1.Definition of the organizational behaviour. Definition of the term "organizational behaviour". The relationship between theory and practice in organizational behaviour. Defining organizational behaviour as a scientific discipline. 2. Development of the notions about organization. Individual developmental periods of the notions about human management in organizations in the frame the modern society development. From the beginning of modernity and basic principles of industrialization and post-industrialization to late modernity or postmodernity. 3. Human personality in an organization. Abilities, knowledge, skills, dispositions, motives, attitudes, values, special dimensions, applications into management practice, personal features of a manager, the competencies. 4. Mission and goals of an organization. Mission and vision, types of goals, sharing goals, goal management, assessing goals, setting tasks. There are bunches, bonds in organizations which connect individual parts of an organization into one peace in various ways (work, communication, persons and so on). There are different typologies of organizations. According to the mission there is e.g. productive organization, economical, non-productive, directing, cultural, interest, sport, political, army and so on. 5. Organizational structures and workplaces. Types of structures, people in various organizational structures, workplaces and work descriptions. To choose appropriate organizational structure is not an arbitrary process, it must come out of mane criteria: extend of manufacturing cells, product, kinds of vertical stages of management, number of management cells, creation of economical centres, extent of horizontal management apparatus, activity of individual departments, labour diversification between departments, rational assessment of the number of management cells, need and possibility to measure the activity of individual departments and so on. 6. Organizational culture. Creating and maintaining organizational culture, elements of culture, types of cultures, organizational cultures in different countries, transformation of an organizational culture. Organizational culture is a set of the influence of values (accepted, respected and developed), images (about own work, its meaning, success of a company, benefits, company organization, its position in the public), and approaches (to work, to colleagues, goals and mission of a company). 7. Dynamics of organizational relationships. Role, power, conflicts, organizational politics. Ability to deal with uncertainty that comes from the outside (e.g. from changing market) or from the inside (e.g. from uncertain effect of new technologies) creates the impression of competency and trustworthiness about its bearer; other people seeks support in such personality. 8. Group dynamics. Types of groups, group development, functions in a group, team roles, synergic effect, negative consequences of the group work. Inconsistency of individual definitions from different definers puts the bearer into an unpleasant position in the middle of power interests. Traditionally it is the role of master which is seen as conflicting - it is the person from whom it is expected to support the management politics, in the same time his/her subordinates expect him/her to support the interests of a working group. 9. Motives of working activity. Basic terminology, hierarchy of needs, ERG theory, satisfactory´ and dissatisfactory´ theories, facetisation of working values. 10. Procedure of motivation, motivating. 11. Leadership and management. 12. Counselling in the sphere of organizational behaviour.
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