Tag: business

Lewin’s Three-Step Model of Organizational Change

Diagram showing Lewin's three-stage organizational change model with steps for unfreeze, change, and refreeze

MGT2382 Organizational Behaviour Learning Journal Date: July 11, 2026 Topic: Organizational change, group behaviour, resistance, leadership, and workplace culture Working Thesis Lewin’s model shows that lasting organizational change requires more than introducing a new policy or procedure. Leaders must first loosen the forces holding existing behaviour in place, support people while new behaviour is being … Continue reading Lewin’s Three-Step Model of Organizational Change →

Kotter’s Eight-Step Model of Organizational Change

Eight-step roadmap for organizational change process with key actions and goals

MGT2382 Organizational Behaviour Learning Journal Date: July 11, 2026 Topic: Organizational change, leadership, employee behaviour, and workplace culture Working Thesis Organizational change does not succeed simply because management has announced a new direction. Change becomes real only when people understand it, believe it is possible, possess the ability and resources to act, and see the … Continue reading Kotter’s Eight-Step Model of Organizational Change →

MGT2382 Module 8 Learning Journal: Power, Influence, and How Work Really Gets Moved

Five professionals having a business meeting around a table with laptops, documents, and a sign saying 'VALUES IN ACTION'

Course: MGT2382 Organizational Behaviour Module: Module 8 – Power and Influence Calendar week: June 30–July 6, 2026 Category suggestion: MGT2382 Learning Journal / Field Lab: Learning Journals Phase lens: Phase 0 warning lights, Phase 1 impact, and Phase 3 rebuilding systems. Power becomes most visible when responsibility, authority, information, and consequences are distributed unevenly. Source … Continue reading MGT2382 Module 8 Learning Journal: Power, Influence, and How Work Really Gets Moved →

Learning Journal – Module 7

Team following structured leadership decision-making steps from identifying issues to implementation

Decision-Making and Creativity Student: Kevin McLaughlin Course: MGT2382 Organizational Behaviour Date: July 10, 2026 Central reflection: A decision process can be rational without pretending that the people making the decision are perfectly rational. Introduction Module 7 changed the way I think about decision-making because it does not present decisions as a simple contest between logic … Continue reading Learning Journal – Module 7 →

Module 6 Learning Journal: Rewards, Job Design, and Leadership

Diverse group of colleagues engaged in a team meeting focused on inspiration and purpose

Module 6 made me think about the difference between simply paying people and actually motivating people. At first glance, compensation sounds straightforward: someone works, the employer pays them, and the arrangement is complete. But this module pushes past that simple transaction. It looks at salary, pay, rewards, performance practices, and the way leadership shapes whether … Continue reading Module 6 Learning Journal: Rewards, Job Design, and Leadership →

MGT2382 Week 3 Learning Journal: Personality, Values, and the Conditions Around Behaviour

Team analyzing employee motivation and performance factors with charts and notes

Date: Calendar week: May 26-June 1, 2026 Category: Field Lab Learning Journals > MGT2382 Learning Journal Course link: MGT2382 Organizational Behaviour - Week 3: Individual behaviour, personality and values; McShane Chapter 2. Lens: Critical lens: before judging behaviour, examine motivation, ability, role clarity, values, and the conditions surrounding the worker. Opening reflection This week’s material … Continue reading MGT2382 Week 3 Learning Journal: Personality, Values, and the Conditions Around Behaviour →

MGT2382 Week 7 Learning Journal

Group of diverse colleagues discussing project plans over charts and sticky notes

Chapter 8 — Team Dynamics Initial Reflection: What Makes a Team Real? Chapter 8 describes teams as groups of two or more people who interact, influence one another, share accountability for organizational goals, and recognize themselves as a social entity. It examines team effectiveness, task interdependence, team composition, norms, roles, cohesion, trust, mental models, self-directed … Continue reading MGT2382 Week 7 Learning Journal →

Week 6 Learning Journal

Woman thinking with decision-making concepts like logic, emotion, creativity, and ethics

This learning journal examines the full scope of Chapter 7 by treating decision-making as both a logical process and a human process. It begins with rational choice, then questions the assumptions underneath that model: whether the problem has been defined honestly, whether information is accurate and supplied above board, whether goals conflict, whether important alternatives … Continue reading Week 6 Learning Journal →

MGT2382 Week 5 Learning Journal

Open notebook with handwritten notes on compensation models, reward systems, motivation cycles, and performance management.

Topic Focus This learning journal examines Chapter 6 as a connected system of applied performance practices. It begins with money as an economic exchange and a psychological and social symbol, then evaluates job status-based, competency-based, skill-based, individual, team, and organizational rewards. It also examines how reward systems can produce fairness or distortion, how job design … Continue reading MGT2382 Week 5 Learning Journal →