0 | 0 | |||
| Term Project | 14 | 5 | 70 | |||
| Presentation of Project / Seminar | 14 | 3 | 42 | |||
| Quiz | 0 | 0 | 0 | |||
| Midterm Exam | 7 | 5 | 35 | |||
| General Exam | 14 | 3 | 42 | |||
| Performance Task, Maintenance Plan | 0 | 0 | 0 | |||
| Total Workload(Hour) | 259 | |||||
| Dersin AKTS Kredisi = Toplam İş Yükü (Saat)/30*=(259/30) | 9 | |||||
| ECTS of the course: 30 hours of work is counted as 1 ECTS credit. | ||||||
Detail Informations of the Course
Course Description
| Course | Code | Semester | T+P (Hour) | Credit | ECTS |
|---|---|---|---|---|---|
| ORGANIZATIONAL BEHAVIOR | BUSD1213561 | Spring Semester | 3+0 | 3 | 9 |
| Course Program |
| Prerequisites Courses | |
| Recommended Elective Courses |
| Language of Course | English |
| Course Level | Third Cycle (Doctorate Degree) |
| Course Type | Elective |
| Course Coordinator | Assoc.Prof. Elif BAYKAL |
| Name of Lecturer(s) | Assoc.Prof. Elif BAYKAL |
| Assistant(s) | |
| Aim | The purpose of this research-based course is to review the major theories of “organization & management” and their uses in organizational settings. Organization and management is core area of research and has been studied from many perspectives. We will take a comprehensive view in our analysis by looking at various seminal and recent research work published in this area. |
| Course Content | This course contains; Week 1: Introduction • Mowday, R. T., & Sutton, R. I.1993. Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44: 195-229. • Whetten, D. 1989. What constitutes a theoretical contribution? Academy of Management Review, 14: 490-495. • Porter, L. W. 1996. Forty years of organization studies: Reflections from a micro perspective. Administrative Science Quarterly, 41: 262-269. • Sutton, R.L., & Staw, B.M. 1995. What theory is not? Administrative Science Quarterly, 40: 371-384. • Weick, K. 1995. What theory is not, Theorizing is. Administrative Science Quarterly, 40: 385-390. ,Week 2: Multi-Level Theory • Chan, D. 1998. Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of applied psychology, 83(2): 234-246. • Klein, K. J., & Kozlowski, S. W. 2000. From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational research methods, 3(3): 211-236. • Chen, G., Bliese, P. D., & Mathieu, J. E. 2005. Conceptual framework and statistical procedures for delineating and testing multilevel theories of homology. Organizational Research Methods, 8(4): 375-409. ,Week 3: Multi-Level Theory • Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. 2007. Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6): 1385-1399. • Morgeson, F. P., & Hofmann, D. A. 1999. The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2): 249-265. • Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. 2007. Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3): 515-543 ,Week 4: • Weiss, H. M., & Cropanzano, R. 1996. Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18: 1-74. • Fredrickson, B. L. 2001. The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3): 218. • Kelly, J. R., & Barsade, S. G. 2001. Mood and emotions in small groups and work teams. Organizational behavior and human decision processes, 86(1): 99-130. ,Week 5: • Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. 2005. Affect and creativity at work. Administrative science quarterly, 50(3): 367-403. • Barsade, S. G., & Gibson, D. E. 2007. Why does affect matter in organizations? Academy of Management Perspectives, 21(1): 36-59. • Izard, C. E. 2009. Emotion theory and research: Highlights, unanswered questions, and emerging issues. Research in Organizational Behavior, 60: 1-25. ,Week 6: • Markus, H. R., & Kitayama, S. 1991. Culture and the self: Implications for cognition, emotion, and motivation. Psychological review, 98(2): 224-253. • Brewer, M. B., & Gardner, W. 1996. Who is this “we”? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71: 83-93. • Hogg, M. A., & Terry, D. J. 2000. Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25: 121-140. ,Week 7: • Ashforth, B. E., & Mael, F. 1989. Social identity theory and the organization. Academy of Management Review, 14: 20-39. • Ashforth, Harrison, & Corley. 2008. Identification in organizations - An examination of four fundamental questions. Journal of Management, 34: 325-374. • Pratt, M. G. 2000. The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45: 456-493. ,Week 8: • Kirkpatrick, S.A. and Locke, E.A. 1991. Leadership: Do traits matter? Academy of Management Executive, 5: 48-60. • Lord, R. G., De Vader, C. L., & Alliger, G. M. 1986. A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3): 402-410. • Zaccaro, S. J. 2007. Trait-based perspectives of leadership. American Psychologist, 62: 6-16. • Judge, T.A., Colbert, A.E., & Ilies, R. 2004. Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89: 542-552. • Mischel, W., & Shoda, Y. 1995. A cognitive-affective system theory of personality: re-conceptualizing situations, dispositions, dynamics, and invariance in personality structure. Psychological review, 102(2), 246-268. • Vroom, V. H., & Jago, A.G. 2007. The role of the situation in leadership. American Psychologist, 62: 17-24. • Judge, T. A., Piccolo, R. F., & Kosalka, T. 2009. The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20: 855-875. ,Week 9: • Bass, B.M. 1999. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8: 9-32. • Judge, T.A., & Piccolo, R.F. 2004. Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89: 755-768. • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45: 735−744. • Bono, J. E., & Judge, T. A. 2004. Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910. • Liao, H., & Chuang, A. 2007. Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relationships. Journal of Applied Psychology, 92: 1006-1019. • Bass, B. M., & Steidlmeier, P. 1999. Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10: 181-217. ,Week 10: • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. 2008. Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126. • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. 2011. Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22: 1120-1145. • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior & Human Decision Processes, 97: 117-134. • Brown, M. E., & Treviño, L. K. 2006. Ethical leadership: A review and future directions. Leadership Quarterly, 17: 595-616. ,Week 11: • Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational leadership’s role in promoting corporate entrepreneurship: Examining the CEO–TMT interface. Academy of Management Journal, 51:557–576. • Li, J., & Tang, Y. 2010. CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion. Academy of Management Journal, 53: 45–68. • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses. Administrative Science Quarterly, 29: 34-72. ,Advance topics in Organization and Management. |
| Dersin Öğrenme Kazanımları | Teaching Methods | Assessment Methods |
| Can explain the concept of organizational culture and its basic dynamics in detail. | 9 | A, H |
| Explains motivation theories in detail | 9 | A, H |
| Explains team dynamics theoretically and practically. | 9 | A, H |
| Actively uses conflict management techniques in organizations. | 9 | A, H |
| Explains current concepts in organizational behavior in detail. | 9 | A, H |
| Teaching Methods: | 9: Lecture Method |
| Assessment Methods: | A: Traditional Written Exam, H: Performance Task |
Course Outline
| Order | Subjects | Preliminary Work |
|---|---|---|
| 1 | Week 1: Introduction • Mowday, R. T., & Sutton, R. I.1993. Organizational behavior: Linking individuals and groups to organizational contexts. Annual Review of Psychology, 44: 195-229. • Whetten, D. 1989. What constitutes a theoretical contribution? Academy of Management Review, 14: 490-495. • Porter, L. W. 1996. Forty years of organization studies: Reflections from a micro perspective. Administrative Science Quarterly, 41: 262-269. • Sutton, R.L., & Staw, B.M. 1995. What theory is not? Administrative Science Quarterly, 40: 371-384. • Weick, K. 1995. What theory is not, Theorizing is. Administrative Science Quarterly, 40: 385-390. | |
| 2 | Week 2: Multi-Level Theory • Chan, D. 1998. Functional relations among constructs in the same content domain at different levels of analysis: A typology of composition models. Journal of applied psychology, 83(2): 234-246. • Klein, K. J., & Kozlowski, S. W. 2000. From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational research methods, 3(3): 211-236. • Chen, G., Bliese, P. D., & Mathieu, J. E. 2005. Conceptual framework and statistical procedures for delineating and testing multilevel theories of homology. Organizational Research Methods, 8(4): 375-409. | |
| 3 | Week 3: Multi-Level Theory • Hitt, M. A., Beamish, P. W., Jackson, S. E., & Mathieu, J. E. 2007. Building theoretical and empirical bridges across levels: Multilevel research in management. Academy of Management Journal, 50(6): 1385-1399. • Morgeson, F. P., & Hofmann, D. A. 1999. The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24(2): 249-265. • Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. 2007. Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3): 515-543 | |
| 4 | Week 4: • Weiss, H. M., & Cropanzano, R. 1996. Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. Research in Organizational Behavior, 18: 1-74. • Fredrickson, B. L. 2001. The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American psychologist, 56(3): 218. • Kelly, J. R., & Barsade, S. G. 2001. Mood and emotions in small groups and work teams. Organizational behavior and human decision processes, 86(1): 99-130. | |
| 5 | Week 5: • Amabile, T. M., Barsade, S. G., Mueller, J. S., & Staw, B. M. 2005. Affect and creativity at work. Administrative science quarterly, 50(3): 367-403. • Barsade, S. G., & Gibson, D. E. 2007. Why does affect matter in organizations? Academy of Management Perspectives, 21(1): 36-59. • Izard, C. E. 2009. Emotion theory and research: Highlights, unanswered questions, and emerging issues. Research in Organizational Behavior, 60: 1-25. | |
| 6 | Week 6: • Markus, H. R., & Kitayama, S. 1991. Culture and the self: Implications for cognition, emotion, and motivation. Psychological review, 98(2): 224-253. • Brewer, M. B., & Gardner, W. 1996. Who is this “we”? Levels of collective identity and self-representations. Journal of Personality and Social Psychology, 71: 83-93. • Hogg, M. A., & Terry, D. J. 2000. Social identity and self-categorization processes in organizational contexts. Academy of Management Review, 25: 121-140. | |
| 7 | Week 7: • Ashforth, B. E., & Mael, F. 1989. Social identity theory and the organization. Academy of Management Review, 14: 20-39. • Ashforth, Harrison, & Corley. 2008. Identification in organizations - An examination of four fundamental questions. Journal of Management, 34: 325-374. • Pratt, M. G. 2000. The good, the bad, and the ambivalent: Managing identification among Amway distributors. Administrative Science Quarterly, 45: 456-493. | |
| 8 | Week 8: • Kirkpatrick, S.A. and Locke, E.A. 1991. Leadership: Do traits matter? Academy of Management Executive, 5: 48-60. • Lord, R. G., De Vader, C. L., & Alliger, G. M. 1986. A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71(3): 402-410. • Zaccaro, S. J. 2007. Trait-based perspectives of leadership. American Psychologist, 62: 6-16. • Judge, T.A., Colbert, A.E., & Ilies, R. 2004. Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89: 542-552. • Mischel, W., & Shoda, Y. 1995. A cognitive-affective system theory of personality: re-conceptualizing situations, dispositions, dynamics, and invariance in personality structure. Psychological review, 102(2), 246-268. • Vroom, V. H., & Jago, A.G. 2007. The role of the situation in leadership. American Psychologist, 62: 17-24. • Judge, T. A., Piccolo, R. F., & Kosalka, T. 2009. The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. Leadership Quarterly, 20: 855-875. | |
| 9 | Week 9: • Bass, B.M. 1999. Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8: 9-32. • Judge, T.A., & Piccolo, R.F. 2004. Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89: 755-768. • Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. 2002. Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45: 735−744. • Bono, J. E., & Judge, T. A. 2004. Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology, 89, 901-910. • Liao, H., & Chuang, A. 2007. Transforming Service Employees and Climate: A Multilevel, Multisource Examination of Transformational Leadership in Building Long-Term Service Relationships. Journal of Applied Psychology, 92: 1006-1019. • Bass, B. M., & Steidlmeier, P. 1999. Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10: 181-217. | |
| 10 | Week 10: • Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. 2008. Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89–126. • Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. 2011. Authentic leadership: A review of the literature and research agenda. Leadership Quarterly, 22: 1120-1145. • Brown, M. E., Treviño, L. K., & Harrison, D. A. 2005. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior & Human Decision Processes, 97: 117-134. • Brown, M. E., & Treviño, L. K. 2006. Ethical leadership: A review and future directions. Leadership Quarterly, 17: 595-616. | |
| 11 | Week 11: • Ling, Y., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. 2008. Transformational leadership’s role in promoting corporate entrepreneurship: Examining the CEO–TMT interface. Academy of Management Journal, 51:557–576. • Li, J., & Tang, Y. 2010. CEO Hubris and Firm Risk Taking in China: The Moderating Role of Managerial Discretion. Academy of Management Journal, 53: 45–68. • Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014). Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses. Administrative Science Quarterly, 29: 34-72. | |
| 11 | Advance topics in Organization and Management |
| Resources |
| Nahavandi, A., Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2013). Organizational behavior. Sage Publications. McShane, S. L., & Glinow, M. A. V. (2010). Organizational behavior: Emerging knowledge and practice for the real world. McGraw-Hill. |
| Alrawahi, S., Sellgren, S. F., Altouby, S., Alwahaibi, N., & Brommels, M. (2020). The application of Herzberg's two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon, 6(9). Wolor, C. W., Nurkhin, A., & Citriadin, Y. (2021). Leadership style for millennial generation, five leadership theories, systematic literature review. Calitatea, 22(184), 105-110. Lam, L., Nguyen, P., Le, N., & Tran, K. (2021). The relation among organizational culture, knowledge management, and innovation capability: Its implication for open innovation. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 66. Vito, R., & Sethi, B. (2020). Managing change: role of leadership and diversity management. Journal of Organizational Change Management, 33(7), 1471-1483. |
Course Contribution to Program Qualifications
| Course Contribution to Program Qualifications | |||||||
| No | Program Qualification | Contribution Level | |||||
| 1 | 2 | 3 | 4 | 5 | |||
| 1 | Defines theoretical knowledge in the field of management. | X | |||||
| 1 | Uses at least one computer program required in the field of management. | X | |||||
| 1 | Adopts the principles of scientific ethics and scientific responsibility. | X | |||||
| 1 | Uses theoretical and practical knowledge in the field of management. | X | |||||
| 2 | Analyzes and uses basic information and data from different disciplines (economy, finance, sociology, law, business) in order to carry out interdisciplinary studies. | X | |||||
| 2 | Have the research skills required to conduct academic studies. | X | |||||
| 2 | Explains the mathematical and statistical methods required in the field of management. | X | |||||
| 3 | Have time management skills. | X | |||||
| 3 | Expands the boundaries of knowledge in the field by producing or interpreting an original work by conducting at least one scientific study in the field. | X | |||||
Assessment Methods
| Contribution Level | Absolute Evaluation | |
| Rate of Midterm Exam to Success | 50 | |
| Rate of Final Exam to Success | 50 | |
| Total | 100 | |