OL-500 is a study of individuals and groups and their interaction. Students examine theories of motivation, communication, leadership, power, and change with practical relation to contemporary issues. They also study organizations for key design variables and reward systems aimed at improved performance and organizational efficiency through employee motivational programs, participative management, and cooperative decision-making.
Individual and group behavior together
The course examines individuals and groups together, recognizing that organizational behavior emerges from the genuine interaction between individual psychology and group dynamics, not either factor in isolation.
Theory connected to contemporary organizational issues
OL-500 explicitly relates theories of motivation, leadership, and power to practical, contemporary organizational issues, ensuring theoretical study translates into genuine relevance for real workplace challenges.
Key topics in OL500
- Theories of motivation and communication
- Leadership and power dynamics
- Organizational change theory
- Organizational design variables
- Reward systems and employee motivation
- Participative management and cooperative decision-making
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Worked example: individual motivation shaping organizational design
- Individual-only view: Understanding a single employee's motivation in isolation
- Organizational design connection: Using that motivational understanding to design reward systems and participative management structures that genuinely improve organizational performance
- Lesson: OL-500 teaches that individual behavior theory only becomes practically useful when connected to real organizational design decisions
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Frequently asked questions
Organizational behavior genuinely emerges from the interaction between individual motivations and group-level dynamics — an individual's behavior is shaped by group context, while group outcomes depend on aggregated individual motivations and interactions — meaning studying either level in isolation would miss this genuine interdependence. OL-500 covers both together because a complete understanding of organizational behavior requires seeing how individual and group factors interact, not treating them as separate, unrelated phenomena.
Understanding motivation and leadership theory conceptually doesn't automatically translate into knowing how to actually design an organization's reward systems or management practices to leverage that understanding, and connecting theory directly to these practical organizational design elements ensures students can apply behavioral insight to genuine workplace improvement. OL-500 makes this connection explicit because organizational leadership competency requires this practical application, not just theoretical knowledge of behavioral concepts.