01...END OF COURSE EVALUATION"

Instructions

THIS PAPER, IS A "STUDENT SELF REFLECTIVE ESSAY", THIS IS BASICALLY THE END OF THE COURSE VALUATION IN TERMS OF OUTCOME AND ETC, EXPECTATIONS, COURSE MATERIAL ETC, ETC, FOR A DOCTORAL COURSE I AM CURRENTLY TAKING, CALLED "Theories of Organizational Behavior in Business". THIS IS EASY WORK, U MIGHT BE OVERWHELHMED OF THE LARGE ORDER DETAILS, BUT LOL, NO THIS IS PEACE OF CAKE ASSIGNMENT.ANYWAYS, HERE IS THE PROMPT:PROMPT:Student Self-Reflective EssayThe purpose of the Student Self-Reflective Essay is to reflect uponwhat one has learned or how one has performed as compared withone's expectations or goals.At the end of each course, we ask students to respond to five (5)statements. In your essay please respond in sequential order to thefive (5) statements below. There is no requirement for length whenresponding to each statement.1. Descriptions of how you feel you improved your knowledge,skills, abilities, and yourself in this session through thiscourse.2. Evaluation of the work you did during the session for the classand explanations of ways you could have performed better.3. Topics you have identified that you did not understand or werenot successful in trying to implement and suggestions you mayhave about how to improve the course material on thosetopics.4. Ways you might measure the future effects of what you havelearned in this course or your future progress/improvement.5. State whether you achieved the course outcomes (StudentLearning Outcomes).ANYWAYS, HERE IS A LIST OF EACH WEEK'S MODULES TOPICS WITH A BREIF SUMMARY OF EACH WEEKS MODULES WE LEARNED IN THE 8 WEEKS COURSE, SO U CAN SEE THEM AND PERHAPS  HELP U UNDERSTAND WHAT I LEARNED THOUROUT THE SEMESTER/COURSE TO HELP U ANSWER ABOVE STATEMENTS, OR QUESTIONS.Module 2: OB Theories in Management: IndividualIn this module, we focus on a vital aspect of management, motivating employees in achieving goals and objectives, and thus enabling optimal performance. This is an individual level of analysis. Motivation is a highly researched and relevant field at the individual level. It is also considered a highly fragmented area of study.Theories of motivation are grouped in content (mainly needs theories) and process (theories that explain mechanisms of motivation).Content theories discuss the what, or factors of motivation. Among them, Maslows hierarchy of needs and Herzbergs two-factor theory have been the most influential. Process theories analyze the how or mechanisms and processes of how motivating works. Expectancy and goal setting theories are among the best-known and utilized process theories. Monetary type rewards are also referred to as extrinsic, while recognition or fulfillment is called intrinsic.Abraham Maslow (1908-1270), a great scholar of psychology, formulated the well-known hierarchy needs. Lower level needs are survival related, such as shelter, food, and safety. Once these are met, belonging and self-esteem needs arise. Therefore, Maslow contends that once basic lower level needs are met (for which people need wages and jobs), higher level needs emerge. Maslows hierarchy of needs has been widely applied in many domains, including management. In organizations, employees want to belong and have a sense of community, as well as be praised and recognized for their contribution. Self-actualization is the ultimate need and few attain it, according to Maslow. This can be related to career challenge and advancement.Herzberg (1923-2000), a well-known American psychologist, devised the hygiene or two- factor theory, which has been substantively utilized in management. It evidences the importance of non-monetary rewards. While extrinsic elements do not seem to guarantee long-term satisfaction, their absence leads to dissatisfaction. The motivation factors, such as recognition, development, achievement, lead to satisfaction.Expectancy theory, based on Vrooms work, asserts that motivation consists of multiplying expectancy (of meeting goals by performance), instrumentality (belief in rewards commensurate with exerted efforts) and valence (value placed upon rewards). Vroom is a professor at the Yale School of Management.Locke & Latham Goal Setting (1991) theory has been highly influential in management. They contend that employees are more motivated when they are assigned well defined, achievable, measurable and challenging goals.Module 3: OB Theories in Business Administration: GroupTechnology continues to advance how we do business. Communication is increasingly electronic and less face-to-face. A shifting dynamic as to how groups of individuals assemble to complete a task or project shifts the organizational dynamics in organizational behavior. The development and facilitation of remote workgroups and virtual teams are increasing. For instance, video conferencing, e-mail, and data transfers are tools for getting the work done whether across the room or across the globe.Choosing to be a group model or a team model impacts how the organization behaves and the results achieved. The Tuckman model of group development is one of the most used and versatile in business administration. Natvig & Stark (2016) describe how moving through the stages of Tuckmans model shape the group into a well-developed team by evolution from its established status to growth group, taking on new challenges for continued development. The business benefits from this continued growth as this will impact process, practice, and culture within the organization.Module 4: OB Theories: ConflictLeaders must understand that assessment of organizational behavior involves monitoring and managing: thinking, feeling, action, and reaction or response. Individual, team or group behavior stems from personality, previous learning, and experience. How the environment and event are interpreted and perceived all impact individuals, teams, and the collective organization and oftentimes result in conflicts.  Module 5 OB Theories: Management and LeadershipOrganizational behavior theories addresses how people, processes, and systems work together. Facilitating growth through all aspects of the organization necessitates sound management and leadership at the organizational, team, and individual levels. Management and leadership of the teams and organization play a key role in the ongoing growth or success of the people and the organization collectively.Leadership can be at all levels of the organization. Organizational leadership is frequently at the top tiers of the organization. From leadership comes the management of the organization, departments and teams. Leaders and managers working together make the organization stronger. Developing strong leadership teams is a challenge due to the requirements to lead rather than manage. Both roles are essential to the organization, though are not easily filled in one individual, thereby necessitating a leader/manager team relationship.Module 6: Organizational Culture and OBOrganizational Culture is a major component in all organizations. The culture is set through workplace environment, attitudes, productivity, personality, and management. The structure and climate within the organization whether in a local geographic location or multinational can vary by season, scenario, and circumstance. Developing camaraderie between individuals and teams, groups, or departments all depend upon organizational culture. Ultimately, the culture inside the organization impacts the organizations reputation in the community. Module 7 OB Practices: Corporate Social ResponsibilityOrganizational behavior contributes to how the organization is perceived in the community. Balancing corporate social responsibility, community support, and corporate image is indicative of behavior throughout the organization. Corporate Social Responsibility is seen as giving back whether locally, nationally, or globally. Social responsibility can be financial, or service, or resources. The social responsibility begins with the individual. When the individuals come together for a common cause that impacts community or society, this will be seen as the social behavior. The processes and practices of the organization use of resources, equipment, personnel, waste product, unused waste product or alliances and partnerships all are a part of what can be social responsibility by the company.Corporate Social Responsibility is imperative nowadays for all organizations. Most organizations have CSR departments, which balance ethics with CSR. In addition, organizations that engage in CSR by service to the community are sometimes more successful and profitable as the community views the organization as a partnership.In this module, we will explore organizational behavior practices in the form of Corporate Social Responsibility (CSR).Module 8: Organizational Change TheoriesChange within an organization however slight can have significant impact. A ripple of change runs throughout the organization creates shift however minor or major as to how response or reaction will be incurred. How a group or a team reacts and responds to change shifts the collective behavior and work environment. The leadership and management teams not driving change the right direction, at the wrong time, without the right people in the right positions will drive change to incorrect needed behavior. The variation of difference between what is positive change and what is negative change however slight shifts behavior and culture within the organization.Theorists assess change as incremental, occurring all the time in relatively stable periods. Examples may be: having to learn a computer system or application or changing workgroups and changing organizations. These are changes that are uncomfortable, since individuals do not like change and resist change. You may have seen that "resistance to change" is a major concept and area of research within change management.Change is a constant as the drive for continuous improvement advances. Change requires adaptation and flexibility. Routine change, while challenging, can be effected using organizational standards and processes, since routine change is part of organizational life.While less dramatic, change area events have an impact on organizations, such as major job loss, outsourcing or offshoring. Radical change may also refer to organizations changing course and directions in order to keep up with new market and global trends and demands. Mergers and acquisitions can also be part of radical change events, depending on their effects and magnitude.Radical change requires very specific skills and leaders. For example, Charismatic leaders, as uncovered by sociologist Max Weber, emerge during periods of historical upheavals. However, existing leaders may affect radical change. For example, Steve Jobs effected a very successful radical change management when he was recalled at Apple, Inc. (the company he had founded but fired him). Mr. Schultz was recalled from early retirement in order to turn around Starbucks into a highly successful company.In this final module, you will select at least one theory/model of organizational change for the organization of choice you selected for your selected area of interest.

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