Course Learning Reflections

Assignment 1: Discussion—Course Learning ReflectionsThis assignment ends your journey in this course. Throughout the eight modules, you have been given the opportunity to learn, practice, and apply concepts and theory in new ways. Carefully consider where you were on the first day of the course and where you are now regarding your understanding of OB. Has your perspective on all the components of OB expanded? Perhaps you see OB in a new way. Perhaps you too have evolved!Consider the aforementioned aspects, and reflect on the previous seven modules’ readings, discussions, and papers regarding organizational behavior. Then, respond to the following:What will you do differently at your workplace after completing this course? Explain why.What is the most important learning component you are going to take away from this experience?What commitments will you undertake to ensure that what you learned and achieved in this course is not lost?Give reasons and examples, supported with appropriate academic literature, when developing your responses. Be sure to cite to APA writing standards for paraphrases and direct quotes.Write your initial response in 300–500 words. Apply APA standards to citation of sources. Click here to download the APA Guide. Use this guide to format your assignment.By the due date assigned, post your response to the appropriate Discussion Area. Through the end of the module, review and comment on at least two peers’ responses.Do the following when responding to your peers:Read all posts from your peers.Respond to feedback on your posting and provide substantial feedback to no less than two other peers on their ideas.Provide substantive comments by contributing new, relevant information or quotes from course reading, academic and trade journals, company websites, or other sources; build on the remarks or questions of others; or share practical examples of key concepts from your experiences, professional or personal.Make sure your writing is clear, concise, and organized; demonstrates ethical scholarship in accurate representation and attribution of sources; and displays accurate spelling, grammar, and punctuation per APA (6th edition) standards.Module 8 OverviewEvaluate the theoretical and practical implications and applications of organizational behavior.Research and analyze the role of systems thinking in establishing solutions to organizational problems.Explore diversity issues in the context of organizational behavior in the workplace as well as individual differences within an organization.Compare and contrast motivation techniques used in organizations.Explore the effect of teamwork on organizational behavior as it pertains to group dynamics, decision making, and quality improvement processes.Over the past seven modules, you have reviewed, researched, and discussed various components that make up OB. You now have a new and deeper understanding of OB stemming from the theoretical and practical applications to how an evolution is underway.Given your enhanced understanding of OB, consider how you might become a part of this evolutionary process.Will you be a leader or manager in this process? Or will you become a better informed player willing to share your talents and knowledge in the group pool in order to allow synergy to propel your organization to the top?From a systems thinking perspective, can you become part of the whole in sharing the glory versus being the only one basking in the glory from a self-centric perspective?Course SummaryIn this course, you learned about the different aspects of OB and how it is evolving. This knowledge is vital to understanding organizational change efforts in twenty-first-century organizations and learning how to manage them as successful learning organizations. In this course, you have studied, researched, and applied various concepts and principles relating to OB. You were challenged to assume the role of a change agent and develop an organizational case study. For a quick review, the following reiterates the module overviews:Module 1 OverviewThe systemic study of all stakeholders within and outside an organization is called OB. There are many factors involved in motivating stakeholders, and organizational leaders and managers need to have a solid understanding of these factors in order to motivate a workforce in a global world.Module 2 OverviewOrganizations are essentially living organic systems composed of parts that are interconnected and interrelated. Whatever affects one part in the system will, to some degree, affect other parts of the system. Twenty-first-century leaders and managers, who understand systems thinking and are able to integrate the concepts of systems thinking into the organization, may have a competitive advantage over organizations whose leaders and managers have not embraced systems thinking.Module 3 OverviewWhile motivating employees has been a noted challenge for the past century, theory and practices developed and used to motivate employees in the early twentieth century may not work in a twenty-first-century organization. Employees are not necessarily motivated by fear, coercion, or pay, but through feeling valued and being allowed to be creative and innovative.Employees do not fear job loss as much as they once did, as more and more employees do not expect to work for only one or two organizations in their lifetimes. In addition, new motivational and work performance considerations have taken place as organizations outsource work, lay off employees as part of restructuring efforts, and employee job satisfaction and performance are challenged.Module 4 OverviewThe pace of globalization is a challenge confronting organizational leaders and managers if they wish to remain viable. While global marketing has been around for decades, newly emerging markets and economies will continue to challenge relationships between emergent nations and organizations attempting to gain inroads to products, markets, employees, or services. These challenges will be constant and organizational leaders and managers may need to challenge old ideas in order to be successful in a world marked by constant change.Module 5 OverviewEthics and diversity became topics of discussion in the latter part of the twentieth century. However, as more generations entered the job market and people began retiring later, the generational mix became a factor in not only how to get people to work together, but in how such diversity might be utilized as an organizational strength. Ethics scandals of the late twentieth and early twenty-first century resulted in the development of ethical codes of conduct and mandatory ethics training practices. As ethics policies developed, improvements have been made to correct for potential flaws in the training procedures.Module 6 OverviewConflict has become a recognized issue that diminishes not only individual productivity and efficiency, but also overall organizational productivity and efficiency. Learning to recognize the types and styles of conflict in order to plan proactively versus reactively is a challenge for leaders and managers. If captured proactively, conflict can be productive and constructive.Module 7 OverviewOrganizations have been evolving since the inception of organizations, as has OB. Managing organizations continues to be an evolving challenge requiring leaders and managers who are capable and willing to adapt and change. In addition, the pace of technology has added additional challenges; in other words, technology has served to both aid and hinder organizations. Technology has displaced employees, created new types of organizations that are purely service oriented, and made for a borderless world that increased business transactions beyond anything imaginable in the early twentieth century. Finally, organizations that continue to evolve, adapt, and thrive in the twenty-first century are referred to as learning organizations.

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