シラバス Syllabus

授業名 Organizational Behavior
Course Title Organizational Behavior
担当教員 Instructor Name Kuok Kei Law
コード Couse Code NUC430_N21A
授業形態 Class Type 講義 Regular course
授業形式 Class Format On Campus
単位 Credits 2
言語 Language EN
科目区分 Course Category 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term2

授業の概要 Course Overview


This course is connected to the University's mission of educating innovative and ethical leaders who can apply their knowledge and values to advance business and society.
By taking part in this course, participants will gain a comprehensive understanding of individual and group behavior in organizations as well as how situational factors would affect the behavior and attitude of organizational members.
By taking part in this course, participants will be able to understand the influence of the following factors on individual and group behavior: personality, attitude, motivation, perception, creativity, self-identity, power and politics, communication, group cohesion, diversity, leadership, ethics, stress, conflicts, and work-life balance.

本授業の該当ラーニングゴール Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)

受講後得られる具体的スキルや知識 Learning Outcomes


1. Understand, predict and influence individual behavior in organizations.
2. Understand, predict and enhance group behavior in organizations.
3. Analyze and evaluate the fit between a person and an organization.

SDGsとの関連性 Relevance to Sustainable Development Goals

Goal 10 人や国の不平等をなくそう(Reduced Inequality)

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 10 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 90 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, Report, Feedback methods


Participants should allow at least 3 hours of preparation time per case. There are around 48 pages of main contents in total from the six assigned cases.
A laptop computer is required for electronic distribution of handouts in class and a simulation exercise towards the end of the course.


Please read the assigned case before each class. If needed, please conduct online or library search on the corresponding theme/topic to be discussed. Some relevant theories/frameworks will be used in class discussion.


Theme : Reflective essay.
Assignment : Please refer to the instructions posted on Google Classroom.
Deadline : Approximately 1 week after the course has ended.
Submission method : Please submit to Google Classroom.
Feedback: Marked assessment rubrics will be returned to participants.

授業スケジュール Course Schedule

第1日(Day1)

Theme: Identity, motivation, and person-organization fit.
Main contents: Self-identity, minority groups, personality, motivation, person-organization fit.

●使用するケース
Carla Ann Harris at Morgan Stanley (Publisher: HBS)
(related to SDG Reduced Inequality)

第2日(Day2)

Theme: Perception and expectation.
Main contents: Expectation management, perceptual biases, conflicts, self-identity.

●使用するケース
Just a Little Something from All of Us: Conflicting Expectations for Gift Fund Management Lead to Dissatisfaction (Publisher: HEC Montreal Centre for Case Studies)

第3日(Day3)

Theme: Power and politics.
Main contents: Bases of power, politicking behaviors, conflicts.

●使用するケース
Thomas Green: Power, Office Politics and a Career in Crisis (Publisher: HBS)

第4日(Day4)

Theme: Employee creativity and business.
Main contents: Managing and encouraging creativity, balance between efficiency and creativity.

●使用するケース
Managing Creativity at Shanghai Tang (Publisher: HBS)

第5日(Day5)

Theme: Team design, cohesion, and effectiveness.
Main contents: Team design, team cohesion, team conflicts, team effectiveness, leadership.

●使用するケース
Blake Sports Apparel and Switch Activewear: Bringing the Executive Team Together (Publisher: HBS)

第6日(Day6)

Theme: Leadership and followership.
Main contents: Organizational change, organizational culture, leadership, followership, person-organization fit.

●使用するケース
Tony Hsieh at Zappos: Structure, Culture, and Change (Publisher: INSEAD)

第7日(Day7)

Simulation exercise.
Main contents: Leadership, team work, conflicts, ethical decisions.

●使用するケース
Leadership and Team Simulation: Everest V3 (Publisher: HBP)

成績評価方法 Evaluation Criteria

*成績は下記該当項目を基に決定されます。
講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 0 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 60 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 0 %
小テスト Quizzes / Tests 0 %
最終レポート Final Report 40 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

Preparation before class and active participation in both small group discussion and open class discussion are expected. The final report will be graded by the comprehensiveness and depth of the content.

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • 配布資料

参考文献・資料 Additional Readings and Resource

Additional readings and videos will be distributed and shown in class.

授業調査に対するコメント Comment on Course Evaluation

Class discussion will follow a more structured and theoretically based manner as suggested by previous participants. A few discussion themes and cases have been replaced following suggestions from the previous year.

担当教員のプロフィール About the Instructor 


Dr. Law is an Associate Professor in the area of management at NUCB. He received his PhD from City University of Hong Kong. His research interests include knowledge management and human resource management. His work has been published in book, book chapter and international referred journals such as European Management Journal, Human Resource Management Review, and Journal of Knowledge Management.

(実務経験 Work experience)


Prior to joining NUCB, Dr Law worked at the Open University of Hong Kong, where he started his academic career and rose quickly from Assistant Lecturer to Lecturer to Assistant Professor during his nine years of tenure. He has extensive experiences in delivering business management courses at both the undergraduate and postgraduate levels as well as supervising research and dissertations.

Refereed Articles

  • (2021) Online or Offline? Coaching Media as Mediator of the Relationship between Coaching Style and Employee Work-related Outcomes. Australian Journal of Management
  • (2020) Sustainable HRM: An extension of the paradox perspective. Human Resource Management Review
  • (2020) Knowledge Creation for Whom?. NUCB Insight 9
  • (2020) Do film festivals attract tourists?. Current Issues in Tourism
  • (2018) Performance management and justice in knowledge management: A theoretical framework. International Journal of Knowledge Management Studies 9(2):

Refereed Proceedings

  • (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference .British Academy of Management 2017 Conference. 1. 3. University of Warwick
  • (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication .The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico
  • (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific .The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe






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