Tag: leadership

Module 11 Learning Journal: Culture Is What the Organization Repeats

Group of professionals discussing alignment of company values and current behaviors using a whiteboard with color-coded notes

Module focus Organizational culture, subcultures, cultural artifacts, adaptive culture, cultural strength, socialization, culture change, and culture mergers LensCulture is not what an organization claims to value. Culture is what its people repeatedly experience, reward, tolerate, and learn to expect. Topic Focus This learning journal examines organizational culture as the shared values and assumptions that guide … Continue reading Module 11 Learning Journal: Culture Is What the Organization Repeats →

Module 10 Learning Journal Leadership That Can Survive the Leader

Team of professionals collaborating on project goals with whiteboard and laptops

Module focus Leadership, shared leadership, transformational and managerial leadership, leadership perspectives, effectiveness, and authenticity Lens Leadership is not proven by how much depends on the leader. It is proven by how much capacity remains when the leader steps away. Topic Focus This learning journal examines the difference between occupying a management position and exercising leadership. … Continue reading Module 10 Learning Journal Leadership That Can Survive the Leader →

Module 9 Learning Journal Conflict, Negotiation, and the Work of Resolution

Business meeting showing disagreement over budget allocation and strategic priorities with charts and speech bubbles

Module focus Conflict, conflict sources and management styles, negotiation, BATNA, and third-party dispute resolution LensConflict is information. The task is to keep disagreement attached to the issue before it becomes damage between people. Topic Focus This learning journal examines conflict as a normal feature of organizational life rather than an automatic sign of failure. It … Continue reading Module 9 Learning Journal Conflict, Negotiation, and the Work of Resolution →

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 →

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 →