scholarly journals GLOBAL SATISFACTION WITHIN A UNIVERSITY SUBJECT (ORGANIZATIONAL BEHAVIOR AND CHANGE MANAGEMENT) AFTER USING PROJECT BASED LEARNING IN TIMES OF COVID-19

2020 ◽  
Author(s):  
Vicente Guerola-Navarro ◽  
Raul Oltra-Badenes ◽  
Hermenegildo Gil-Gomez
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Project Based Learning ◽  
Global Satisfaction

scholarly journals Pedagogical Triage and Emergent Strategies: A Management Educational Program in Pandemic Times

2021 ◽  
Vol 13 (6) ◽  
pp. 3519
Author(s):  
Paola Adinolfi ◽  
Fernando Giancotti
Keyword(s):  
Change Management ◽  
Project Based Learning ◽  
Project Work ◽  
Future Research ◽  
Management Competencies ◽  
Educational Approach ◽  
External Conditions ◽  
The University ◽  
Defense Studies ◽  
Leadership And Change

This paper explores the post-pandemic strategic reorientation of a master in leadership and change management, investigating the conditions for its success and the side effects. The Master, which is part of the Defense Education Enhancement Plan recently approved by the Italian Ministry of Defense, led in partnership by the Center for High Defense Studies and the University of Salerno, aims at developing strategic leadership and change management competencies. The virtualization of the project work sessions that was caused by the pandemic emergency produced unexpected consequences that led the master directors to refocus the program as regards its format and method. The case-study, based on direct observation, unstructured interviews, and analysis of written documents and recorded audio, corroborates the literature regarding the emerging innovative, learner-centered approaches in management education, showing the effectiveness of an integrated educational approach based on traditional in-presence lectures, as well as experiential and project-based learning. It shows how the adjustments devised to cope with the consequences of teamwork virtualization proved to be synergistic, delivering positive outcomes in terms of participants’ satisfaction, learning, and impact. Future research avenues and practical implications are also highlighted, with a focus on the internal and external conditions for successful project-based learning in a distance learning environment.

Organizational behavior

2020 ◽  
Author(s):  
Semen Reznik
Keyword(s):  
Higher Education ◽  
Change Management ◽  
Organizational Behavior ◽  
Conflict Management ◽  
Team Leadership ◽  
Federal State ◽  
Educational Standards ◽  
Leadership Change ◽  
Delegation Of Authority ◽  
State Educational

The textbook discusses the processes of managing the labor behavior of personnel in a modern organization. Special attention is paid to the qualities and competencies of the Manager, organizational and administrative and socio-psychological methods of management, relationships with subordinates and managers, delegation of authority, conflict management, formation of the Manager's team, leadership, change management and reputation of the organization. Meets the requirements of the Federal state educational standards of higher education of the latest generation. For students studying in the areas of training "personnel Management", "Economics", "Management".

Getting back on track: change management at AfrobitLink Ltd

2017 ◽  
Vol 13 (1) ◽  
pp. 120-151
Author(s):  
Olugbenga Adeyinka ◽  
Mary Kuchta Foster
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Attribution Theory ◽  
International Management ◽  
Rapid Expansion ◽  
Field Analysis ◽  
Graduate Courses ◽  
Content Type ◽  
Upper Level ◽  
Management Theories

Synopsis AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth. Research methodology Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity. Relevant courses and levels This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject. Theoretical bases Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).

scholarly journals EXPERIENCE OF EXTERNAL COLLABORATION IN “ORGANIZATIONAL BEHAVIOR AND CHANGE MANAGEMENT” SUBJECT IN PRACTICAL LESSON

2019 ◽  
Author(s):  
Vicente Guerola-Navarro ◽  
Raul Oltra-Badenes ◽  
Hermenegildo Gil-Gomez ◽  
Maria Herrero-Casanova
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
External Collaboration

“No More Money, Hannah!”: Using HBO’s Girls to Teach Force Field Analysis

2020 ◽  
pp. 237929812097544
Author(s):  
Pamela L. Cox
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Force Field ◽  
Learning Style ◽  
Resistance To Change ◽  
Field Analysis ◽  
Classroom Activities ◽  
Use Of Technology ◽  
Force Field Analysis ◽  
Short Video

Research suggests that students today favor a collaborative learning style, short cases, and group activities over semester-long case studies, and they respond well to classroom activities characterized by the use of technology, entertainment, and excitement. Accordingly, this article presents an exercise designed using these types of activities to engage students while teaching them about Lewin’s force field analysis, resistance to change, and tactics for overcoming resistance to change. The exercise is designed for late undergraduates or graduate students in a change management course or in a change management module in an organizational behavior course. It provides students an easy, initial exercise to learn and apply force field analysis to a short video scene and a personal experience of change as well as to a more complicated follow-on case study.

scholarly journals Employee imagination and implications for entrepreneurs

2017 ◽  
Vol 8 (2) ◽  
pp. 129-152
Author(s):  
Usman Talat ◽  
Kirk Chang
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Organizational Behavior ◽  
Organization Studies ◽  
Organizational Change Management ◽  
Content Type ◽  
Lack Of Information ◽  
New Information ◽  
Organizational Experience ◽  
Research Findings

Purpose The purpose of this study is to examine employee imagination and implications for entrepreneurs of China. In 2015, the European Group of Organization Studies released a call for papers highlighting poor knowledge of employee imagination in organizations. To address this need, the current study hypothesizes employee imagination consisting of seven conditions common to the organizational experience of Chinese Entrepreneurs. Design/methodology/approach The current paper reviews the Chinese enterprising context. Cases from China are used to illustrate the effects of proposed conditions and their value for entrepreneurs and innovators in businesses undergoing change. Findings Employee imagination underpins and conditions how Chinese employees make sense of their organizations and better understand the process of organizational change. From the viewpoint of human resource management, emphasis on coaching and developing imagination enables businesses to stay competitive and adapt to environmental demands such as lack of information, too much information or the need for new information. Research limitations/implications The proposed conditions apply to the Chinese context; however, their application to wider contexts is suggested and requires attention. Practical implications Employee imagination was found to be a powerful tool, which facilitates the process of organizational change management. Originality/value Theoretically, the research adds new insights to knowledge of a poorly understood organizational behavior topic – employee imagination. Practically, the research findings provide mangers with knowledge of conditions, which could be adopted as powerful tools in facilitating organizational change management.

scholarly journals Austrian Management Review

2021 ◽  
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Practical Relevance ◽  
Book Series ◽  
Scientific Discussion ◽  
Johannes Kepler ◽  
Management Review ◽  
Research Fields ◽  
Management Forum ◽  
Management Leadership

The Austrian Management Review is a transfer book series edited by the Institute of Human Resource & Change Management at Johannes Kepler Universität, Linz, Austria. The main objective of this yearbook is a scientific discussion of topics with practical relevance. Complemental to the Austrian Management Forum the Austrian Management Review aims to serve as a platform to enable dialogue and discourse of management relevant issues. Target audience: - Managers at all levels - Entrepreneurs - Consultants - Coaches and trainers - Scientists in the research fields of management, leadership and organizational behavior

Transformation of public distribution system in Chhattisgarh: Dr Raman Singh’s leadership

2018 ◽  
Vol 8 (2) ◽  
pp. 1-18 ◽  
Author(s):  
Shubham Shubham ◽  
Shashank Mittal ◽  
Atri Sengupta
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Distribution System ◽  
Central Government ◽  
Development Program ◽  
Middle Level ◽  
Content Type ◽  
Public Distribution System ◽  
Management Students ◽  
Leadership And Change

Subject area Organizational behavior, Organizational leadership, Organizational transformation. Study level/applicability First year management students in the course Organizational Behavior (OB). Final year management students in the elective course on leadership and change management. Middle level managers who are working in industry, in the management development program related to change leadership and change management. Case overview This case deals with the transformation of the public distribution system (PDS) under the leadership of Dr Raman Singh. The PDS system was an inefficient system and the food grain supply intended for the poor was diverted by intermediaries before reaching the intended beneficiaries. Having experiences in central government ministries as a cabinet minister, Dr Raman Singh decided to transform the PDS. The challenges faced were primarily from that of the reticent bureaucracy and dealing with them requires patience and the skills of a transformational and motivational leader which Dr Raman Singh possessed. Expected learning outcomes This case intends to develop understanding of various dimensions related to transformational and motivational styles of leadership. Further, it intends to develop understanding of crucial institutional and organizational changes and how leaders bring about these changes in sync with technological and process changes. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

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