PS 541 – Week 1 Seminar Quick Notes


Weekly Workflow & Grading

  • Every week: Discussion post + seminar (live or alt-assignment).

  • Even weeks: Written assignment (papers)
    – Follow page range in prompt; no penalty for modest over-length.

  • Odd weeks: Quizzes (except Unit 10).

  • Unit 10: No major paper—course wrap-up.

Discussion Requirements

  • Main post: ≥ 400400 words, ≥2\ge 2 scholarly sources.

  • Replies: 2 peers on ≥ 2 different days (one may be to instructor).
    – Quality > courtesy (“dig deeper,” add insight); citations encouraged but not mandatory.

Assignment Standards

  • Cite ≥2\ge 2 scholarly sources (≤ 5 yr preferred).

  • APA format; focus on required sections/criteria.

Attendance & Office Hours

  • Live attendance recorded automatically; no quiz needed to prove presence.

  • Missed seminar → watch recording + submit alt-assignment with reflective content.

  • No fixed office hours; email to schedule 1-on-1; seminar room opens ≈ 20 min early.

Late / Life Issues

  • Communicate early; flexibility possible.
    – Last-minute (e.g., Tue 23:59) notice = poor planning; fewer concessions.

Unit 1 Content: Foundations of Organizational Behavior (OB)

Meaning & Functions of Work

  • Work supplies income, identity, purpose; varies by culture (individualist vs collectivist).

  • Provides goods/services AND supports societal/individual well-being.

Contemporary Managerial Challenges

  • Post-COVID dynamics: remote vs return-to-office, productivity measurement.

  • Declining organizational loyalty; employees seek purpose, flexibility.

  • Multigenerational workforce myths—avoid stereotyping; manage individuals, not age labels.

  • Rapid small-business growth often outpaces owners’ management skills.

Global Competitiveness Index (GCI)

  • Composite of 12 economic "pillars"; gauges a nation’s growth potential.
    – 2018 leaders: Switzerland, USA, etc.

  • Insight tool for I/O consultants assessing macroeconomic context.

Employee Perceptions & Surveys

  • Climate/engagement surveys influence change only when acted upon.

  • Perception drivers: ethical leadership, meaningful work, advancement, fair pay.

Leadership & Management Essentials

  • Poor leadership directly lowers motivation/productivity.

  • Leadership development often under-delivered (e.g., military “fire-hose” model).

  • Balance of skills by level:
    – Front-line: high technical + human; moderate conceptual.
    – Middle: balanced across all.
    – Executive: high conceptual + human; lower technical.

  • Servant leadership trend: approachability & employee value recognition.

Workforce & Occupational Trends

  • Fast-growing fields: healthcare, tech, data, project management, contact-center ops.

  • I/O role: align talent strategy, workforce planning, job analysis, DEI without box-checking.

Key Takeaways for I/O Practice

  • Holistic diagnostics: people, leadership, policies, processes all interlink.

  • Data-driven recommendations: back proposals with recent research (≥2(\ge 2 sources minimum in coursework mirrors real-world credibility).

  • Time-management & communication = core professional behaviors—model them.

  • Continuous learning: understand client industry context to craft tailored interventions.