This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.

This book was created for MGMT805, Organizational Behavior course. This course is the first in the MS Management Program at Granite State College and a requirement or elective of other graduate programs at the college. This book is licensed under CY BY-SA 4.0.

Table of Contents:
I. Section 1: Introduction to Organizational Behavior
II. Section 2: Social Diversity in the Workplace
III. Section 3: Ethics in Business
IV. Section 4: Individual Personalities and Behaviors
V. Section 5: Organizational Culture
VI. Section 6: Motivation in the Workplace
VII. Section 7: Managing Stress and Emotions
VIII. Section 8: Communication in the Workplace
IX. Section 9: Group Dynamics
X. Section 10: Managing Groups and Teams
XI. Section 11: Conflict and Negotiation
XII. Section 12: Making Decisions
XIII. Section 13: Leadership
XIV. Section 14: Organizational Structure
XV. Section 15: Organizational Change

This OpenStax resource aligns to introductory courses in Organizational Behavior. The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.

This course will cover five major OB areas including managing individuals, managing groups, power and politics, conflict management, and organizational change. Before delving into more rigorous content, it is important to understand what an organization is and the history of organizational behavior as a discipline. In taking this into consideration, this course will begin with a look at the basics of an organization.

Subject enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasis on the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Subject centers on three complementary perspectives on organizations: the strategic design, political, and cultural "lenses" on organizations. Restricted to first-year Sloan master's students.

Examines theory and research on the relationship of organizations to each other and to their economic, political, and social environments. Classic and contemporary approaches to complex social systems, the dynamics of inertia and change, the role of legitimacy, and the production of change as an intended or unintended consequence. Considers the relative roles of voluntarism and determinism in the pursuit of organizational agendas and in the shaping of organizational environments, for example, with respect to changing employment relationships and environmentalism. Primarily for doctoral students. The goal of this doctoral course is to familiarize students with major conceptual frameworks, debates, and developments in contemporary organization theory. This is an inter-disciplinary domain of inquiry drawing primarily from sociology, and secondarily from economics, psychology, anthropology, and political science. The course focuses on inter-organizational processes, and also addresses the economic, institutional and cultural contexts that organizations must face. This is an introduction to a vast and multifaceted domain of inquiry. Due to time limitations, this course will touch lightly on many important topics, and neglect others entirely; its design resembles more a map than an encyclopedia. Also, given the focus on theoretical matters, methodological issues will move to the background. Empirical material will be used to illustrate how knowledge is produced from a particular standpoint and trying to answer particular questions, leaving the bulk of the discussion on quantitative and qualitative procedures to seminars such as 15.347, 15.348, and the like.

The course is structured around a core of fundamental concepts concerning how we view organizations, and the application of these concepts to basic domains of action crucial for contemporary businesses: sensemaking, learning, knowing, and change. We view organizations as enacted systems, wherein humans are continually shaping the structures that influence their action in turn. In other words, we create the systems that then create us.

Introductory examination of the US law of intellectual property, with emphasis on patents and copyrights, and a brief look at trademarks and trade secrets. Comparisons made with regard to what can and cannot be protected, what rights the owner does and does not obtain, and how these rights come into being. Issues relating particularly to new information technologies highlighted. Assignments include case and statutory readings, written preparatory exercises, and student case presentations.

This course takes a broad-based look at poker theory and applications of poker analytics to investment management and trading.

This course provides understanding of the theory and processes of negotiation as practiced in a variety of settings. It is designed for relevance to the broad spectrum of bargaining problems faced by the manager and professional. With an emphasis on simulations, exercises, role playing and cases, students are given an opportunity to develop negotiation skills experientially and to understand negotiation in useful analytical frameworks.

The course purpose is to provide the substance and skill necessary to make sound business decisions relating to information systems, and to work with senior line managers in the resolution of issues and problems in this area. Categories of issues which will be addressed in the course include: How do IT and its various manifestations in business, such as the Internet, affect current and future competitiveness? How do we align business strategy and plans with IT strategy and IT plans? How can we engage executives in learning and leading IT-related change? How do we implement new systems, change work behavior, manage projects? How should we organize and govern IT in an organization.

Opportunity for group study by graduate students on current topics related to management not otherwise included in curriculum. Practical Leadership is an interactive seminar where students receive repeated coaching and real-time feedback on their own leadership capabilities from their peers and the instructor. The course is structured around a set of readings. However, the key component is each student's own self-assessment. These self-assessments are done by the students in the first week of the semester. The areas for improvement that the students identify are then targeted in the weekly role plays that are customized for each student in the class. The goal of the class is for each student to increase his or her own leadership abilities through an ongoing cycle of practice, feedback and reflection.

This course serves as a description and critical assessment of the major issues and stages of developing a pharmaceutical or biopharmaceutical. Topics covered include drug discovery, preclinical development, clinical investigation, manufacturing and regulatory issues considered for small and large molecules, and economic and financial considerations of the drug development process. A multidisciplinary perspective is provided by the faculty, who represent clinical, life, and management sciences. Various industry guests also participate.

Principles of Accounting is designed to meet the scope and sequence requirements of a two-semester accounting course that covers the fundamentals of financial and managerial accounting. Due to the comprehensive nature of the material, we are offering the book in two volumes. This book is specifically designed to appeal to both accounting and non-accounting majors, exposing students to the core concepts of accounting in familiar ways to build a strong foundation that can be applied across business fields. Each chapter opens with a relatable real-life scenario for today’s college student. Thoughtfully designed examples are presented throughout each chapter, allowing students to build on emerging accounting knowledge. Concepts are further reinforced through applicable connections to more detailed business processes. Students are immersed in the “why” as well as the “how” aspects of accounting in order to reinforce concepts and promote comprehension over rote memorization.

Principles of Accounting is designed to meet the scope and sequence requirements of a two-semester accounting course that covers the fundamentals of financial and managerial accounting. Due to the comprehensive nature of the material, we are offering the book in two volumes. This book is specifically designed to appeal to both accounting and non-accounting majors, exposing students to the core concepts of accounting in familiar ways to build a strong foundation that can be applied across business fields. Each chapter opens with a relatable real-life scenario for today’s college student. Thoughtfully designed examples are presented throughout each chapter, allowing students to build on emerging accounting knowledge. Concepts are further reinforced through applicable connections to more detailed business processes. Students are immersed in the “why” as well as the “how” aspects of accounting in order to reinforce concepts and promote comprehension over rote memorization.

Principles of Management is designed to meet the scope and sequence requirements of the introductory course on management. This is a traditional approach to management using the leading, planning, organizing, and controlling approach. Management is a broad business discipline, and the Principles of Management course covers many management areas such as human resource management and strategic management, as well behavioral areas such as motivation. No one individual can be an expert in all areas of management, so an additional benefit of this text is that specialists in a variety of areas have authored individual chapters.

This course is organized around the well-established planning, organizing, leading, and controlling framework (or, simply, P-O-L-C). Three underlying themes carry throughout: strategic thinking, entrepreneurial thinking, and active management.

This course will illustrate the ways in which the practice of management evolves as firms grow in size. Historically, middle managers have served as so-called ŇgatekeepersÓ who collect, analyze, and pass information up and down the management chain within an organization. But two recent developments at the turn of the 21st century Đ namely, low-cost data manipulation in computers and the emergence of widespread, real-time communication (in the forms of inexpensive, long-distance global calling, email, text messaging, and social media) Đ have reduced the need for these middle-manager gatekeepers, and companies have eliminated thousands of such positions. The goal? To speed the flow of information and decision-making and reduce the number of layers that separate the customer from the leadership of an organization.

This textbook teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership.

This book's modular format easily maps to a POLC course organization (Planning, Organizing, Leading, and Controlling, attributed to Henri Fayol (1949, General and industrial management. London. Pitman Publishing company), and suits the needs of most undergraduate or graduate course in Principles of Management.

Principles of Management for Leadership Communication was adapted from the original version detailed below. This 2020 edition was published by the University of Arkansas Libraries.

Principles of Management is adapted from a work produced and distributed under a Creative Commons license (CC BY-NC-SA) in 2010 by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative.

This adaptation has reformatted the original text and replaced some images and figures to make the resulting whole more shareable. This adaptation has not significantly altered or updated the original 2010 text. This work is made available under the terms of a Creative Commons Attribution-NonCommercial-ShareAlike license.

I. Chapter 1: Introduction to Principles of Management
II. Chapter 2: Communication in Organizations
III. Chapter 3: Organizational Culture
IV. Chapter 4: The Essentials of Control
V. Chapter 5: History, Globalization, and Values-Based Leadership
VI. Chapter 6: Leading People and Organizations
VII. Chapter 7: Developing Mission, Vision, and Values
VIII. Chapter 8: Organizational Structure and Change
IX. Chapter 9: Strategic Human Resource Management
X. Chapter 10: Social Networks