Not available in 2019/20
MG312 Half Unit
Extreme Organisational Behaviour: Examining behaviour in non-normative organisational contexts
This information is for the 2019/20 session.
Teacher responsible
Prof Jacqueline Coyle-Shapiro
Availability
This course is available on the BSc in Management, International Exchange (1 Term) and International Exchange (Full Year). This course is available as an outside option to students on other programmes where regulations permit and to General Course students.
Pre-requisites
Organisational Behaviour and Leadership (MG105) or equivalent
Course content
Extreme OB seeks to understand atypical forms organisational phenomena. Alternative forms of organisations and unique individual circumstances have become more commonplace in recent years; however, OB theories—designed to apply to “typical” workplace behaviour and contexts—have not kept pace. The emphasis in this course will be on critically evaluating existing OB theories as they relate to extreme forms of workplace behaviour (e.g., workaholism, pro- and antisocial behaviour) and contexts (e.g., poverty, disasters, military, and hospital). Weekly topics include isolated and high pressure work environments, passion work, virtual and flexible teams.
Teaching
20 hours of seminars in the MT.
Students on this course will have a reading week in Week 6, in line with departmental policy.
Formative coursework
Students will be expected to produce 2 pieces of coursework (1 essay outline based on a case study and 1 presentation) in the MT.
Indicative reading
The course relies heavily on journal articles (for example, Academy of Management Journal, Journal of Applied Psychology, Journal of Organizational Behaviour, and Harvard Business Review). An extensive reading list is provided at the start of the course. Indicative readings include:
Eikhof, D. R., & Haunschild, A. (2006). Lifestyle meets market: Bohemian entrepreneurs in creative industries. Creativity and Innovation Management, 15, 234-241.
Green, F. (2004). Why has work effort become more intense? Industrial Relations, 43, 709-741.
Griffin, M. A., Neal, A., & Parker, S. K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50, 327-347.
Hewlett, S. A., & Luce, C. B. (2006). Extreme jobs: the dangerous allure of the 70-hour workweek. Harvard Business Review, 84, 49-59.
Johns, G. (2006). The essential impact of context on organizational behavior. Academy of Management Review, 31, 386-408.
O’Boyle, Jr., E. H., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). A meta-analysis of the Dark Triad and work behavior: A social exchange perspective. Journal of Applied Psychology, 97, 557-579.</