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BMA505: Organizational Behavior

In the Winter 2006 session of BMA505 led by instructor Lee Bolman, the agenda emphasizes key concepts in organizational behavior. Students are invited to visualize their workplaces and evaluate their effectiveness. Through collaborative discussions, the session explores the notion of managerial cluelessness and predictions for future leadership demands amidst growing competition. Utilizing Bolman & Deal's reframing theory, organizational structures are examined from various perspectives such as structural, human resource, political, and symbolic. A focus on team formation and effective contracting promotes an engaging learning environment.

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BMA505: Organizational Behavior

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  1. BMA505: Organizational Behavior Winter, 2006 Instructor: Lee Bolman

  2. Tonight’s agenda • Introductions • What we know about organizations • Reframing organizations • Syllabus and Contracting

  3. What we know about organizations • Draw your workplace – create a visual image that captures some of its most important characteristics • Rate it in terms of its quality and effectiveness (1 = Very poor….10 = Excellent), and briefly explain your rating • Share in small groups; each group select one person to share with class

  4. Are Managers Clueless?

  5. Why clueless? • 好 • 女(nǚ) = woman • 子 (zǐ) = child • 好(hǎo) = good

  6. More cluelessness ahead? Predictions for 2010 • Intense competition for individuals capable of leading business organizations (growing leadership gap?) • Environment of extreme cognitive complexity requiring extraordinary strategic thinking skills and ability to make high-quality decisions quickly in face of competitive pressure and uncertainty • Emphasis on leadership as opposed to technical skills • Communication and talent development skills key elements of “leadership” • An increased priority on executive teambuilding: only teams of executives will be capable of creating and implementing winning strategies given the level of complexity • [Source: Barrett, A. and Beeson, J., Developing Business Leaders for 2010. The Conference Board, New York, 2002.]

  7. Break

  8. Conceptual perspective: Bolman & Deal, Reframing Organizations • Structural: organization as machine • Human resource: organization as family • Political: organization as jungle • Symbolic: organization as theater or temple

  9. Contracting: Syllabus • Syllabus is contract between instructor and students • Contracting process is your opportunity to shape the agreement • Web site: http://bloch.umkc.edu/classes/bolman/ma-505.htm

  10. Contracting Process • Read syllabus • Meet in groups. Discuss: • What makes sense or looks good? • What’s not clear? • What would you like to change? • Have a rationale: how will the change promote learning?

  11. Next Week • Team Formation • In-class process designed to balance skills and interests

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