C715 Organizational Behavior is a Western Governors University business course on how to lead and manage people effectively in diverse business environments.
WGU's program guides describe it as exploring how to lead and manage effectively in diverse business environments. You study individual behavior, how groups develop, the nature of work teams, organizational culture, leadership and performance improvement, and you demonstrate the ability to apply organizational leadership theories and management strategies to a series of scenario-based problems.
The guides list the course at three competency units, often early in business degrees. The scenarios are what make it challenging: you must choose the right theory, apply it to specific facts and recommend action.
Course at a Glance
| Item | Details |
|---|---|
| University | Western Governors University (WGU) |
| Course code | C715 |
| Level | Undergraduate business |
| Competency units | 3 (per WGU business program guides) |
| Subject area | Organizational behavior and leadership |
| Typical work | Scenario-based problems applying theory |
What C715 Covers
| Topic | What it means in practice |
|---|---|
| Individual behavior | Personality, perception, motivation and attitudes at work |
| Group development | How groups form and mature |
| Work teams | Roles, cohesion and team effectiveness |
| Organizational culture | Shared values and how they shape behavior |
| Leadership | Styles and theories of leading people |
| Performance improvement | Goals, feedback and motivation strategies |
Key Theories Explained
Motivation Theories
Maslow's hierarchy ranks needs from physiological to self-actualisation. Herzberg separates hygiene factors (pay, conditions) that prevent dissatisfaction from motivators (achievement, recognition) that build satisfaction. Expectancy theory says effort depends on believing it leads to performance and valued rewards.
Example: Staff at a call center are well paid but disengaged. Herzberg suggests pay is a hygiene factor, so a raise will not fix motivation. A stronger recommendation adds recognition, chances to handle complex cases and clear progression, each linked to the theory.
Tuckman's Stages of Group Development
Groups move through forming, storming, norming and performing (with adjourning added later). Recognizing the stage helps a leader choose the right action, such as clarifying roles during storming.
Leadership Approaches
Transformational leaders inspire through vision and individual attention; transactional leaders use clear exchanges of reward for performance; situational leadership adapts style to followers' readiness. Strong answers justify the fit with the scenario.
Typical Assignments and How to Approach Them
WGU assesses competency through performance assessments or objective assessments. Check your course page for the current format. Scenario-based work typically looks like this:
| Task type | What it tests | How to approach it |
|---|---|---|
| Diagnose a problem | Identifying the OB issue | Separate symptoms from root causes |
| Apply a theory | Correct use of concepts | Name the theory and link it to facts |
| Recommend action | Practical management | Give specific, realistic steps |
| Culture or team analysis | Group-level thinking | Use evidence from the scenario |
A Method for Scenario Questions
- Read for facts. Note who is involved, what is happening and what has been tried.
- Diagnose. Is it motivation, team dynamics, culture or leadership?
- Select a theory. Choose the one that best explains the facts.
- Apply it. Show how specific facts match the theory's ideas.
- Recommend. Propose actions that follow from the analysis, with expected results.
Organizational Culture and Diversity
Culture and diversity run through C715, since the course is about leading in diverse business environments. Edgar Schein's model describes culture at three levels: visible artifacts (dress, office layout, rituals), espoused values (what the organization says it values) and underlying assumptions (beliefs so taken for granted that people rarely discuss them).
Example: A company says it values innovation, but managers punish every failed idea. The espoused value and the underlying assumption ("mistakes are dangerous") conflict, so employees stop suggesting ideas. A good recommendation targets the assumption, for example by celebrating useful experiments, rather than repeating the slogan.
Diversity adds another layer. Teams with varied backgrounds can make better decisions, but only if leaders create inclusion: fair processes, psychological safety and genuine chances for every member to contribute. Addressing these points shows awareness of the diverse environments named in the course description.
Improving Performance
Performance improvement is the final topic in the course description. Goal-setting theory suggests that specific, challenging goals with regular feedback improve performance more than vague instructions to "do your best".
In a scenario, combine goal setting with motivation theory and leadership: set SMART goals with the employee, provide feedback and recognition, remove obstacles, and match the leadership style to their readiness. Explaining how each step addresses the diagnosed problem turns a list of actions into a coherent plan.
Where Students Get Stuck
- Theory dumping. Describing several theories without applying any earns little.
- Generic recommendations. "Improve communication" needs specifics: who, how and when.
- Ignoring diversity. The course stresses diverse environments; consider different perspectives.
- Treating symptoms. Diagnose the cause before recommending action.
Study Tips for C715
- Keep a one-page sheet of key theories with one workplace example each.
- Practice the five-step method on short case studies.
- Use the rubric language as headings in written responses.
- Check your course page for the current assessment format.
How We Help with C715
Send the task instructions, rubric, scenarios and any evaluator comments. A writer with a management background prepares model scenario responses, explains how to choose and apply theories, or reviews your draft for accuracy and depth.
GradeEssays is independent of Western Governors University. Our work is tutoring and reference material: use it to understand the approach, then write and submit your own work under WGU's academic integrity rules. We never take exams and never log in to student portals. Revisions are free within the original scope.
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Frequently Asked Questions
Individual behavior, group development, work teams, organizational culture, leadership and performance improvement, applied to scenario-based problems.
WGU's business program guides list Organizational Behavior at three competency units.
Motivation theories (Maslow, Herzberg, expectancy), Tuckman's stages and leadership approaches such as transformational and situational leadership.
Diagnose the issue, choose a fitting theory, apply it to the facts and recommend specific actions.
WGU uses performance and objective assessments. Check your course page for the current format.
No. We are an independent service with no connection to Western Governors University.