The course is designed to enhance students understanding of organizations; focus on the key knowledge, skills and abilities required to successfully lead organizations; emphasis on the fundamental management competencies; and the dynamic environments in which organizations exist. Discussion and assessment of the newest developments in organizational behaviour and practice of the fundamental management competencies. The course is held in Vienna with both its origin of the three Schools of Psychotherapy (Sigmund Freud, Alfred Adler, Viktor Frankl) providing the behavioural fundamentals as well as the origin of Peter Drucker, the inventor of modern management and the first business university founded in 1898 originally seated near the Sigmund Freud house in Vienna. Success cases of both North American and European leading companies such as Magna, OMV, Voest Alpine, Google, General Electric and General Motors are used in order to enhance the understanding of successful management of behavior. Students have the opportunity to select truly global companies in accordance with the instructor within the project assigned during the semester. The course focuses on the essential concepts and practices of organizational behavior and examines the challenges of managing human behavior in organizations. Reviews foundations of modern management thought. Discusses current and emerging management topics: emphasizes leadership, motivation, communication, human relations, group dynamics, job design, organizational development, and managing a diverse workforce.
Prerequisites:
Introductory-level courses in business, economics and/or finance are recommended.
Learning outcomes:
By the end of the semester, the students will have the following knowledge, understanding and skills:
• Knowledge of the relevant theories and essential management concepts.
• Understanding and practice of organizational behaviour on the individual, group and process level.
• Familiarity with the routs and foundations of organizational behaviour and management thought and its application to modern management practice.
• Understanding of the newest developments in organizational behaviour.
• Development and practice of the fundamental management competencies.
• Awareness of the key knowledge, skills and abilities required to successfully lead organizations.
• Familiarity with the application and practice of managing behaviour in organizations.
• The ability to discuss and interpret organizational behaviour and cross cultural management issues in order to successfully manage organizational behavior.
Method of presentation:
Lectures, role games, group and single work, discussions and student presentations. Excursions to the Viktor Frankl Institute and Sigmund Freud Association in Vienna supplement the understanding of modern management competencies.
Required work and form of assessment:
• Class discussions and student presentations (35%)
• Midterm exam, based on lectures and complementary reading (25%)
• Final exam, based on lectures and complementary reading (40%)
The results contribute a specific percentage rate to the final grade (see brackets above). Excused absence as of IES Vienna Attendance Policy.
content:
1. Strategy and Organisation; its impact on Managing Organizational Behavior
2. Overview of the relevant theories
3. Understanding and Practice of the required management competencies:
a. Individual Behavior:
i. Psychological Processes in Organizations: Personality, Perception, and Learning
ii. Coping with Organizational Life: Emotions and Stress
iii. Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational
Commitment
iv. Managing Behavior and Motivation
b. Group behaviour:
i. Interpersonal Behavior in the Workplace
ii. Organizational Communication
iii. Group Processes and Work Teams
iv. Making Decisions in Organizations
v. Leadership and Followership
4. Organizational Processes
a. Culture, Creativity, and Innovation
b. Designing Effective Organizations
c. Managing Organizational Change: Strategic Planning and Organizational Development
5. The Routs of Organizational Behavior with special consideration of the Three Viennese Schools of Psychotherapy (Freud, Adler, Frankl) and its application to today´s management
6. Organizational Justice, Ethics, and Corporate Social Responsibility
7. Management issues (focus on cross cultural and cross boarder management)
8. Future developments in managing behavior in organizations in the global market
Following relevant management topics with emphasis on both Central Europe and North America are being used to increase the understanding of Managing Behavior in Organizations:
• Globalization of Markets and the Internationalization Process,
• Identifying the Best Corporate Locations,
• Understanding and Assessing Emerging Markets,
• Global Strategy and Organization,
• Identifying Attractive Markets (BRIC vs. North America and Central and Eastern
Europe),
• Foreign Direct Investment,
• Mergers and Acquisitions,
• Social and Political Developments.
Assignments
1. Strategy and Organisation; its impact on Managing Organizational Behavior (Cavusgil 2008, chapter 11)
2. Overview of the relevant theories (hand-outs on organizational behaviour; Cavusgil 2008, chapter 19, Human Resource Management)
3. Organizational Behavior:
a. Organizational Behavior, Justice, Ethics and CSR and Psychological Processes in
Organizations (Greenberg 2009, ch. 1-3)
b. Application and Practice (one well run company in detail)
4. The Routs of Organizational Behavior with special consideration of the Three Viennese Schools of Psychotherapy (Freud, Adler, Frankl) and its application to today´s management
5. Personal Skills:
a. Personal effectiveness and Communication, Problem Solving and Ethics (Baldwin 2008, ch.
1-3)
b. Application and Practice (example of a well run company in detail)
6. Individual Behavior: Coping with Organizational Life: Emotions and Stress, Work-Related
Attitudes, Organizational Commitment and Performance Management:
a. Theory (Greenberg 2009, ch. 4-5; Baldwin 2008, ch. 5)
b. Application and Practice (one well run company in detail)
7. Motivation (individual and interpersonal), Power and Influence:
a. Theory (Greenberg 2009, ch. 6; Baldwin 2008, ch. 4+6)
b. Application and Practice (one well run company in detail)
8. Group Behavior: Interpersonal Behavior in the Workplace, Organizational Communication, Group
Processes and Work Teams:
a. Theory (Greenberg 2009, ch. 7-9)
b. Application and Practice (one well run company in detail)
9. Making Decisions in Organizations and Leadership:
a. Theory (Baldwin 2008, ch. 7; Greenberg 2009, ch. 10-11)
b. Application and Practice (one well run company in detail)
10. Organizational Processes: Culture, Creativity, Innovation, Team Effectivess and Designing
Effective Organizations:
a. Theory (Greenberg 2009, ch. 12-13; Baldwin 2008, ch. 8)
b. Application and Practice (one well run company in detail)
11. Organizational Change, Conflict and Negotiation:
a. Theory (Baldwin 2008, ch. 9+10; Greenberg 2009, ch. 14)
b. Application and Practice (one well run company in detail)
12. Management issues (focus on cross cultural and cross boarder management, Cavusgil 2008. chapter 5)
13. Future developments in managing behavior in organizations in the global market
Cavusgil, S. Tamer; Knight, Gary; Riesenberger, John R. (Cavusgil): International Business: Strategy,
Management and the New Realities. Pearson Education, Pearson Prentice Hall, 1st edition, 2008
(chapters 5, 11 and 19)
Greenberg, Jerald (Greenberg): Managing Behavior in Organizations, Pearson, 2009.
Recommended readings:
Baron, James H.; Kreps, David M. (Bacon): Strategic Human Resources. Framework for General
Managers. Latest version.
Gomezh-Mejia, Louis; Balkin, David; Cardy, Robert (Gomezh): Managing Human Resources. Prentice
Hall, 2007.
Robbins, Stephen P. (Robbings): Self-Assessment Library, Prentice Hall, 2007.
Staw, Barry M. (Staw 2004): Psychological Dimensions of Organizational Behavior, Prentice Hall,
2004.
Brief Biography of Instructor:
Dr. Wolfgang Mölzer, born in 1963 in Vienna, Austria, is entrepreneur and advisor in industrial development, strategy and finance. Mölzer has gained his international management experience in the fields of Corporate Strategy, Industrial Development, Mergers & Acquisitions and Globalization (Holding of Austrian Industries, OMV, Granville and BKB Management). Mölzer also served as CFO of an international corporation in the oil and gas industry in Tripoli, Libya (OMV) and as representative in the owners management committee of Zueitina Oil Company, Libya. After several years as a consultant to North American companies considering Europe as business location and as M&A advisor of Granville Mölzer has been Managing Partner of BKB Management since 1999. Mölzer earned his doctorate in Business Adminstration in the field of strategic planning and sustainability for multibusiness companies from the University of Economics and Business Adminstration in Vienna, Austria. Mölzer was a Visiting Heskett Fellow at Harvard Business School, USA, in 1987, as well as a Visiting Fellow of the University of Illinois at Urbana-Champaign, USA, in 1999.
The course is designed to enhance students understanding of organizations; focus on the key knowledge, skills and abilities required to successfully lead organizations; emphasis on the fundamental management competencies; and the dynamic environments in which organizations exist. Discussion and assessment of the newest developments in organizational behaviour and practice of the fundamental management competencies. The course is held in Vienna with both its origin of the three Schools of Psychotherapy (Sigmund Freud, Alfred Adler, Viktor Frankl) providing the behavioural fundamentals as well as the origin of Peter Drucker, the inventor of modern management and the first business university founded in 1898 originally seated near the Sigmund Freud house in Vienna. Success cases of both North American and European leading companies such as Magna, OMV, Voest Alpine, Google, General Electric and General Motors are used in order to enhance the understanding of successful management of behavior. Students have the opportunity to select truly global companies in accordance with the instructor within the project assigned during the semester. The course focuses on the essential concepts and practices of organizational behavior and examines the challenges of managing human behavior in organizations. Reviews foundations of modern management thought. Discusses current and emerging management topics: emphasizes leadership, motivation, communication, human relations, group dynamics, job design, organizational development, and managing a diverse workforce.
Introductory-level courses in business, economics and/or finance are recommended.
By the end of the semester, the students will have the following knowledge, understanding and skills:
• Knowledge of the relevant theories and essential management concepts.
• Understanding and practice of organizational behaviour on the individual, group and process level.
• Familiarity with the routs and foundations of organizational behaviour and management thought and its application to modern management practice.
• Understanding of the newest developments in organizational behaviour.
• Development and practice of the fundamental management competencies.
• Awareness of the key knowledge, skills and abilities required to successfully lead organizations.
• Familiarity with the application and practice of managing behaviour in organizations.
• The ability to discuss and interpret organizational behaviour and cross cultural management issues in order to successfully manage organizational behavior.
Lectures, role games, group and single work, discussions and student presentations. Excursions to the Viktor Frankl Institute and Sigmund Freud Association in Vienna supplement the understanding of modern management competencies.
• Class discussions and student presentations (35%)
• Midterm exam, based on lectures and complementary reading (25%)
• Final exam, based on lectures and complementary reading (40%)
The results contribute a specific percentage rate to the final grade (see brackets above). Excused absence as of IES Vienna Attendance Policy.
1. Strategy and Organisation; its impact on Managing Organizational Behavior
2. Overview of the relevant theories
3. Understanding and Practice of the required management competencies:
a. Individual Behavior:
i. Psychological Processes in Organizations: Personality, Perception, and Learning
ii. Coping with Organizational Life: Emotions and Stress
iii. Work-Related Attitudes: Prejudice, Job Satisfaction, and Organizational
Commitment
iv. Managing Behavior and Motivation
b. Group behaviour:
i. Interpersonal Behavior in the Workplace
ii. Organizational Communication
iii. Group Processes and Work Teams
iv. Making Decisions in Organizations
v. Leadership and Followership
4. Organizational Processes
a. Culture, Creativity, and Innovation
b. Designing Effective Organizations
c. Managing Organizational Change: Strategic Planning and Organizational Development
5. The Routs of Organizational Behavior with special consideration of the Three Viennese Schools of Psychotherapy (Freud, Adler, Frankl) and its application to today´s management
6. Organizational Justice, Ethics, and Corporate Social Responsibility
7. Management issues (focus on cross cultural and cross boarder management)
8. Future developments in managing behavior in organizations in the global market
Following relevant management topics with emphasis on both Central Europe and North America are being used to increase the understanding of Managing Behavior in Organizations:
• Globalization of Markets and the Internationalization Process,
• Identifying the Best Corporate Locations,
• Understanding and Assessing Emerging Markets,
• Global Strategy and Organization,
• Identifying Attractive Markets (BRIC vs. North America and Central and Eastern
Europe),
• Foreign Direct Investment,
• Mergers and Acquisitions,
• Social and Political Developments.
Assignments
1. Strategy and Organisation; its impact on Managing Organizational Behavior (Cavusgil 2008, chapter 11)
2. Overview of the relevant theories (hand-outs on organizational behaviour; Cavusgil 2008, chapter 19, Human Resource Management)
3. Organizational Behavior:
a. Organizational Behavior, Justice, Ethics and CSR and Psychological Processes in
Organizations (Greenberg 2009, ch. 1-3)
b. Application and Practice (one well run company in detail)
4. The Routs of Organizational Behavior with special consideration of the Three Viennese Schools of Psychotherapy (Freud, Adler, Frankl) and its application to today´s management
5. Personal Skills:
a. Personal effectiveness and Communication, Problem Solving and Ethics (Baldwin 2008, ch.
1-3)
b. Application and Practice (example of a well run company in detail)
6. Individual Behavior: Coping with Organizational Life: Emotions and Stress, Work-Related
Attitudes, Organizational Commitment and Performance Management:
a. Theory (Greenberg 2009, ch. 4-5; Baldwin 2008, ch. 5)
b. Application and Practice (one well run company in detail)
7. Motivation (individual and interpersonal), Power and Influence:
a. Theory (Greenberg 2009, ch. 6; Baldwin 2008, ch. 4+6)
b. Application and Practice (one well run company in detail)
8. Group Behavior: Interpersonal Behavior in the Workplace, Organizational Communication, Group
Processes and Work Teams:
a. Theory (Greenberg 2009, ch. 7-9)
b. Application and Practice (one well run company in detail)
9. Making Decisions in Organizations and Leadership:
a. Theory (Baldwin 2008, ch. 7; Greenberg 2009, ch. 10-11)
b. Application and Practice (one well run company in detail)
10. Organizational Processes: Culture, Creativity, Innovation, Team Effectivess and Designing
Effective Organizations:
a. Theory (Greenberg 2009, ch. 12-13; Baldwin 2008, ch. 8)
b. Application and Practice (one well run company in detail)
11. Organizational Change, Conflict and Negotiation:
a. Theory (Baldwin 2008, ch. 9+10; Greenberg 2009, ch. 14)
b. Application and Practice (one well run company in detail)
12. Management issues (focus on cross cultural and cross boarder management, Cavusgil 2008. chapter 5)
13. Future developments in managing behavior in organizations in the global market
Baldwin, T.; Bommer, W.; Rubin, R. (Baldwin): Developing Mangement Skills, McGraw-Hill, 2008.
Cavusgil, S. Tamer; Knight, Gary; Riesenberger, John R. (Cavusgil): International Business: Strategy,
Management and the New Realities. Pearson Education, Pearson Prentice Hall, 1st edition, 2008
(chapters 5, 11 and 19)
Greenberg, Jerald (Greenberg): Managing Behavior in Organizations, Pearson, 2009.
Baron, James H.; Kreps, David M. (Bacon): Strategic Human Resources. Framework for General
Managers. Latest version.
Gomezh-Mejia, Louis; Balkin, David; Cardy, Robert (Gomezh): Managing Human Resources. Prentice
Hall, 2007.
Robbins, Stephen P. (Robbings): Self-Assessment Library, Prentice Hall, 2007.
Staw, Barry M. (Staw 2004): Psychological Dimensions of Organizational Behavior, Prentice Hall,
2004.
Dr. Wolfgang Mölzer, born in 1963 in Vienna, Austria, is entrepreneur and advisor in industrial development, strategy and finance. Mölzer has gained his international management experience in the fields of Corporate Strategy, Industrial Development, Mergers & Acquisitions and Globalization (Holding of Austrian Industries, OMV, Granville and BKB Management). Mölzer also served as CFO of an international corporation in the oil and gas industry in Tripoli, Libya (OMV) and as representative in the owners management committee of Zueitina Oil Company, Libya. After several years as a consultant to North American companies considering Europe as business location and as M&A advisor of Granville Mölzer has been Managing Partner of BKB Management since 1999. Mölzer earned his doctorate in Business Adminstration in the field of strategic planning and sustainability for multibusiness companies from the University of Economics and Business Adminstration in Vienna, Austria. Mölzer was a Visiting Heskett Fellow at Harvard Business School, USA, in 1987, as well as a Visiting Fellow of the University of Illinois at Urbana-Champaign, USA, in 1999.