| source Cornell University (X) |
level |
department |
Study of the human factors in the industrial engineering of work, workplaces, tools, and machinery. Examines the aspects of individual and social psychology that operate in the work setting and that should be taken into account in the design of jobs. These include limitations of the human sensory system; individual difference in skills, abilities, motives, and needs; group dynamics; intrinsic motivation; job satisfaction; and conflict.
Score: 4.7715745 Details | Listing | Web page
Examines problems of change in organizations from both a theoretical and practical perspective. We consider questions such as: How does change occur in organizations? What is the role of leaders in creating and sustaining change in organizations? What is organizational culture and how does it affect change? The course draws on theory and research from sociology and related disciplines. Course material also includes case studies and interactive exercises.
Score: 4.7715745 Details | Listing | Web page
For description, see SOC 3110.
Score: 4.7715745 Details | Listing | Web page
Reviews the concept of culture as it has evolved in sociology and anthropology, applying it to formal organizations in workplaces such as corporations and unions. The course first examines the nature of ideologies as sense-making definitions of behavior, concentrating on the cultural forms that carry these cultural messages, rituals, symbols, myths, sagas, legends, and organizational stories. Considerable attention is given to rites and ceremonials as a cultural form in organizational life that consolidates many of these expressive forms into one. The course examines types of ceremonial behavior such as rites of passage, rites of enhancement, and rites of degradation, including the role of language gestures, physical settings, and artifacts in ceremonial behavior. The presence of subcultures and countercultures in organizational behavior also receive attention, especially the part played by occupational subcultures in formal organizations.
Score: 4.7715745 Details | Listing | Web page
Designed to acquaint students with the basic concepts and theories of human motivation with implications for job design and organizational effectiveness. Focuses on theories of worker motivation and on research approaches and results as they apply to the performance of individuals and groups in formal organizations. Readings are predominantly from the field of organizational psychology, supplemented by relevant contributions from experimental and social psychology. Each student designs, executes, and analyzes a research study of his or her own.
Score: 4.7715745 Details | Listing | Web page
Focuses on the deviant actions of organizations, including such behaviors as price fixing, environmental pollution, illegal campaign contributions, and discrimination in hiring and promotion. Examines the origins of such behaviors in organizations, the processes by which they became institutionalized, and the processes by which they become defined as deviant organizational actions. Within this context, the course examines such contemporary cases as Exxon’s Valdez oil spill, Iran–Contragate, drug testing, and the federal savings and loan scandal. These events raise troubling questions about what it means to live and work in an organizational society, and they cannot be dismissed as instances of a few individuals gone bad.
Score: 4.7715745 Details | Listing | Web page
Covers basic leadership theories with an emphasis on how they are used, analyzes leadership cases, and examines current leadership surveys and training materials. We also study leadership philosophies and management practices in countries outside of the United States. In addition, you learn to evaluate and use leadership “best-sellers,” that is, the kind of books that sell in airports.
Score: 4.7715745 Details | Listing | Web page
Many of the most admired organizations are adept at using social influence to achieve their strategic objectives. This course reviews basic theories of social influence such as conformity, group polarization, and social facilitation to understand how social influence tactics can be used to make organizations more efficient and productive. The course also considers how these tactics can backfire when excessive agreement gives rise to groupthink and poor decisions. We conclude by exploring strategies for managing social influence processes to encourage creativity and innovation in organizations.
Score: 4.7715745 Details | Listing | Web page
Expands on the theoretical ideas developed in the earlier course through more focused reading, intensive fieldwork, and paper writing. Students are accepted into the seminar based on their research projects for ILROB 3290 and work with the professor to develop a more detailed reading list and more focused data collection strategy for expanding upon their earlier projects. The seminar also is taught as an intensive writing experience.
Score: 4.7715745 Details | Listing | Web page
Although most people can agree that creativity is an important concept, there is often very little agreement about what creativity is and how we can achieve it. This course surveys basic theories of creativity with the goal of applying this knowledge to the management of creativity in organizations. It focuses primarily on (1) cognitive theories about creative thought, (2) personality theories about exceptionally creative individuals (3) social-psychological theories about creative groups, and (4) the points at which these approaches interact. The course concludes by questioning whether, given the costs involved, anyone would willingly follow the path of a creative individual or implement the practices of the most innovative firms.
Score: 4.7715745 Details | Listing | Web page
Focuses on the sources of power and control exercised by professional groups in contemporary society. A number of issues are examined in this context, including the role of professions in society, processes through which an occupational group becomes defined as a profession, sources of control that professional associations have over their members, relations between professionals and nonprofessionals in organizations, and the relationship between unionization and professionalization of occupations.
Score: 4.7715745 Details | Listing | Web page
Although America is often described as a post-industrial society in which service jobs predominate, the term “blue collar” remains relevant for understanding workplace relationship and their consequences. This course examines the nature of blue-collar work in the 21st century. It takes an in-depth look at a number of blue-collar occupations to understand workers experiences. Special attention is paid to the manner in which management exercises control over blue-collar workers, the strategies workers use to gain greater discretion over their work, and the social and psychological consequences that follow from this struggle. This course uses lectures, readings, and interviews/discussions with blue-collar workers to illuminate workers’ experiences. It uses long-distance learning technology to bring New York city–based blue-collar workers into the Ithaca classroom.
Score: 4.7715745 Details | Listing | Web page
Examines the market, cultural, political, and structural forces that change the organizational “rules of the game,” how those changes affect individuals and organizations, and the distortions that occur as individuals and organizations attempt to adjust to a new unstable order. Issues examined include power, corruption, deal-making, rationality, uncertainty, and competition. Course requirements include completing a major research paper and leading a class discussion.
Score: 4.7715745 Details | Listing | Web page
A review of theoretical approaches and selected research on group phenomena, including the formation of groups, the structure of group relations, and group performance. Specific topics include conformity and obedience, status and power relations, social identity, emotions and emotion management, group solidarity and commitment, and groups within larger organizations.
Score: 4.7715745 Details | Listing | Web page
This introductory course provides understanding of the theory and the processes of negotiations as practiced in a variety of organizational settings. It is designed for relevance to the broad spectrum of bargaining problems faced by team members, managers, and professionals. It allows students the opportunity to develop negotiation skills experientially and to understand negotiation by using analytical frameworks. General topics include: distributive bargaining, integrative negotiations, psychological biases, and multiparty negotiations. Advanced topics include: sources of power, dispute resolution, emotionally intelligent negotiations, team on team negotiations (e.g., union management). Simulations, exercises, role-playing, and cases are emphasized.
Score: 4.7715745 Details | Listing | Web page
Introduces students to intermediate theory of organizational behavior. Concentrates specifically on teaching students to use organizational theories for analytical and applied purposes. Topics include organizational structure, work processes, organizational politics, organizational design, job design, incentive systems, and quality-of-work-life programs.
Score: 4.7715745 Details | Listing | Web page
Focuses on how leaders implement and sustain ideas in organizations during periods where it is clear that coming up with the perfect answer is impossible because of conditions of uncertainty. Specifically, the premise is that a good idea is not enough. What you need are the tactical skills to mobilize, implement, and sustain the idea throughout the organization. These tactical skills are the focus of the seminar. Through a series of examples and structured cases, students learn the skills of mobilization, coalition formation, and execution. There is a specific concern about how leaders need to anticipate reaction of others, analyze the political terrain in their organizations, and establish credibility. Leadership is examined not from the perspective of personality but from the perspective of practical skills that can be learned. These skills are applied to numerous types of organizations. There is case material, a required film, and tutorials. The class is broken up into six groups and grades assigned on the basis of group exercises and one final group project An effort is made to balance the class equally between graduate and undergraduate students. Please note that the final project is a comprehensive case development in which each group must extensively illustrate many of the arguments presented in the course. The final illustrates many of the arguments presented in the course.
Score: 4.7715745 Details | Listing | Web page
For description, see “Collective Bargaining, Labor Law, and Labor History.”
Score: 4.7715745 Details | Listing | Web page
For description, see “Collective Bargaining, Labor Law, and Labor History.”
Score: 4.7715745 Details | Listing | Web page
For description, see “Collective Bargaining, Labor Law, and Labor History.”
Score: 4.7715745 Details | Listing | Web page
Survey of concepts, theories, and research from the fields of sociology, psychology, and social psychology as these relate to the behavior of individuals, groups, and work organizations. Topics include: job attitudes, motivation, leadership and power, group formation, organizational structure, and interorganizational relations. This course is designed for students in professional programs.
Score: 4.7715745 Details | Listing | Web page
The goal of this course is to expose students to some of the central challenges in designing effective organizations, shaping organizational culture, and leading organizational change. The course draws on theory and research from sociology and related disciplines. Course material also includes case studies and interactive exercises.
Score: 4.7715745 Details | Listing | Web page
Applies theories and methods from the behavioral sciences to the analysis of behavior in organizations. Areas of study include classical and modern theories of organization and their underlying assumptions of human nature, the relationship between organizations and their environment, the role of power, politics, and decision-making in organizations, industrial history, and leadership culture.
Score: 4.7715745 Details | Listing | Web page
Provides understanding of the theory and the processes of negotiation as practiced in a variety of organizational settings. The course is designed for relevance to the broad spectrum of bargaining problems faced by the manager and the professional. It allows students the opportunity to develop negotiation skills experientially and to understand negotiation by using analytical frameworks. General topics include: distributive bargaining, integrative negotiations, psychological biases, sources of power, and multi-party negotiations. Advanced topics include: dispute resolution, emotionally intelligent negotiations, team on team negotiations (e.g., union-management, mergers). Simulations, exercises, role-playing, and cases are emphasized.
Score: 4.7715745 Details | Listing | Web page
The capacity to lead politically is a talent often not made explicit. All too often we’re not clear where politics ends and management begins and vice versa. This course will try to clarify these issues. Will focus on key political skills that are necessary in getting agendas put in place in organizations. Making use of historical figures as well as contemporary examples, this course with empirically and theoretically frame the issue of political skills. Students will be required to write a paper on one political leader and evaluate his or her political skills based on the material presented in this course. Among the leaders to be discussed will be Lincoln, Gandhi, FDR, LBJ, etc. Readings will include Machiavelli’s The Prince, as well as current texts on leadership. Taught via distance video technology.
Score: 4.7715745 Details | Listing | Web page
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