| 授業名 | Organizational Behavior |
|---|---|
| Course Title | Organizational Behavior |
| 担当教員 Instructor Name | Sookyoung Lee |
| 科目ナンバリングコード Course Numbering Code | GBA210 |
| 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 |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term1 |
| コード Couse Code | NUC459_N26A |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
Aligning with the NUCB's mission statement, this course aims to nurture innovative, ethical leaders who possess a ʻFrontier Spiritʼ in managing people in response to the contemporary challenges in the New Asian and global context.
授業の目的（意義） / Importance of this course
This course aims to provide students with the fundamental knowledge of organizational behavior, and enables them to apply the key concepts with reflective thinking as to solve problems related to decision making, resource allocation, communication and activity coordination at the workplace in a rapidly changing environment. It focuses on individual, group and organizational factors influencing organizational effectiveness. It offers a systematic approach for helping students acquire the skills to analyze the implications of situational and environmental factors affecting organizational design and behavior. It will also help students communicate effectively and identify ethical issues in different contexts.
学修到達目標 / Achievement Goal
By taking part in this course, students will develop the ability to analyze organizational behavior through themes such as motivation, identity, power and politics, employee voice, team processes, leadership, and ethics.
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)
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
Upon completing this course, students are able to: 1. analyze and compare different models used to explain individual behavior and creativity related to personality, motivation and power. 2. explain group dynamics and demonstrate skills required for working in groups. 3. identify the various leadership styles and the role of leaders in a decision-making process.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 8 働きがいも経済成長も（Decent Work and Economic Growth）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 20 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 80 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Specific instructions may change depending on class conditions.
"Pre-class Preparation"
Students are expected to study each case and prepare their own answers to the questions in the assignment files. Participants should allow at least 3 hours of preparation time per case. A laptop computer is required for the electronic distribution of handouts on the day of the class.
"Class Discussion"
The class is based on open discussions and students are facilitated to exchange their opinions with their classmates. During the open discussions, students are expected to think flexibly and adjust their opinions. No specific comment may be given to each student's opinion, but students will know if their opinions are appreciated by listening to their classmates' feedback.
"Preparation report"
Case: Any 2 cases in Session 1 to 7
Assignment: Answer all assignment questions of the case.
Due date: Before the class of the chosen case.
Submission method: Please submit to Google Classroom.
Feedback: The comment will be discussed in class.
"Final Report"
Theme: Analytical Integration Essay
Assignment: Students will complete an in-class analytical essay during the final session of the course. The essay will require the integration and application of key concepts discussed throughout the course.
Submission Method: Submitted during class time.
Feedback: Brief written feedback and marking criteria will be provided.
"Pre-class Preparation"
Students are expected to study each case and prepare their own answers to the questions in the assignment files. Participants should allow at least 3 hours of preparation time per case. A laptop computer is required for the electronic distribution of handouts on the day of the class.
"Class Discussion"
The class is based on open discussions and students are facilitated to exchange their opinions with their classmates. During the open discussions, students are expected to think flexibly and adjust their opinions. No specific comment may be given to each student's opinion, but students will know if their opinions are appreciated by listening to their classmates' feedback.
"Preparation report"
Case: Any 2 cases in Session 1 to 7
Assignment: Answer all assignment questions of the case.
Due date: Before the class of the chosen case.
Submission method: Please submit to Google Classroom.
Feedback: The comment will be discussed in class.
"Final Report"
Theme: Analytical Integration Essay
Assignment: Students will complete an in-class analytical essay during the final session of the course. The essay will require the integration and application of key concepts discussed throughout the course.
Submission Method: Submitted during class time.
Feedback: Brief written feedback and marking criteria will be provided.
授業スケジュール Course Schedule
第1日（Day1）
This is a tentative course outline that is subject to change.Theme: Introduction to Organizational Behavior & Organizational Change
Main contents: levels of analysis, organizational culture, structural constraints, managing change
●使用するケース
Leading Change in the General Surgery Unit (409090-PDF-ENG, Harvard Business School)第2日（Day2）
Small group discussion and class discussionTheme: Identity, Value and Personality
Main contents: self-identity, value, personality, person-organization fit
●使用するケース
Carla Ann Harris at Morgan Stanley (415029-PDF-ENG, Harvard Business School)第3日（Day3）
Small group discussion and class discussionTheme: Power and Politics
Main contents: politics, power, influence, conflict resolution
●使用するケース
Thomas Green: Power, Office Politics and a Career in Crisis (2095-PDF-ENG, Harvard Business School第4日（Day4）
Small group discussion and class discussionTheme: Employee Voice and Organizational Fairness
Main contents: employee voice, managerial authority, organizational norms, fairness
●使用するケース
Case: Gender and Free Speech at Google (A) (318085-PDF-ENG, Harvard Business School)第5日（Day5）
Small group discussion and class discussionTheme: Organizational response and organizational legitimacy
Main contents: leadership decision-making, internal trust, organizational legitimacy, cultural constraints
●使用するケース
Case: Gender and Free Speech at Google (B) & (C) (319085-PDF-ENG, 319097-PDF-ENG, Harvard Business School)第6日（Day6）
Theme: Simulation exercise of OBMain contents: team decision-making, role structure, information asymmetry, coordination
●使用するケース
Simulation: Leadership and Team Simulation: Everest V3 (8867-HTM-ENG, Harvard Business School)第7日（Day7）
Small group discussion and class discussionTheme: Leadership
Main contents: leadership traits, leadership style, cross-cultural communication, decision making, ethics
●使用するケース
Carlos Ghosn: The Rise and Fall of an Automobile Legend (A) (SMU818-PDF-ENG, Singapore Management University)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。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
Evaluation is based on the quality, consistency, and analytical depth of contributions to case discussions, group activities, and selected preparation submissions.
Final Report (20%)
Evaluation will focus on the clarity of argument, the appropriate application of course concepts, the strength of logical reasoning, and the ability to integrate insights across cases discussed throughout the course.
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 80 % |
| クラス貢献度合計 Class Contribution Total | 80 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 0 % |
| 最終レポート Final Report | 20 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Class Participation (80%)Evaluation is based on the quality, consistency, and analytical depth of contributions to case discussions, group activities, and selected preparation submissions.
Final Report (20%)
Evaluation will focus on the clarity of argument, the appropriate application of course concepts, the strength of logical reasoning, and the ability to integrate insights across cases discussed throughout the course.
配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials
- ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
- 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- Active participation and shared learning is at the core of the case method learning.Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
- Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class.Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author’s permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials” for details, and follow the instructor’s directions. You are expected to comply with these guidelines responsibly.
教科書 Textbook
- NA「NA」NA（NA）
参考文献・資料 Additional Readings and Resource
There is no set textbook for this course, but students can refer to an open-source textbook by the following weblink: Organizational Behavior https://openstax.org/details/books/organizational-behavior 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
The previous year's course evaluations were overwhelmingly positive, with students expressing high satisfaction with the course content and describing their learning experience as engaging and enjoyable.
担当教員のプロフィール About the Instructor
The instructor holds a PhD in Management and Organizations from the Kellogg School of Management, Northwestern University. Her research is grounded in strategy and organizational theory, examining how institutional environments, governance structures, stakeholder dynamics, and social entrepreneurship shape organizational behavior and strategic outcomes at the intersection of business and society.
She has taught strategic management, organizational behavior, leadership, and related subjects at undergraduate, master’s, and MBA levels across North America, Europe, and East Asia. Her teaching combines rigorous analytical frameworks with participant-centered dialogue, emphasizing structured reasoning, contextual awareness, and responsible leadership in complex and evolving organizational settings.
Refereed Articles
- (2025) Social Entrepreneurial Intention Change by Gender during the COVID-19 Pandemic. Journal of Social Entrepreneurship 16(3): 19420676
- (2025) Gendered Morality and Positivity in Social Entrepreneurship: A Trend Analysis across Global Crises. Journal of Social Entrepreneurship 19420676, 19420684
- (2024) The Effects of Morality and Positivity on Social Entrepreneurial Intention. Journal of Social Enterpreneurship 15(1): 9420676/19420684
Refereed Proceedings
- (2022). The Mediating Effect of PsyCap on Social Entrepreneurial Intention by Gender and Pandemic. Academy of Management Proceedings .Academy of Management Annual Meeting. 1. 4. Seattle, USA